dick's sporting goods business plan

How Dick's Sporting Goods Became USA's Sports Retailer

Table of contents.

Dick's Sporting Goods is at the forefront of the sporting goods retail industry and operates three subsidiaries, including Field and Stream, Golf Galaxy, and Public Lands. The company has made a name for itself by offering an enormous collection of sporting equipment from its vast range of private labels and specialty shops.

Dick's Sporting Goods 's market share and statistics:

• Market share of over 30% in the Licensed Sports Apparel Stores industry
• Net sales of $12.3 billion in 2021
• Acquired 8 million new athletes into the DICK’S ecosystem
• Market cap of $10.86 Billion as of Feb 2023
• Operates 730 DICK’S Sporting Goods locations across the US as of Jan 2022
• Number of DICK'S Sporting Goods employees: 50,800 in 2022

Dick's Sporting Goods continues to provide the best sporting equipment to athletes and sports enthusiasts all across the country. But, how did it become the largest sports retailer in the country? Let's find out.

{{cta('eed3a6a3-0c12-4c96-9964-ac5329a94a27')}}

A Bait and Tackle Shop is Born

One fateful day in 1948, an eighteen-year-old high school graduate decided to open a small bait and tackle shop in Binghamton, New York. The young man had struggled in his classes in high school and had barely managed to secure a passing grade good enough to graduate. But he was determined to prove himself and make a success out of his career. 

This is his story and the story of Dick’s Sporting Goods.

A Fisherman Turned Entrepreneur

Richard ‘Dick’ Stack found a job at an Army and Navy Supply store that sold all types of military gear from coats and boots to sleeping bags. But as WWII came to an end, the store’s owner Irv Burglass was aware that the demand for military equipment would fall. Hence, he decided it was time to introduce sporting goods.

Burglass knew that young Dick Stack was a fishing enthusiast. Hence, he asked him to prepare a tentative list of inventory that the store could introduce to attract avid fishermen. 

Stack went home and stayed up through the night preparing a list of the fishing equipment that he thought was essential for any fisherman. Unfortunately, when Burglass saw the list, he started crossing off items that Stack knew were essentials. Burglass even went so far as to say that Stack would never make a good businessman.

Well, that was the last straw as far as Dick Stack was concerned. The young man quit his job then and there and marched out. 

He decided to drop in and see his grandparents on his way home. When he told his grandmother what had just transpired, the old lady was so moved that she gave him $300 of her own savings to start an independent fishing gear store. 

That is how Dick's Army and Navy tackle shop was born.

The first shop was a modest affair on Court Street that sold fishing gear. 

Since fishing was one of Richard Stack's passions in life, he was very knowledgeable about the right kind of bait and other equipment. In time, his fishing expertise helped him build a loyal customer base.

Stack would also write all of the advertisements for the store himself and use his earnings to get the ads featured in prominent newspapers, such as the Press and Sun-Bulletin. An ad from 1953 is particularly remarkable and offers a good lesson in the value of some creative marketing. The advert reads like a breaking news story and warns of a fishing epidemic spreading through the town. The cure, of course, was to shop at Dick's and purchase the best fishing rods to indulge one's passion for fishing safely.

Here Come The Sporting Goods

By 1958, the store was doing quite well, prompting Stack to stock more sporting gear. 

The first thing he did was introduce hunting rifles besides the standard fishing equipment. The move widened his customer base, and more people began shopping at the store.

So many people were shopping at Dick's that new customers would find it difficult to find parking spots in front of the store. Thus, Stack moved his store to larger premises on Court Street itself. The new store was about five times larger than its predecessor and had parking for more than 300 cars.

Two years later, Stack expanded the store by purchasing two more plots on Court Street and re-named it Dick's Clothing and Sporting Goods. The new store was 5000 sq ft and had a floor-to-ceiling display window. 

Finally, Dick's went from a small corner shop to a full-fledged store with proper display cases. The revamped store sold fishing and hunting gear and new merchandise such as golf clubs, tennis racquets, bowling balls, and camping equipment. It also had a separate section for work clothes and men’s underwear. 

By the early 1960s, Dick's had become the leading sporting goods retailer in fishing and hunting gear in all of Binghamton.

