7:56 p.m. on December 5, 2011 (EST)
I had an interesting and lengthy conversation with my next door neighbor yesterday about the whole quality control, off-shore manufacture, small specialty company sell to giant conglomerate thing. He is a professor in the Engineering school at Stanford. One of his major courses is about new product development and building companies. Many of his students have gone on to found innovative companies, some of which have been sold eventually to conglomerates. Part of his course consists of visiting companies in the SFBay Area with the students in the class meeting with the execs and chief engineers of these companies.
One of his students, Perry, was the inventor of Atlas snowshoes. Perry did the design as part of his class project. Atlas had great snowshoes until Perry decided to sell the company to K2 and move on to another project. A number of his recent students are building the Tesla company - the electric car people, with the first really successful modern electric car - expensive for my taste, but an excellent concept and excellent quality control.
Our discussion included TNF and their history - what happened to their quality control and their products when the originator sold the company to VF Corp, which moved production oversees (TNF has been the subject of several of his case studies in the course over the years). A lot of the changes came when the originator (one of several people who had worked at the Berkeley Ski Hut, home of the Trailwise brand) sold the company and VF dismissed several of the chief concept people. It seems to be all too common that when the founder and others who have the vision leave for whatever reason or pass away, the nature of the company changes, often for the worse. Eddie Bauer was THE supplier of gear for major US-originated climbing expeditions, but became a Yuppie clothing company when Bauer retired. The company is currently trying to reclaim its heritage. Gary Ericson, son of Clif and founder of Clif Bar is still active in the company he founded, with the products still improving. Yvon Chouinard still plays a role in the holding company for Patagonia, with their products and environmental involvement still to a large extent reflecting his vision. Gerry (Gerry Cunningham) and Holubar (Roy and Alice Holubar) were sold to other companies as their founders retired (Holubar eventually ended up as part of The North Face), with the brands and products no longer in existence (the Gerry name still appears on a few products).
One of the factors is the difference in producing products by mass production and producing them by "lean" production (custom-made is an example of lean production). A lot of verbiage is spent on condemning Chinese (and SE Asian) production for multiple reasons. According to the studies of my neighbor, the Chinese are quite good at mass production, but not at lean production. And the mountaineering world is very much a small market with much gear almost custom designed. Note that the companies that get praised a lot here on Trailspace and elsewhere in the outdoor world are (or were) small shops - Western Mountaineering, Integral Designs, Hilleberg tents, Valandre - particularly when the items are specialty items, such as expedition tents and expedition sleeping bags. Black Diamond climbing gear is used by a small number of people, although some items (carabiners, for example) are used in moderately large quantities. BD in many ways is a small shop, but with some items used in large quantities being made overseas. Hilleberg's top quality tents are made in small quantities in Europe.
With the demise of Steve Jobs recently, a look at Apple's history is instructive. When Apple was a small company, hardly out to the garage, the vision of Jobs was the driving force, creating almost a religious cult (in the autobiography that is now a best-seller, Jobs is quoted as saying something close to that). But as the company grew and outsiders who were more number-crunchers than visionaries, Jobs got bounced out. Over the next few years (the NEXT few years, yeah it's a pun), Jobs changed in many ways, eventually coming back to Apple, which was foundering, and resurrected it. The question is what happens now, without the charisma and vision of Apple's co-founder?
Most people's camping in the US is car camping, with gear for the car camping being made in large quantities, suitable for mass production. Hence, you can make use of the mass production capabilities of SE Asia. Few people in the world do more extreme camping and backpacking, dictating something closer to custom making. The big problem arises when a company becomes popular because of their reputation for quality, the demand increases, and they have to make the transition to large-scale production. The vision of the owner has to shift to dealing not with skilled enthusiasts, but with the general public. Some companies successfully make the transformation, others do not. General Electric today is a totally different company than when Edison founded it. IBM is hugely different than when Watson founded it. Despite the outcries of the environmental community (me included), the "oil" companies are quite different from what they were in the early 20th Century. Even the banks of today are a very different beast than the banks of 100 years ago.
This is all very rambling and a bit off-topic. But the point is that companies change. A company that had the vision and was very much an outdoor company 40 or 50 years ago may be a very different company today, having only the name in common with the founders' vision.
So what do I, as a woodsy person, do? Simple. I look for a different company that is more in line with my weltanschauung, and buy their products. I go by what works for me. If it works for you, fine, you can take my recommendations. If my opinions/biases/bigotry don't match yours, fine, go with what works for you. And if it doesn't live up to your expectations, that's fine, too. Your problem, not mine.