Patagonia is widely acknowledged as a sustainability-driven company (Rattalino, 2017), valued by its consumers for producing high-quality, durable sports clothing whilst actively minimizing their environmental impact (Sonsev, 2022). This essay aims to devise a marketing strategy for a new, high-quality, sustainable golf clothing collection for Patagonia Inc., to capitalise on the increased uptake of contactless outdoor sports activities, such as golf, following the COVID-19 pandemic (Han, 2021). Critically, Patagonia targets consumers who seek an active, adventurous lifestyle through sports in beautiful landscapes and thus, golf apparel fits within Patagonia’s current product lines (Hepburn, 2013). Though importantly, this new product development aims to increase Patagonia’s potential consumer base with a more popular sport relative to their current ‘extreme’ sports lines. Following a situational analysis, the 4C’s framework (Lauterborn, 1990) will be used to critically develop a marketing plan to exploit the target segment and achieve the strategic objectives. Finally, the implementation steps will be highlighted using a Gantt chart, alongside the metrics used to measure the performance.
巴塔哥尼亚被广泛认可为一家以可持续性为驱动的公司（Rattalino, 2017），因其生产高质量、耐用的运动服装而受到消费者的重视，同时积极减少其对环境的影响（Sonsev, 2022）。本文旨在为巴塔哥尼亚公司制定一项新的高质量可持续高尔夫服装系列的营销策略，以利用 COVID-19 大流行后无接触户外运动活动（如高尔夫）的增加参与度（Han, 2021）。重要的是，巴塔哥尼亚的目标消费者是那些寻求在美丽风景中通过运动过上积极冒险生活方式的人，因此高尔夫服装符合巴塔哥尼亚当前的产品线（Hepburn, 2013）。然而，这一新产品开发的目标是通过相对其当前“极限”运动系列的更受欢迎的运动来扩大巴塔哥尼亚的潜在消费者基础。在进行情境分析后，将使用 4C 框架（Lauterborn, 1990）来批判性地制定营销计划，以开发目标细分市场并实现战略目标。 最后，将使用甘特图突出实施步骤，并列出用于衡量绩效的指标。

To develop strategic objectives, it is essential to conduct environmental scanning. The macro external environment in which Patagonia operates is favourable and presents opportunities that should aid the success of the golf apparel range. Of paramount importance are the sociocultural shifts brought by the COVID-19 pandemic, which prompted a marked increase in the uptake of socially distanced outdoor sports, such as golf. Han et al., (2021) noted this shift was greater in the younger generation, compounded by ‘flex’ consumption, which is used to parade one’s financial power on social media, whilst playing golf is often associated with wealth. Additionally, environmental consciousness and concerns about climate change, particularly amongst younger consumers, are also increasing, and the expectation of organisational environmental responsibility is high (Stanley, 2020). This is compounded by the legal restrictions and regulations associated with the environment imposed by governing bodies (Rattalino, 2017). Critically though, due to COVID-19, consumer spending on leisure declined considerably by 29.1% between 2019 and 2020 (Kokolakakis et al., 2021). Consumer consumption has also shifted more predominantly to online, rather than in-store purchases because of global technological penetration.
为了制定战略目标，进行环境扫描至关重要。巴塔哥尼亚所处的宏观外部环境是有利的，并提供了应有助于高尔夫服装系列成功的机会。最重要的是，由 COVID-19 大流行带来的社会文化变迁，促使了社交距离户外运动（如高尔夫）的显著增加。Han 等人（2021）指出，这一变化在年轻一代中更为明显，且受到“灵活消费”的影响，后者用于在社交媒体上炫耀个人的经济实力，而打高尔夫常常与财富相关。此外，环境意识和对气候变化的关注，尤其是在年轻消费者中，也在增加，组织的环境责任期望值很高（Stanley，2020）。这还受到政府机构施加的与环境相关的法律限制和法规的影响（Rattalino，2017）。然而，关键是，由于 COVID-19，2019 年至 2020 年间，消费者在休闲方面的支出大幅下降了 29.1%（Kokolakakis 等人，2021）。 消费者消费也因全球技术渗透而更倾向于在线购买，而非店内购买。

