The Great Depression, which has plagued the last years of the first decade of the 21st century, took a major economic toll, both existing companies and new ambitious startups alike. Although it is not an obstacle to conquer new Patagonia founder, Yvon Chouinard, facing tough fiscal climate of today's age is not a battle that had to pay. The success of Patagonia has proven to be the opposite of Chouinard, owner of the company, which can - but unlikely - to having its best two years of company history. In 2009, sales amounted to a colossal $ 315 million, and forecasts for 2010 are projecting the company's annual sales reach 340 million U.S. dollars (Wang, p. 26). Yvon Chouinard is not what most people would imagine as a successful entrepreneur. His self proclaimed "high school education in the field of auto mechanics" compares almost the educational background shared by many young entrepreneurs, especially in today's age where accredited qualifications seem to be the norm. However, Chouinard has managed to carve his empire that existed in the rock as the object of his ardent desire: and outdoor recreation environmentalism.In 1957, the first to be avid climber was a young entrepreneur who recognized an unmet need leisure, or more specifically, rock climbing market. At that time only the nails, metal spikes hammered into cracks in the rock to be used as anchors, were made of soft iron and are used once and then left in the rock. The application of these nails damaged the rock wall where they remained for an indefinite period. Shortly after he recognized the opportunity, Chouinard equipment is purchased from a local landfill economic blacksmith and taught himself the trade by his nails made of chrome-molybdenum (History of Patagonia, 2010). Word was that its production of nails his hand - at the rate of two for now - soon spread through friends and peers rock climbing, and a business was born: Equipment.Yvon Chouinard Chouinard used his portable tools in the yard of the shop His parents' on the manufacture of nails that sold for $ 1.50 each. However, he did not let business interfere with his passion for surfing, often times he would "set up shop" between sessions while traveling the California coast from Big Sur to San Diego.By 1965, aeronautical engineer and fellow climber, Tom Frost, in partnership with due to overwhelming demand for its running and operational requirements for molds and production equipment heavier Chouinard. Frost possessed an innate understanding of design, and together they redesigned and redefined virtually every commonly used piece of climbing gear, improved tools, stronger, lighter and more functional (History of Patagonia, 2010). Around 1970 Chouinard had a startling epiphany that would alter his perception and fundamentally change their business model for all: the nails, the highly Chouinard Equipment was established, were causing extreme damage to rock faces and the most popular climbers them.In want to use the eyes of young members, the risk of environmental damage largely overcome any business risk. The decision was made to phase out the nail from sales and operations. Although Chouinard Equipment has taken a huge amount of risk, removing the nail from his catalog of necessity soon became the father of invention, and in 1972, the aluminum wedges were introduced to the world of climbing. The wedges have the same goal in aluminum like chrome nails, but the biggest difference is that wedges can be stuck in the hand gaps and cracks in rocks. No hammering, no damage. The 1972 Chouinard Equipment Catalog has been released along with an editorial that highlights the significant problems arising from the use of nails and an introduction and adoption of the new alternative. A few months after the release of the catalog, the nail industry, but everything fell apart, and heels were sold faster than could be produced. The success of the wedges Chouinard allowed to explore the potential sale of clothing for climbers, and his instinct has once again proven reliable. The new line of functional clothing started gaining in popularity, and a decision must be made regarding the future of Chouinard Equipment. Although the indicators of success in selling clothing, Chouinard did not want to saturate his catalog of "tools" with clothing and the risk of diluting its image. In addition, the clothing line had potential for diversification, which may have been compromised if a company's brand through outdoor equipment (History of Patagonia, 2010). A new entity was in the midst of training: Patagonia would soon be introduced to the world.It was not long before Yvon Chouinard has recognized an unmet need in the market other outdoor recreation. Up to this point, the climbing community at large had no options for clothing, as well as thickness, reducing, moisture-absorbing materials such as cotton, wool, and down (Patatgonia's History, 2010). Chouinard has experimented with different textures and different fabrics, in order to find a creative solution to problems often faced by lovers of pleasure: The rain and cold. The trial continues, and in 1980, Patagonia became the first company to actually "teach" the community at large the positive effects of layering of different materials to an adequate level of protection from the elements. With its water repellent properties, polypropylene has been increasingly integrated in the process of clothing production and begins to consume the place of traditional materials such as cotton or the use of polypropylene wool.The came with its own set of problems, such as preservation of smell and a melting temperature very low, and after more testing