Patagoniaâs Anti-Growth Strategy (The New Yorker)
Disclaimer: Iâm a huge Patagonia junkie. I own a fair share of gear thatâs outlasted more than 90-percent of my wardrobe, and closely follow how the companyâs actions reflect, or belie, their environmental branding. So far? Itâs preaching the right messageâreasoned consumptionâand allowing consumers to direct their rate of production.Â
This article gives a holistic explanation of how Patagoniaâs brand strategy has evolved over the past six years. Rich Ridgeway, VP of environmental affairs, helped the company capitalize on thriftinessâ growing value as a consumer trait by effectively plastering a âyieldâ sign on all marketing material. Patagoniaâs risk only bolstered its cachĂŠ, underscoring its status as a company with seemingly genuine continued dedication to responsible growthâa company with a true ethics code. And by buying from Patagonia, consumers can self-define as âmore ethical than others,â too.Â
But the thing is, even if Patagonia sells fewer items at higher prices (because its gear is higher quality, and you can get it repaired whenever you need to, because youâre one of those good people willing to sacrifice for the environmentâsee what I mean?), that doesn't mean itâs not growing. Itâs exploding, and as the author mentions, its foreign marketing plans donât necessarily put its sustainable ethos first. (Asian countries especially are still in the brand-name-status-symbol stage defined purely by a productâs retail value rather than its integrity). But Patagonia views its global expansion as the âlesser of two evilsâ: itâs better for a responsible company to gain more market share and peddle more goods to consumers who would otherwise buy fragile gear with short lifespans.Â
âThat narrative explains the Patagonia paradox: thereâs bad growth, and then thereâs good growth.â
âPatagonia has doubled its scale of operations in the past six years, and has opened forty new stores worldwide since 2011.â
âSince Ridgeway [published his essay declaring âgrowth is a dead endâ]... Patagoniaâs own expansion has continued unabated: this year, the company expects to gross about six hundred million dollars.â
âThe company offers D.I.Y. garment-repair tutorials...[and]Â a thirty-dollar âexpedition sewing kitâ that resembles a prop designed for the Khaki Scouts in Wes Andersonâs âMoonrise Kingdom.â Click for more information on the kit and a typical marketing stratagem plays out: you will be offered six other Patagonia products.â
âThe company cannot currently provide any numbers on how many people are hanging onto their Patagonia jackets and board shorts for one more year rather than buying something new.â
âGiven Patagoniaâs sales figures, it is clear that the company repairs and recycles only a very small fraction of the number of products sold each year. Not a revolution at this point, then, though surely a significant gestureâcorporate social responsibilityâs version of propaganda of the deed.â
âEnvironmentally literate, socially engaged, and with a clear sense that contemporary consumerism is a warm bath of contradictions, Baird is the shopper that Patagonia wants to be in business forâwhether or not it really is.â
Summary: Individual products might be incredibly sustainable, but Patagoniaâs still making more of all of them year over yearâas a company, its goal is to sell to more people. As long as its current consumer demographics really decrease their purchasing to counteract growth in new Patagonia markets, buying from the company really will be one way to keep our collective material footprint level rather than increase it.Â
Read it here:Â http://www.newyorker.com/business/currency/patagonias-anti-growth-strategyÂ