One of the greatest strengths of Patagonia is its purpose-driven brand reputation, with emphasis on social and environmental consciousness, as well as its product quality. The Axios and Harris Poll (2021) of over 40,000 respondents on the most reputable of U.S. companies placed Patagonia at the top. This brings a sustainable competitive advantage for Patagonia (Porter, 2011), as brand reputability is difficult to imitate amongst the competition and a global survey by Accenture on 30,000 consumers found $\sim 2/3$$\sim 2/3$∼2//3\sim 2 / 3 of consumers value a company’s activity surrounding sustainability and authenticity amongst the most important decision-making factors for purchase (Sonsev, 2022). Having said this, global climate change is threatening the raw resources available for Patagonia, such as cotton, despite their internal sustainability efforts.
巴塔哥尼亚最大的优势之一是其以目标为导向的品牌声誉，强调社会和环境意识以及产品质量。Axios 和哈里斯民调（2021）对超过 40,000 名受访者进行的调查显示，巴塔哥尼亚在美国公司中名列前茅。这为巴塔哥尼亚带来了可持续的竞争优势（波特，2011），因为品牌声誉在竞争中难以模仿，而埃森哲对 30,000 名消费者的全球调查发现， $\sim 2/3$$\sim 2/3$∼2//3\sim 2 / 3 的消费者认为公司的可持续性和真实性相关活动是购买决策中最重要的因素之一（索恩塞夫，2022）。尽管巴塔哥尼亚内部进行了可持续性努力，但全球气候变化正在威胁其可用的原材料，如棉花。

Although Patagonia has over 70 stores worldwide, compared to competition, such as The North Face which has over 200, its market presence is considerably lower. The intensity of rivalry is amongst the greatest threats to Patagonia. Furthermore, over half of Patagonia’s stores are in the U.S. meaning Patagonia is highly dependent on this market, which may come with some risk during an unforeseen political or economic event. As such, e-commerce is of critical importance and brings a key opportunity to increase international presence; however, during the pandemic, Patagonia was of the very few retailers to shut down its e-commerce as well as its physical stores, and therefore lost sales to rivals (Au-Yeung, 2020).
尽管巴塔哥尼亚在全球拥有超过 70 家门店，但与竞争对手如北面（The North Face）超过 200 家门店相比，其市场存在感明显较低。竞争的激烈程度是巴塔哥尼亚面临的最大威胁之一。此外，巴塔哥尼亚超过一半的门店位于美国，这意味着巴塔哥尼亚对该市场的高度依赖，这在不可预见的政治或经济事件中可能带来一定风险。因此，电子商务至关重要，并为增加国际市场存在提供了关键机会；然而，在疫情期间，巴塔哥尼亚是为数不多的关闭其电子商务和实体店的零售商之一，因此失去了对竞争对手的销售（Au-Yeung, 2020）。

Using demographic segmentation, the most attractive segment, given the environmental analysis and opportunities identified, is young adults aged between 18 and 34 years old with disposable income. According to National Golf Foundation (2022), it is amongst the biggest age segments with 10.9 million golf participants in the U.S. alone. This demographic is primarily differentiable through their lifestyles and decision influencers, such as company environmental consciousness (Armstrong et al., 2015). As such, to customers who are active and adventurous, Patagonia’s new golf apparel will offer functionality and quality, all whilst minimising environmental impact.
通过人口统计细分，考虑到环境分析和识别的机会，最具吸引力的细分市场是年龄在 18 至 34 岁之间、拥有可支配收入的年轻成年人。根据国家高尔夫基金会（2022 年）的数据，这一年龄段在美国的高尔夫参与者中占据了 1090 万的庞大比例。该人群主要通过其生活方式和决策影响因素进行区分，例如公司对环境的关注（Armstrong 等，2015 年）。因此，对于那些积极和冒险的顾客，巴塔哥尼亚的新高尔夫服装将提供功能性和质量，同时尽量减少对环境的影响。

