A great brand with an Interesting strategy… let’s see how this plays out for them
The New Yorker | J. B. MACKINNON
Rick Ridgeway, Patagonia’s vice-president of environmental affairs, told me that the company’s approach was inspired by a 2009 Times story he read about consumer spending during the last days of the Great Recession. The article noted that the financial squeeze was putting “value in vogue”—and not only in the predictable form of bargain hunting. Impulse buying and conspicuous consumption had slowed, and some shoppers were seeking goods that offered enduring worth, such as fuel-efficient vehicles and gardening tools that allowed them to grow their own food.
“That really caught my eye, because that is our value proposition. That is what we’re trying to deliver to our customers—those kinds of products,” Ridgeway said. “I thought, Wow, if at least some small cohort of people are recognizing that, then those people are our people, and how could we do a better job of giving them what they need to live more responsibly, not just in recession but any time?”
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