However, the larger store posed other significant problems for Richard Stack. He needed to find a solution to the high overhead costs, such as the mortgage payments on the store. Hence, he leased a small space inside the store itself to a diner called Sports Mate. The partnership worked well for both entities because combining a sporting goods store and diner into one was rare. Hence, the place began to attract more customers.

In 1962, Stack also partnered with Acme Markets, a grocery store chain interested in opening a new branch in Binghamton. He rented out the eastern portion of his Court Street property to the chain to open a new grocery store. 

Together with the rental payments from Acme and Sports Mate, Stack was able to cover the mortgage payments on his own store.

Enter Edward Stack

Business continued well into the 1970s, but tragedy struck in 1977 when Richard Stack had to undergo emergency heart surgery. His son, Edward Stack, was an accountant at the time, but his father's deteriorating health made it clear that he would have to step in to save the family business.

The younger Stack had grown up in the store and had worked there in the summers since he was thirteen. He brought with him a vision: instead of running a single store, he wanted to build a nationwide retail chain. 

When his dad officially retired in 1984, Edward became the next president and CEO of Dick’s Clothing and Sporting Goods. That same year he opened up another branch to kick-start his plan to establish a store chain.

Edward Stack also made plans to introduce more merchandise. As a teenager, Stack would have to buy his football gear from rival stores because his family store still focused mainly on fishing and hunting gear with a minimal selection of baseball or football equipment. Edward planned to rectify that immediately. 

Key Takeaway 1: Sustainable Businesses Require Smart Cost Management

Richard Stack started with just a small shop and steadily expanded into a proper store over the years. One of the main ways he was able to achieve this success was by effectively managing his costs.

For instance, he tapped into his creative side by writing and designing adverts himself. Along with knowing exactly what would draw customers to his store, it allowed him to save costs that would have been spent on outsourced marketing.

Later on, he also found intelligent solutions to his mortgage problems by striking up symbiotic partnerships with Smart Mate Diner and Acme Markets. It also meant additional space in his stores could be utilized and a more diverse customer base would be visiting these locations.

These strategies helped his business grow sustainably and simultaneously, expand its reach.

The Ambitious Expansion Plan

Edward Stack took some concrete steps to rectify the gaps in the store’s selection of sports equipment. Within two years, Dick's began to sell a complete collection of sporting goods that included everything from sports equipment to athletic clothing and footwear.

Dick’s Store Concept

Under Edward Stack, the new stores were modern and larger - spread over 35,000 to 45,000 square feet. 

The larger stores had a more comprehensive range of products and multiple categories under each product section. Dick's strategy was to keep prices down by ensuring more sales volume. This, in turn, allowed the company to offer the same quality products at a lower price than their competitors.

The interior of the new stores also had a very welcoming ambience with soft lighting and wood paneling. Each store was divided into multiple small stores with distinctive styles and concepts. For example, the hunting and fishing equipment was sold in a mock log cabin called the Sportsman’s Lodge. Aside from the specialty stores, Dick's also displayed clearance stock on highly visible racks in the store to attract bargain hunters to increase sales further.

It was also the first time Dick's Clothing and Sporting Goods introduced its private labels. It launched Northeast Outfitters for hunting and work apparel and Stone Hill Clubhouse for golf equipment. The company also launched DSX and DSXT for cycling gear.

However, the one thing that truly set the company apart from other sporting goods retailers was that Dick’s Clothing and Sporting Goods allowed customers to test the equipment on-site. The company built a driving range for golfers to test out new golf clubs and a running track for athletes in the athletic footwear section. Even the Sportsman’s Lodge allowed customers to test the equipment with an in-store archery range.

The strategy paid off, and Edward Stack's plans for expansion began to go into effect with the opening of two stores in Syracuse and another two in Rochester, New York. By 1992, new stores had begun to pop up in other cities besides New York. The first one opened in Cheektowaga, Buffalo, followed by two stores in Hartford, Connecticut. 

That same year, another store opened in Massachusetts and another in Pennsylvania. The company's growth strategy revolved around expansion in small and medium-sized cities. Consequently, in 1993 the company opened another store in Albany, a mid-sized city in upstate New York.