This environmental analysis has prompted the following strategic objectives:
这项环境分析促使了以下战略目标：

To achieve the strategic objectives and satisfy the target segment, the 4C’s framework (Lauterborn, 1990) will be utilised to develop a relationship-focused marketing strategy which gives Patagonia a sustainable competitive advantage.
为了实现战略目标并满足目标细分市场，将采用 4C 框架（Lauterborn，1990）来制定以关系为中心的营销策略，从而为巴塔哥尼亚提供可持续的竞争优势。

Through new product development (Ansoff, 1957) Patagonia aims to enhance the perceived value of Patagonia’s current product offerings and encroach on its rival’s market share (Chaston et al., 1999). Based on the layers of a product outlined by Levitt (1986), the new products aim to increase the satisfaction of the target consumer through core, actual, and most significantly augmented and potential offerings. Although once considered an ‘augmented’ offer, because Patagonia prides its apparel lines on being inherently sustainable, the ‘core’ offering for this product is sustainable active golf clothing. To meet customers’ expectations through ‘actual’ benefits, in line with Patagonia’s brand reputation, the golf apparel will not only be high quality, durable and functional for golfing activity, but it will also follow fashion trends which expect to have longevity. This is critical to meet exploit the fashion-conscious young adult target segment and opportunities brought by ‘flex consumption’ (Han et al., 2021).
通过新产品开发（Ansoff, 1957），巴塔哥尼亚旨在提升其当前产品的感知价值，并侵占竞争对手的市场份额（Chaston et al., 1999）。基于 Levitt（1986）所概述的产品层次，新产品旨在通过核心、实际，最重要的是增强和潜在的产品提供来提高目标消费者的满意度。尽管曾被视为“增强”产品，但由于巴塔哥尼亚以其服装系列的内在可持续性为荣，因此该产品的“核心”提供是可持续的高尔夫运动服。为了通过“实际”利益满足客户的期望，符合巴塔哥尼亚的品牌声誉，这款高尔夫服装不仅将具有高质量、耐用性和适合高尔夫活动的功能，还将遵循预期具有持久性的时尚潮流。这对于满足时尚意识强烈的年轻成人目标群体以及“灵活消费”带来的机会至关重要（Han et al., 2021）。

The ‘augmented’ benefits offered by Patagonia’s golf line will exploit opportunities outlined in the external environment, and thus differentiate the line from competitors, to gain a sustainable competitive advantage. This line will come with Patagonia’s (2022) ‘Ironclad’ guarantee, which actively encourages consumers to extend the life of products through self-repair instruction guides, as well as low-cost in-store repairs, which supports their ethos to increase their clothing’s life cycle (Rattalino, 2018). This ‘augmented’ offering is a highly differentiable benefit relative to its rivals, who may engage in planned physical or psychological obsolescence to encourage consumers to buy new product lines. This also reduces the macro external threat of consumer spending reductions, as customers can trust longevity in the investment for their clothing. Further, it capitalises on the opportunity brought about by increasing
巴塔哥尼亚的高尔夫系列所提供的“增强”利益将利用外部环境中概述的机会，从而使该系列与竞争对手区分开来，以获得可持续的竞争优势。该系列将附带巴塔哥尼亚（2022）的“铁定”保证，积极鼓励消费者通过自我修复说明指南以及低成本的店内修理来延长产品的使用寿命，这支持了他们增加服装生命周期的理念（Rattalino，2018）。相较于可能通过计划的物理或心理过时来鼓励消费者购买新产品线的竞争对手，这种“增强”产品提供了高度可区分的利益。这也减少了消费者支出减少的宏观外部威胁，因为客户可以信任他们对服装的投资是持久的。此外，它还利用了日益增长的机会。
environmental consciousness amongst the target segment, who place a high value on sustainability (Joy et al., 2013). Its durability and longevity also create value in the ‘potential’ offerings of the golf line. But, of paramount importance in terms of potential value is the recycling initiative which will be introduced. The premise of this sustainable practice is to return used irreparable clothing items to be recycled into new garments, in return for credit to spend on Patagonia’s website (Rattalino, 2018). This will increase Patagonia’s service differentiation. Not only does this encourage consumers to return as ‘loyalists’, but it will also create future value for consumers who benefit from a discount on new clothing. Furthermore, to further ‘potential’ benefits of the line, 1% of profits from the golf line will be invested into golf-specific environmental non-profit organisations, such as the GEO foundation for Sustainable Golf, to combat climate change and resource depletion.
目标群体中的环境意识，他们非常重视可持续性（Joy et al., 2013）。其耐用性和长久性也为高尔夫系列的“潜在”产品创造了价值。但在潜在价值方面，最重要的是将要推出的回收倡议。这一可持续实践的前提是将无法修复的旧衣物退回进行回收，以换取在 Patagonia 网站上消费的积分（Rattalino, 2018）。这将增强 Patagonia 的服务差异化。这不仅鼓励消费者作为“忠实客户”回归，还将为那些在新衣物上享受折扣的消费者创造未来价值。此外，为了进一步提升该系列的“潜在”利益，高尔夫系列的 1%利润将投资于高尔夫特定的环保非营利组织，如可持续高尔夫的 GEO 基金会，以应对气候变化和资源枯竭。

