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The company used its 52 worldwide retail stores to pursue environmental initiatives like awarding the local environmental organizations. It also used its catalog to advocate for environmentally friendly activities. Besides it integrated educational messages to its consumers, such as the need for reduced consumption. It ensures that the employees were selected using their environmental concern, the companies values, and entrepreneurial spirit mostly as opposed to business or academic credentials. The company spread the environmental values among its workers, for example, surf conditions were always written at the headquarters board to efficiency.

It also conducted its activities outdoors, linking the staff to the environment. For example, it conducted its meetings by the ocean or near mountains and had a nature travel to Patagonia, Chile in a weekend. Patagonia has been outstandingly successful in environmental matters. The good performance in environmental matters made it recognized, and it's story be run by famous magazines like Fortune and Forbes. The company donated 1 % of its revenues on environmental matters. The balancing of the environmental concerns and profitability made it maintain an annual growth approximately 6 %.

Improvement of the revenue to 10% is a delicate balance if Product Lifecycle Initiative is to be implemented. On the other hand, the initiative might increase the company’ s popularity that can translate into more sales even though it might not meet the 10% set target. The company’ s consumption restriction initiative will reduce the sales thus reducing the profit margin. Business- wise, the environmental concept will make the competitors have an upper hand in the industry. Product Lifestyle Initiative is a good concept for environmental matters, but it not good for business.

The concept is not consistent with the company’ s growth. Recycling, reusing, reducing and repairing of the old garments will translate to low sales of the company’ s products.

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