Question 1: Evaluate Patagonia’s business model as well as its broader strategy at the time of the case by using appropriate tools and frameworks from the course. Also, discuss the long-term sustainability of Patagonia’s competitive advantage by focusing on (but not exclusively so) potential trade-offs arising from the company’s mission statement and the extent to which the company’s choices effectively deal with these trade-offs [hint: perform a full strategy audit]. [50 points] Question 2: Evaluate and provide evidence for the extent to which Patagonia has been successful in achieving both of its stated goals jointly and individually: i.e. being profitable and being a responsible role model for the industry. How are the two goals linked and how does each of them affect Patagonia’s ability to achieve the other? In other words, to what extent has Patagonia - as an organization that embeds numerous activities - been able to integrate these goals synergistically? [20 points] Question 3: Assess Patagonia’s Product Lifecycle Initiative (PLI) with respect to its potential: (a) to improve the environment; (b) to improve Patagonia’s ability to generate financial profitability; (c) and to be imitated by Patagonia’s competitors. To what extent and in what specific ways is the PLI consistent (or inconsistent) with Patagonia’s business model, and how does it fit (or fail to fit) with Patagonia’s strategy?

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