Patagonia will utilise a multi-channel approach focusing on the direct channel from Patagonia’s stores and website. Direct channels are growing more rapidly compared to indirect channels (Weinberg et al., 2007) and allow full control of distribution which reduces horizontal conflict among retailers and the competition between rivals that occurs at intermediaries (Hooley et al., 2020). Further, the line will be perceived as exclusive, likely to attract those in the target segment who are flex consumers. Weinberg et al., (2007) highlight the importance of multichannel marketing to satisfy a diverse set of customer needs, as $\sim 70\mathrm{\%}$$\sim 70\mathrm{\%}$∼70%\sim 70 \% of consumers are multichannel shoppers and spend significantly more. It is critical to be holistic and capitalize on an effective balance of the multichannel between online technological convenience and in-store personalised human interaction.
巴塔哥尼亚将采用多渠道方法，重点关注来自巴塔哥尼亚商店和网站的直接渠道。与间接渠道相比，直接渠道的增长速度更快（Weinberg 等，2007），并且允许对分销进行全面控制，从而减少零售商之间的水平冲突以及中介处发生的竞争（Hooley 等，2020）。此外，该系列将被视为独特，可能会吸引目标细分市场中的灵活消费者。Weinberg 等（2007）强调了多渠道营销的重要性，以满足多样化的客户需求，因为 $\sim 70\mathrm{\%}$$\sim 70\mathrm{\%}$∼70%\sim 70 \% 的消费者是多渠道购物者，并且花费显著更多。全面考虑并有效平衡在线技术便利性与店内个性化人际互动是至关重要的。

