Yvon Chouinard Business Quotes

Reusing something instead of immediately discarding it, when done for the right reasons, can be an act of love which expresses our own dignity. —

In anything at all, perfection is finally attained not when there is no longer anything to add, but when there is no longer anything to take away, when a body has been stripped down to its nakedness. Studying

use business to inspire and implement solutions to the environmental crisis.

Again, like the Zen approach to archery or anything else, you identify the goal and then forget about it and concentrate on the process. Measure

A master in the art of living draws no sharp distinction between his work and his play; his labor and his leisure; his mind and his body; his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To himself, he always appears to be doing both. —L. P. Jacks Patagonia’s

But you are what you do, not what you say you are.

Once you lose the discipline of functionality as a design guidepost, the imagination runs amok.

Or as Dieter Rams, head of design at Braun, maintains, “Good design is as little design as possible.

when we consider the purchase of anything, to ask ourselves, both as producers and consumers: Is this purchase necessary? Do I really need a new outfit to do yoga? Can I do well enough with something I already have? And will it do more than one thing?

After we had pondered our responsibilities and financial liabilities, one day it dawned on me that I was a businessman and would probably be one for a long time. It was also clear that in order to survive at this game, we had to get serious. I also knew that I would never be happy playing by the normal rules of business; I wanted to distance myself as far as possible from those pasty-faced corpses in suits I saw in airline magazine ads. If I had to be a businessman, I was going to do it on my own terms. One

Patagonia’s image is a human voice. It expresses the joy of people who love the world, who are passionate about their beliefs, and who want to influence the future. It is not processed; it won’t compromise its humanity. This means that it will offend, and it will inspire.

A master in the art of living draws no sharp distinction between his work and his play; his labor and his leisure; his mind and his body; his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To himself, he always appears to be doing both. —L. P. Jacks

Yet despite the plethora of articles, books, films, and warning from scientists and even the military saying that global warming is the single biggest threat to the security of mankind—governments, businesses, and you and I continue to refuse to take meaningful steps to reverse the problem.

When there is no crisis, the wise leader or CEO will invent one. Not by crying wolf but by challenging the employees with change.

Anyone who thinks you can have infinite growth on a finite planet is either a madman or an economist. —Kenneth Boulding

The best-performing firms make a narrow range of products very well. The best firms’ products also use up to 50 percent fewer parts than those made by their less successful rivals. Fewer parts means a faster, simpler (and usually cheaper) manufacturing process. Fewer parts means less to go wrong; quality comes built in. And although the best companies need fewer workers to look after quality control, they also have fewer defects and generate less waste.

The goal was to teach every employee in the company our business and environmental ethics and values.

The competition always stayed close on our heels, but we managed to keep innovating and improving our products.

It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

Patagonia brings to mind, as we once wrote in a catalog introduction, “romantic visions of glaciers tumbling into fjords, jagged windswept peaks, gauchos and condors.” Our intent was to make clothing for those rugged southern Andes/Cape Horn conditions. It’s been a good name for us, and it can be pronounced in every language.

So in 2013, Patagonia launched a venture capital fund to invest in environmentally and socially responsible for-profit start-ups. We wanted to apply the many lessons we have learned in trying to conduct our business more responsibly to applications beyond the outdoor apparel industry. We were willing to sacrifice short-term returns for long-term financial and environmental gains. Tin Shed Ventures serves as a vehicle for the third pillar of Patagonia’s mission statement: “ . . . use business to inspire and implement solutions to the environmental crisis.” But it also serves to do good in the world: providing funding for people who have business ideas that could help solve the environmental crisis. It is really the small private businesses we hope to influence. It is the tens of thousands of young people who dream of owning their small farm someday. All of us working together can create the change that we need.

Buy less; buy better. Make fewer styles; design better.

you are what you do, not what you say you are.

viewer has to be hit on the head with the same ad seven or eight times before it begins to register.

So he gave me the companies, saying in effect, “Here’s Patagonia. Here’s Chouinard Equipment. Do with them what you will. I’m going climbing.” I had no business experience so I started asking people for free advice. I just called up presidents of banks and said, “I’ve been given these companies to run and I’ve no idea what I’m doing. I think someone should help me.” And they did. If you just ask people for help—if you just admit that you don’t know something—they will fall all over themselves trying to help. So, from there I began building the company. I was really the translator for Yvon’s vision and aims for the company.

You climb the mountains or visit the wilderness but leave no trace of having been there.

Patagonia’s authenticity lies in not being concerned about having an image in the first place.

If you read a newspaper on any given day, you will see that most of the gains we are making as a society are still being done by activist citizens’ organizations.

Confessions of an Eco-Warrior

Yes, wilderness for its own sake, without any need to justify it for human benefit.

I took a dozen of my top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wildlands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn’t be proud of. We also discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common and the shared culture that had brought everyone to Patagonia, Inc., and not to another company.

I’ve always thought of myself as an 80 percenter. I like to throw myself passionately into a sport or activity until I reach about an 80 percent proficiency level. To go beyond that requires an obsession and degree of specialization that doesn’t appeal to me. Once I reach that 80 percent level I like to go off and do something totally different; that probably explains the diversity of the Patagonia product line—and why our versatile, multifaceted clothes are the most successful.

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If we could all come to see our consumer products as tools that help us to live our real lives—rather than as substitutes and surrogates for that life—we would need many fewer products to be happy.

In a recession, when our wholesale sales are down, our direct sales channels do well because there is no lessened demand for our goods from our loyal customers. In the past, recessions have hurt our competitors and driven customers to us because people became less frivolous in their purchases. They didn’t mind paying more for goods that won’t go out of style and are of such quality that they will last a long time.

dyslexics often have a great sense of proportion. They make good sculptors.

I believe the way toward mastery of any endeavor is to work toward simplicity; replace complex technology with knowledge. The more you know, the less you need.