Case | HBS Case Collection | August 2010 (Revised October 2010)


by Forest L. Reinhardt, Ramon Casadesus-Masanell and Hyun Jin Kim


Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company's goal to create the most innovative products in its industry. Patagonia's founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating its core customers and achieving growth via entry into new product markets.

Keywords: Business History; Environmental Sustainability; Business Model; Business Strategy; Expansion; Consumer Products Industry;


Reinhardt, Forest L., Ramon Casadesus-Masanell, and Hyun Jin Kim. "Patagonia." Harvard Business School Case 711-020, August 2010. (Revised October 2010.)