Having said this, many of the in-store advantages, such as feeling clothing quality whilst browsing, can be substituted online, such as Patagonia’s simple returns policy enabling the endowment effects. As such, with limited Patagonia stores globally relative to competitors and a pandemic-induced shift to online shopping, the online channel will be a focus, a previous weakness of Patagonia. Critically, the greatest value will come from the synergy created between the online and in-store channels, resulting in added customer-perceived value. For example, a convenient purchase of golf apparel may be made online, yet 10 years post-purchase, when the item has wear-
尽管如此，许多店内优势，例如在浏览时感受服装质量，可以通过在线方式替代，例如巴塔哥尼亚简单的退货政策使得赋予效应得以实现。因此，考虑到巴塔哥尼亚在全球的门店数量相对于竞争对手有限，以及因疫情导致的在线购物转变，在线渠道将成为重点，这是巴塔哥尼亚之前的一个弱点。关键在于，在线和店内渠道之间创造的协同效应将带来最大的价值，从而增加客户感知的价值。例如，可能在线便捷地购买高尔夫服装，但在购买后 10 年，当该物品出现磨损时，
and-tear, the customer may bring the item in-store for repair, making use of the ‘augmented’ product offering. This multichannel experience makes use of multiple touchpoints over the long term and adds value to the customer experience. Within a year of the multi-channel strategy initiation, its performance must be measured, evaluated, and adapted through metrics, which can be measured best through in-store surveys and online surveys post-purchase about customer satisfaction and likely retention (Weinberg et al., 2007). For example, if there is a greater need for in-store interaction, a selective intermediary strategy will be used as a contingency to maintain control of the premium golf apparel, but also reach new target segments and extend coverage.
顾客可以将物品带到店内进行修理，从而利用“增强”产品的提供。这种多渠道体验利用了多个接触点，长期增加了顾客体验的价值。在多渠道战略启动一年内，必须通过指标对其表现进行测量、评估和调整，这些指标可以通过店内调查和购买后在线调查顾客满意度和可能的保留率来最佳测量（Weinberg 等，2007）。例如，如果对店内互动的需求更大，将采用选择性中介策略作为应急措施，以保持对高端高尔夫服装的控制，同时接触新的目标细分市场并扩大覆盖范围。

A consistent, strategic pricing strategy for Patagonia’s new golf apparel is critical to generate revenue and successfully compete against rivals. The golf apparel aims to achieve a high perceived economic value to the customer (EVC) which sets a high ceiling for pricing the line (Hooley et al., 2020). As with Patagonia’s previous lines, the perceived quality of the golf line will be enhanced through the high-quality materials experienced on purchase, but also the incremental value achieved through the life cycle of the product due to durability, as well as ‘potential’ services offered such as repair of wear and tear. Following the pricing strategy steps outlined by Solomon (2009), a cost-plus pricing method will be employed. With market share as a key strategic objective, cost-based pricing will be advantageous as it will ensure Patagonia make a profit from the golf line but avoids unnecessarily high pricing to maximise potential consumers (Hooley et al., 2020). This is important, not just to heighten market share, but also because demand is likely to be relatively elastic due to the product being non-essential and the volatile external economic environment reducing consumer spending on leisure.
对巴塔哥尼亚新高尔夫服装的一致性战略定价策略至关重要，以产生收入并成功与竞争对手竞争。高尔夫服装旨在实现客户的高感知经济价值（EVC），这为定价设定了高上限（Hooley et al., 2020）。与巴塔哥尼亚之前的系列一样，高尔夫系列的感知质量将通过购买时体验到的高质量材料得到提升，同时由于耐用性以及提供的“潜在”服务（如磨损修理），产品生命周期内也将实现增值。根据所罗门（2009）概述的定价策略步骤，将采用成本加成定价方法。以市场份额作为关键战略目标，基于成本的定价将是有利的，因为它将确保巴塔哥尼亚从高尔夫系列中获利，同时避免不必要的高定价以最大化潜在消费者（Hooley et al., 2020）。 这很重要，不仅是为了提高市场份额，还因为由于该产品是非必需品，需求可能相对富有弹性，而外部经济环境的不稳定性减少了消费者在休闲方面的支出。