New Beginnings

While the chain had expanded dramatically from a single store in 1983 to twenty-two stores in four states in 1993, the headquarters had remained in Binghamton, Stack's hometown. 

However, a growing retail chain needs skilled employees and Stack found it challenging to attract fresh graduates to work at the company headquarters in small-town Binghamton. 

Thus, in 1994, Stack relocated the company headquarters to Coraopolis, Pittsburgh. As much as it pained him to uproot his family to resettle in Pittsburgh, Stack knew it was a strategic move that would help the business grow into a national sports retailer.

He chose Pittsburgh for the new headquarters because of its proximity to international airports. Now, the chain attracted top talent to work at the headquarters. Furthermore, Pittsburgh was home to local sports enthusiasts, and the city had its own national sports teams. These factors would accelerate the growth of Dick’s Clothing and Sporting Goods in the years to come.

The company opened four new stores in Pittsburgh that year, ranging in size from 32,000 square feet to 70,000 square feet. The following year, the company opened six more stores in Cleveland, Ohio, and a few stores in Cincinnati and Youngstown. Dick’s also took advantage of the closure of rivals Herman's World of Sports to open up seven more stores in Ohio, taking the total count to fourteen.

Another strategy that Dick’s Clothing and Sporting Goods used to grow and generate higher sales was to open up stores in big shopping malls. The company opened up three stores in Baltimore, including a 60,000-square-foot store in a shopping mall. Dick's preferred launching anchor stores in malls because they generally attract a higher footfall, a surefire way of generating more sales.

However, an expanding retail chain required capital. Hence, Edward Stack got busy searching for the right partners to take the chain forward. 

In 1995, Dick’s Clothing and Sporting Goods partnered with Carrefour, a French retail chain, and Donaldson, Lufkin and Jenrette, an insurance firm. These strategic partnerships helped Stack secure the necessary private investment that the company needed to open more stores. 

As a result, the company launched four new stores in Philadelphia and four more in Detroit. By 1997, the company was running 51 stores in total, with each store generating sales worth $10 to $12 million. The company was clearly ahead of its competition with rival stores not being able to exceed the $7.7 million mark in sales.

Key Takeaway 2: Understand What Attracts Customers And Employees

Edward Stack came into the business with a staunch focus on expanding the chain. For this, he undertook several steps. 

First, he identified gaps in the merchandise and worked hard to fill them, even going so far as to introduce the company's own private labels for cycling and golf. Next, he gave customers service that they did not enjoy elsewhere by offering them an opportunity to test the equipment before purchase. This meant that he was attracting customers with a wide variety of products and an unparalleled shopping experience.

Secondly, Stack knew that his growing chain needed a headquarters in a prominent location, so he could attract quality talent to join his company. Thus, he strategically chose Pittsburgh for its proximity to an international airport and sports teams.

Hence, by focusing on both the employee and customer side, Dick’s grew to more than 50 stores during this period.

Establishing A National Customer Base

The company reached one milestone after another, and the chain expanded considerably from that point onwards. 

By 1999, the company was operating 83 stores in the North-Eastern part of the United States in cities such as Pennsylvania, Ohio, and New York with plans to expand into the Mid-West, which would include Louisville, Kentucky, Indiana, and Illinois.

Partnership With Nike

Dick’s Clothing and Sporting Goods teamed up with Nike to launch the Women’s Concept Store, which gave female athletes and women in general more choices in sporting equipment and apparel.

Previously, sporting retailers had exclusively catered to men, providing a minimal range of sporting equipment for women. It was also something Stack had noticed as a teenager at his own family store. It had puzzled him as a teen, and it continued to puzzle him as CEO because women made up half of the customers in athletic stores. Not only were they searching for athletic gear for themselves, but they would often want sporting equipment for their children, so Stack resolved to set things right. 

The result was the partnership with Nike making Dick’s the first company in the entire industry to test this new trend.

Going Digital

Dick’s Clothing and Sporting Goods was also quick to catch onto the growing importance of the digital store as the number of internet users continued to increase in the country. 

In 1999, the company launched its official website on Super Bowl Sunday, which is the time of year when the whole country tunes in to watch the national football championship, so there is a high demand for sporting apparel and other gear. The website offered customers the same experience as the stores. Every product was categorized under its own specialty store, helping customers locate a specific product by searching the inventory by brand name and price. 

