Checklist case study #1: Patagonia

Last week I put forward a brand checklist with a difference – focusing on the many ways you can think about brand beyond the usual marketing approach. This is not a brand utopia that I just dreamed up. There ARE companies out there who think about and act on their brands in these ways. One of my favorite examples, and I believe one of the strongest brands in the world today, is Patagonia.

Patagonia is well-known in North America and recently opened their first Australian store in Torquay. But long before their products reach their customers, their brand is in action as a central operating principle. Here is a snapshot of just some of the ways they use elements of the checklist.

Values and promise
At Patagonia everything is driven by their reason for being: “Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis…”

It is not a three word tagline, but taken as a whole – their reason for being provides a constant reminder of where true north is for their business.

Walking the talk
Their reason for being is actively reinforced and shared within the company and out in the marketplace – through essays, field reports and the everyday doing of the people who work for the company (see hiring).

Clearly define what key words mean
When you put quality first, as Patagonia does, you better have a pretty damn good idea of what you mean by those seven letters. “Make the best product…” is the first part of their reason for being and for them, best = quality. Early in the company history a discussion between Choinard and his chief designer revealed just how subjective the idea of quality could be. Out of that discussion came a checklist of criteria that was to be considered in design and production of every Patagonia product. What were they?

Is it functional? Is it multifunctional? Is it durable? Does it fit our customer? Is it as simple as possible? Is it an innovation or an invention? Is it a global design? Is it easy to care for and clean? Does it have any added value? Is it authentic? Is it art? Are we just chasing fashion? Are we designing for our core customer? Have we done our homework? Is it timely? Does it cause any unnecessary harm?

This is not your mother’s definition of quality. But it is THEIR definition and that’s what matters.

Hiring
When looking for new people, the fit for the culture of the company is paramount – often above the skills needed for the job. In his book CEO Choinard says “we can hardly continue to make the best outdoor clothing if we become an