Through break-even analysis, costs can be calculated, which, because of the premium nature of the new line, is likely to be higher than the market average. In line with Patagonia’s sustainable brand image, premium raw materials, such as organic cotton will be used to reduce its environmental impact; when Patagonia first introduced organic cotton, it was forced to increase prices by 8%, though saw an increase in sales by 25% as a result (Rattalino, 2017). The same is achievable with the new golf apparel
通过盈亏平衡分析，可以计算出成本，由于新系列的高端特性，这些成本可能高于市场平均水平。为了符合巴塔哥尼亚的可持续品牌形象，将使用优质原材料，如有机棉，以减少其对环境的影响；当巴塔哥尼亚首次推出有机棉时，不得不将价格提高 8%，但因此销售额增加了 25%（Rattalino, 2017）。新高尔夫服装也可以实现同样的效果。
because the higher prices are generally affordable amongst our target segment, as Golf is widely considered an activity dominated by the wealthy. Overall, given this pricing strategy, the new golf line will be positioned in the high-price, high-quality segment of the market. Although prices may be higher than competitors such as Nike and The North Face in some cases, the perceived quality of the product and Patagonia’s sustainability as a brand is differentiable and justifies avoiding competition-based pricing.
因为较高的价格通常在我们的目标群体中是可以承受的，因为高尔夫被广泛认为是一个由富人主导的活动。总体而言，考虑到这一定价策略，新的高尔夫系列将定位于市场的高价高质量 segment。尽管在某些情况下，价格可能高于竞争对手如耐克和北面，但产品的感知质量以及巴塔哥尼亚作为品牌的可持续性是可区分的，并且合理化了避免基于竞争的定价。

The primary objective of this communication campaign is to inform and increase awareness of the new product line amongst the target consumers, and subsequently heighten Patagonia’s market share. Communication will start before the product launch to highlight the key benefits of the new golf range over competitors and will focus on consumer-led growth (Hooley et al., 2020). As well as adhering to all legal and ethical guidelines, in the current volatile socio-political environment, Patagonia will go ‘above and beyond’ within the ethical and moral realms of product communications (Alemany, 2020). As such, Patagonia will reinforce their sustainability commitment and publish information regarding the sources of the line; a qualitative study by Diddi et al., (2019) highlighted these among the key reasons for the young adult target segment to purchase clothing.
此次传播活动的主要目标是向目标消费者传达信息并提高对新产品线的认知，从而提升巴塔哥尼亚的市场份额。传播将在产品发布前开始，重点突出新高尔夫系列相较于竞争对手的主要优势，并将专注于以消费者为主导的增长（Hooley et al., 2020）。在遵循所有法律和伦理指南的同时，在当前动荡的社会政治环境中，巴塔哥尼亚将在产品传播的伦理和道德领域“超越常规”（Alemany, 2020）。因此，巴塔哥尼亚将加强其可持续性承诺，并发布有关该系列来源的信息；Diddi 等人（2019）的一项定性研究强调了这些因素是年轻成人目标群体购买服装的主要原因之一。

With a notable shift from vertical to horizontal communications (Kotler et al., 2017) and our target segment being young adults, this new line will focus on social media marketing. This allows consumers to gain more control, which ultimately facilitates consumer-generated real-time content, as well as transactional communication from the consumer to the brand (Christodoulides, 2009). Although there is less company control, given the positive reputation of Patagonia, such customer involvement is expected to be positive as it builds a better relationship between Patagonia and its target consumers (Christodoulides, 2009). Further, this can increase the frequency at which the brand line is seen, and hugely increase the reach of Patagonia’s golf brand past its current US-centric dominance. As such, a video campaign will be released on social media channels highlighting the sustainable climate change aid Patagonia does in a moral, emotive message to create viral marketing. It will simultaneously highlight the long-term ‘augmented’ benefits of the product to highlight the value of the product.
随着从垂直传播到水平传播的显著转变（Kotler et al., 2017），我们的目标群体为年轻人，这条新产品线将专注于社交媒体营销。这使消费者能够获得更多的控制权，从而促进消费者生成的实时内容，以及消费者与品牌之间的交易沟通（Christodoulides, 2009）。尽管公司控制较少，但考虑到巴塔哥尼亚的良好声誉，预计这种客户参与将是积极的，因为它有助于建立巴塔哥尼亚与其目标消费者之间更好的关系（Christodoulides, 2009）。此外，这可以增加品牌线的曝光频率，并大幅提升巴塔哥尼亚高尔夫品牌超越目前以美国为中心的主导地位的覆盖面。因此，将在社交媒体渠道上发布一项视频活动，突出巴塔哥尼亚在气候变化援助方面的可持续性，以道德和情感的信息创造病毒式营销。同时，它将强调产品的长期“增强”效益，以突出产品的价值。