and the continual search for improvement, Chouinard early transition of the fabric discontinued and replaced with polyester capilene by 1985. The success of polyester clothing capilene had the same effect based on the outdoor clothing market had wedges on the market as outdoor equipment, and the steady increase in sales for one of the fastest growing companies in the country, until the summer of 1991.At this point, the combination of a crimp in sales and problems with his bank, Patagonia has been in a situation where it was called the loan it around, and the company was forced to return quickly his office. Repayment led to massive price cut in order to sell their inventory, and labor force - made up primarily of friends and family - has been reduced by about 20%. The turbulence of the early '90s has left Yvon Chouinard, a new order to be freed from the supervision of banks and very conscientious in the growth rate of Patagonia (Wang, p. 28). Has developed plans that would give the company control of their financial destiny at the expense of limiting its growth potential in a very controlled way. Although Patagonia has steadily gained credibility and profitability over the years as a leading supplier of outdoor recreational clothing and gear, Chouinard has continually evaluated and defined the success of his company by something other than its bottom line (Foster, p. 46). Yvon Chouinard future instead of focusing on the operations of the company is based on Patagonia's mission: "to use business to inspire and implement solutions to the environmental process." This mission has been the backbone of operations and resulted in many environmental initiatives sponsored by the company, including the creation of a program called 1% for the planet, through which the Patagonia and other companies that come together at a speed more than one per day (Wang, p. 28), donate 1% of total sales of environmental charity each year. Since 1985, the 1% For The Planet has raised more than $ 42 million for groups of more than 1,700 grass roots environment (Foster, 46). Continue to embrace charity, the emphasis on corporate social responsibility, and the constant supply of quality products have wedged in Patagonia position as one of the most successful, high demand for outdoor clothing product lines today, market.Furthermore, Patagonia is a very interesting potential employer to thousands of job seekers every year. According to Chouinard, "For every opening to Patagonia, we have an average of 900 applicants" (A Little Enlightened self-interest, p. 57). He attributes this not only for business related product sales of Patagonia, but its activity with regard to saving the planet by using Green's attitude, practices.Chouinard sustainable business' in business and management can be scanned by the benefits to employees of society. As in the past, when Chouinard was painstakingly nails between surf sessions, the company has maintained a very flexible program of work based on the passion of its employees for the great outdoors. In an interview with Inc., Chouinard says, "I do not care where you work. All that matters is that the work is done and the work is excellent. If you come at 7 o'clock at night, because you want to go surfing at 2 pm, which is fine with me. But you can have an impact on your fellow workers. "Employees of Ventura Patagonia's headquarters in California to enjoy a property near the beach, a pool and a fitness center on-site storage center. The flexibility and balance remain the pillars of society in Patagonia attitude, and even if that employee housing costs are high, contributed to the success of Happy, the productivity of employees who are passionate about their career is well worth the added expense (A Little Enlightened self-interest, p. 58). The quality of products manufactured and sold by Patagonia and the company's position in the market today is a testimony to the fact that Yvon Chouinard understands the balance between passion, production and synergy.In my opinion, Yvon Chouinard has really shown the characteristics of a professional contractor - if he realized at that moment or not - to recognize that something could be improved and take this opportunity to make real change. His main motivation comes from a passion for the great outdoors that fueled his work ethic and has led to success in many different companies. Chouinard ability to start a company from almost nothing in 1970 and continue building a legacy to the simple idea of improving the environment and pursue his interest is very exciting for me. There also seems to be a very strong sense of strategic positioning illustrated by the rapid growth of Patagonia through the 80's followed by a very difficult and trying period in the 90's. Chouinard has recognized the need to have control of the finances of the company, despite limiting its growth in the short term, and this led to Patagonia ability to maintain a level of flexibility not seen in many publicly owned companies. It 'also exciting to know the level of intuition Chouinard, and after reaching a high level of economic success, its primary objective to improve the environment and make the world a better place.References (2010). A Little enlightened self-interest. Inc., 32 (5), 56-8, 60.Foster, T. (2009). "No such thing as sustainability." Fast Company, 46, History 48.Patagonia s' - a company created by climber Yvon Chouinard and his commitment to the environment. (2010). Company Info: Our history. Retrieved November 28, 2010, from http://www.patagonia.com/us/patagonia.go?assetid=3351&ln=79Wang, Jennifer. (2010, June). Patagonia, from the ground up. Entrepreneur, 38, 26-32.
