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|Articles - February 2013|
|Monday, January 28, 2013|
Page 1 of 6
BY LINDA BAKER
On an uncharacteristically gorgeous November morning, the skies are blue, the sun is shining and Tim Boyle, president and CEO of Columbia Sportswear, is not at all happy. “If it were nasty, crummy, blowy, rainy, we’d see a lot more ducks flying around,” says Boyle, sticking his camouflaged head out of a duck blind. An avid duck hunter, Boyle likes to head out to Sauvie Island, sometimes waking at dawn before heading to the office, where the CEO is known for distributing the spoils to his staff.
But on this particular day, 63-year-old Boyle has yet to take a shot, even after decamping for an hour on swampy waters. On clear days, apparently, mallards prefer to hang out on the lake rather than fly around looking for cover.
The specter of clear and balmy skies has been a problem for Boyle on and off the hunting grounds. Columbia depends on sales of cold-weather products for about two-thirds of its revenue, so mild winters in 2011-12 depressed profits by 4.5% during the third quarter of last year; sales dropped about 4%. But if Boyle’s ill-fated duck-hunting outing is a metaphor for Columbia circa 2013, there’s more at stake than the weather. A sluggish global economy is also putting a damper on business, especially in the Europe, Middle East and Africa region, where sales during the third quarter of last year were down 40%.
There are internal pressures as well. The company’s profits are below industry averages, and its stock growth has underperformed compared to its peers in the past 18 months.
Columbia, which employs 4,000 people worldwide and grossed $1.7 billion in 2011, enjoys broad geographic distribution, excellent sourcing and widespread product appeal, says Boyle. “But we need to grow,” he says. “Frankly, we need to grow much faster.”
At the dawn of its 75th anniversary, Columbia’s captain is trying to right his ship and then go full-steam ahead. In 1971 Boyle left the University of Oregon to help his mother, the indomitable Gert Boyle, run Columbia after his father and second-generation owner, Neal Boyle, died unexpectedly of a heart attack. Forty years later, he’s proud of helping transform a family-owned business started by his immigrant grandfather into a company that has become a leader in an increasingly crowded global marketplace.
“But there’s a company down the street that has basically the same business model,” says Boyle, alluding dryly to Nike. “They design in Portland, market globally and source globally. They do $25 billion and we do $2 billion. We’re nowhere near our potential.”
To help reach that potential, Boyle and his team are launching new initiatives, debuting new warm-weather technologies and expanding geographically. These projects do more than shine a light on company tactics; they also underscore the unique character of an iconic Oregon company and its CEO, a man whose rumpled hair and understated speaking style makes him seem less a captain of industry than, well, a Columbia Sportswear outlet shopper — or, for that matter, a duck hunter. That contrast is an accurate reflection of Columbia, an outdoor apparel company that often feels more like a small family-owned business than a multinational corporation.
“We’re humble, not the kind of company that thinks it has everything figured out,” says Woody Blackford, Columbia’s vice president of global innovation. Boyle himself “is incredibly modest,” says Blackford. “He’s not the sort to overhype.” But if Boyle walks softly, he also carries a big stick. “Tim has a fixation on all aspects of the business,” observes Blackford. “For him it’s somewhat of a sport. Every season is a competition where it’s fun to win and sucks to lose.”
Modest yet aspirational, local but global, a purveyor of traditional hunting gear as well as high-tech outdoor fashion — Columbia is defined by the tension between its Pacific Northwest brand legacy and the desire to innovate in a rapidly changing international marketplace. Today internal pressures to grow the business are increasing, as are external pressures bearing down on that growth. Against that backdrop, Columbia emerges as a company trying to resolve those tensions, and to figure out which to exploit and which to overcome.
Wednesday, August 05, 2015
BY KEN MAES
A huge migration from Northern California has contributed to average 16% growth per year since 1990.
Wednesday, August 19, 2015
BY CHRIS NOBLE
Oregon is home to an abundance of gritty warehouses reborn as trendy office spaces, as well as crafty hipsters turned entrepreneurs. Does the combination yield an equally bounteous office products sector? Not so much. Occupying the limited desk jockey space are Field Notes, a spinoff of Portland’s Draplin Design Company, and Schuttenworks, known for whittling Apple device stands. For a full complement of keyboard trays, docking stations and mouse pads, check out the GroveMade line, guaranteed to boost the cachet of even the lowliest cubicle drone.
Friday, August 14, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
17 airlines make stops at Portland International Airport, but not all are created equal when it comes to customer service.
Tuesday, August 18, 2015
BY JASON NORRIS | CFA
Earlier this month, the People’s Bank of China (PBoC) announced they were going to devalue their currency, the Renminbi. While the amount of the targeted change was to be roughly 2 percent, investors read a lot more into the move. The Renminbi had been gradually appreciating against the U.S. dollar (see chart) as to attempt to alleviate concerns of being labeled a currency manipulator.
Tuesday, July 28, 2015
BY JASON NORRIS
Uncertainty in Greece and China, along with potential interest rate hikes mean investors are looking at the market and nervously questioning where they should be invested.
Wednesday, August 19, 2015
BY LINDA BAKER
In 2010 Vanessa Keitges and several investors purchased Portland-based Columbia Green Technologies, a green-roof company. The 13-person firm has a 200% annual growth rate, exports 30% of its product to Canada and received its first infusion of venture capital in 2014 from Yaletown Venture Partners. CEO Keitges, 40, a Southern Oregon native who serves on President Obama’s Export Council, talks about market innovation, scaling small business and why Oregon is falling behind in green-roof construction.
Wednesday, August 19, 2015
BY GARY THILL | PHOTOS BY JASON E. KAPLAN
A storied institution climbs down from the ivory tower.
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Transforming the culture of Oregon’s educational leadership.
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Every once in a while we receive a letter in the (fictional) mailbag that is tough to describe and quite compelling. This week, Isabel, the new HR manager at LabCo (and someone who is new to HR), wants to know whether she may fire the owner’s son for having an Oregon medical marijuana card. In passing, Isabel also makes a number of alarming admissions about her motivation. Here is Isabel’s nerve-racking question and our response to it.
Oregon Sick Leave is here, and changes to the federal white-collar worker regulations are on the way. This workshop will prepare you for both. We invite you to participate in an interactive discussion on how to start planning now for the future impact on your operations and finances.
Presented by OEN + CENTRL + YESpdx.
This Roundtable will cover numerous issues under the employer "shared responsibility" rules of the Affordable Care Act, including how to track the "full-time" status of variable-hour employees, temporary or seasonal employees, and employees who experience a change in status or a break in service. Additionally, we will provide a brief overview of Code sections 6055 and 6056, which require most mid-sized and large employers to submit their first information reports to the IRS in early 2016 regarding the health insurance coverage being offered to employees. We invite you to participate in an interactive discussion on how to prepare for the future impact of the shared responsibility rules on your operations and finances.