Such viral social media marketing has been achieved before in a similar fashion, as Patagonia did with its ‘Don’t Buy This Jacket’ campaign in 2011 and Iceland’s 2018 Christmas advert (Hooley et al., 2020). This aims to capitalise on the ‘earned’ channel of the Brandsphere (Solis, 2014), where organic consumer-produced communication is utilised to increase the reach and frequency of the communication. Before full-scale implementation, communication will be tested using small groups to gauge the response to the message regarding our objectives. Once the communications strategy has been implemented, it will be evaluated against the objectives to determine how many viewed the advert on social media, and the click-through rate outlined below.
这种病毒式社交媒体营销以前以类似的方式实现过，例如巴塔哥尼亚在 2011 年推出的“不要买这件夹克”运动和冰岛 2018 年的圣诞广告（Hooley et al., 2020）。这旨在利用品牌领域中的“获得”渠道（Solis, 2014），通过有机的消费者生成的沟通来增加传播的覆盖面和频率。在全面实施之前，将使用小组进行沟通测试，以评估对我们目标的消息的反应。一旦沟通策略实施，将根据目标进行评估，以确定有多少人通过社交媒体观看了广告，以及下面列出的点击率。

To successfully implement this strategic marketing plan, the steps required to achieve our objectives are ordered using a Gantt chart (appendix 1) following the SOSTAC framework. The control and evaluation processes will be conducted throughout (Chaffey and Elis-Chadwick, 2012) and after several months, the performance will be diagnosed, and corrective action will be taken where necessary (appendix 2).
为了成功实施这一战略营销计划，实现我们的目标所需的步骤将按照 SOSTAC 框架使用甘特图（附录 1）进行排序。控制和评估过程将在整个过程中进行（Chaffey 和 Elis-Chadwick，2012），并在几个月后对绩效进行诊断，并在必要时采取纠正措施（附录 2）。

With our strategic objectives in mind, three key performance indicator (KPI) metrics will be utilised to evaluate our performance and reflect on Patagonia’s achievements. This will allow us to evaluate performance regularly with controlled corrective action in place to ensure the strategic objectives are achieved. One hard market-related metric to utilise is the revenue market share, calculated by dividing Patagonia’s golf apparel sales revenue ( $\pounds$$\pounds$££ ) by the total market revenue ( $\pounds$$\pounds$££ ) as this will determine the golf line’s success within the market and its competitiveness. Our second metric to calculate will be the click-through rate by dividing click-throughs by the number of impressions, to determine the success of the social media campaign to raise awareness. Finally, the Customer Lifetime Value (CLTV) will be calculated. CLTV is a marketing control variable which can be expressed financially and is also future customer orientated. It suitably indicates customer sales, retention rate and customer life cycle.
考虑到我们的战略目标，将利用三个关键绩效指标（KPI）来评估我们的表现并反映巴塔哥尼亚的成就。这将使我们能够定期评估绩效，并采取控制的纠正措施，以确保实现战略目标。一个与市场相关的硬性指标是收入市场份额，通过将巴塔哥尼亚的高尔夫服装销售收入（ $\pounds$$\pounds$££ ）除以总市场收入（ $\pounds$$\pounds$££ ）来计算，因为这将决定高尔夫系列在市场中的成功及其竞争力。我们的第二个指标是点击率，通过将点击次数除以展示次数来计算，以确定社交媒体活动提高意识的成功程度。最后，将计算客户终身价值（CLTV）。CLTV 是一个营销控制变量，可以用财务方式表达，并且也面向未来客户。它适当地指示客户销售、保留率和客户生命周期。

Appendix 1: Gantt chart for implementation.
附录 1：实施甘特图。

Appendix 2: Corrective action steps.
附录 2：纠正措施步骤。

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