Professional Documents
Culture Documents
Patagonia Team5
Patagonia Team5
PGP/23/033 NIKHIL S
PGP/23/046 RITU SHUKLA
PGP/23/057 SUSHMA R
PGP/23/062 U AAKASH
1. Leadership: The CEO Yvon Chouinard was unlike other CEO’s and was a sustainability
pioneer. He played a key role in the shift towards organic cotton.
Environmental degradation: Conventional cotton used chemicals against pests
which contaminated natural resources causing cancer and defects in humans and
wildlife population. Yvon and other managers strongly felt no cost was too high for
doing the right thing. They were thus able to reduce their environmental footprint by
focusing inwards.
Supply chain: Organic cotton can help in creating a sustainable supply chain for
Patagonia. It has been shown that organic cotton uses 91% less water and
62% less energy. Organic cotton production helps to improve biodiversity and the
health and safety of farming communities.
2.
“Don't buy what we don't need” is the tagline for Patagonia. Common Threads Initiative: a
partnership between our customers, eBay and Patagonia to make, buy and use clothes more
sustainably, with the ultimate aim of keeping the clothes we sell from ever reaching the landfill.
REDUCE
We make useful gear that lasts a long time. You don’t buy what you don’t need.
REPAIR
We help you repair your Patagonia gear. You pledge to fix what’s broken.
REUSE
We help find a home for Patagonia gear you no longer need. You sell or pass it on to someone who
needs it.
RECYCLE
We will take back your Patagonia gear that is worn out. You pledge to keep it out of landfills.
REIMAGINE
Together we reimagine a world where we take only what the planet can replace.
Repair their clothes via a DIY guide which helped customers from replacing a zipper to
patching a hole.
Sell the clothes that could no longer be worn or no longer fit at a storefront brought by
Patagonia and eBay in collaboration
3. The “Don’t Buy This Jacket” campaign was not a sustainability innovation, as it conflicts with
the base idea of integrating sustainability ideology at the core of its product and
commercializing it. It was more of an awareness campaign as it aimed at educating the
consumer base about the ill effects of consumerism and its impact on the sustenance of life
on the planet. Sustainability innovation was a part of Patagonia’s working culture which
shown in the “Hexcentric” product. From the case, we have no proper idea if the “Don’t Buy
This jacket” campaign had a positive effect or a detrimental effect on the sales of products
of Patagonia. Though the case explains that there has been a 30% increase in sales, it might
have been user preference towards using sustainable products. The increase in sales cannot
be directly correlated to the campaign. Outside the case, it is known that a research has
been conducted to understand the relationship between consumer attitude and the
campaign. The research concluded that the campaign had a positive effect on the consumer,
and it helped them make a conscious decision to buy only products that they need. In the
modern era, with ease of access to information, people have grown more sensitive to their
environmental footprint, any efforts to persuade them to think before they purchase, has a
serious effect on their purchasing intentions.
4.
Level 4. Sustainability in the business At this level the company redesigns its
model entire business model and makes it more
sustainable. Eg: Novartis Social Business
(NSB) model that supports global public
health
Level 5. Creating new sustainable practices At this final level, the company develops
innovations that leads to new standards for
the entire industry and changing the
existing paradigm