Due to the increased interest in sporting goods in light of Super Bowl Sunday and a user-friendly interface, the website could secure orders from cities all over the United States.

The company knew that its website was doing exceptionally well, but the goal at Dick's had always been to be better than before. So they kept refining and fine-tuning their website. They increased the number of products available online and introduced nineteen more specialty stores. The company also featured products from big brand labels such as Nike, Adidas, North Face, and Columbia Sportswear. Moreover, it rebranded itself as Dick’s Sporting Goods, and the revamped website reflected the name change. 

Dick's also ran a $15 million mega-advertising campaign on national TV channels such as ESPN and CNN and offered discount coupons in a bid to establish a nationwide consumer base.

The campaign was a success, and Dick’s Sporting Goods achieved a higher sales volume compared to the industry average. In the same year, it generated a total revenue of close to $728 million. Unsurprisingly, Edward Stack was named Retail Entrepreneur of the Year.

Upgraded Stores & Better In-Store Services

The early 2000s was a period in the company's history that holds invaluable lessons on attracting customers and keeping them coming back. 

In 2001, Dick's Sporting Goods introduced the 'Scorecard,' an early version of the present-day loyalty and points system. Under the new system, customers were awarded discounts based on the number of previous purchases. The Scorecard program was so successful that over a million customers signed up for it in 2002.

Dick’s also focused on improving the quality of customer service in all its stores. The company simplified the shopping experience for hunting and fishing enthusiasts by offering licenses in stores, effectively turning Dick's into a one-stop shop for all customer needs, from equipment and apparel to licensing documents. 

The company also invested in new technology to improve its service. For instance, it introduced swing speed analyzers in its golf section so that customers could try out different golf clubs and compare their performance.

The company also launched a new mega-store in Pittsburgh which was spread over an area of 80,000 square feet. The ceiling was 60 feet high, and the walls were lined with red brick to give the store that classic sports stadium ambiance. The upgraded stores focused on providing services and products that would cater to the whole family's needs, including children. The company drastically expanded the women's and children's sections and added a more comprehensive range of merchandise. It also introduced a private label for women’s apparel called Ativa and one for men called Walter Hagen.

Dick’s also continued to play its cards wisely by opening more stores in smaller cities where competition was not as fierce as in larger, metropolitan areas. The company strived to become the go-to store for all sporting equipment in these small towns. 

It also kept its costs down by outsourcing tasks. For instance, it hired a truck service to handle product distribution. It handed over the running of its official website to Global Sports Interactive (GSI), an online platform specializing in sports equipment retail. The partnership proved to be mutually beneficial as Dick’s Sporting Goods received stocks in return for featuring its products on the GSI platform.

Key Takeaway 3: Take Initiatives To Expand Consumer Base

Dick's Sporting Goods believed in being the trendsetter in the sports retail industry by testing bold new ideas. It was the first to introduce sporting equipment for female athletes on a large-scale well before any of the competitions picked up on the same strategy. The company also launched a well-designed official website as early as 1999 and kept upgrading it to increase sales. 

Furthermore, Dick's Sporting Goods prioritized the customer by upgrading its stores and services according to customer expectations. It initiated a loyalty program that offered discounts to regular customers making sure they would return time and time again. 

Thus, the company experienced significant growth from its various all-around initiatives and was able to capture the online as well as the female market.

Dick’s Sporting Goods Today

In 2009, the company finally made it to the Fortune 500 by clocking in $4.4 billion in sales. But Edward Stack and his team were just getting started. 

In the words of the top management and Stack himself, “Dick's is not just a sporting goods retailer.” Far from that, the team at Dick's thought of themselves as athletes who are constantly training to perform better than their last game. This competitive work ethic served the company well, especially in the last twenty years when many of its rivals went bankrupt.

Staying On Top Of Market Trends

While other sports retailers, such as Herman’s and Decathlon, struggled, Dick’s Sporting Goods has always come out on top. The retailer also faces stiff competition from industry giants such as Walmart and Target, which sell sporting gear at highly discounted prices. However, Dick's has always managed to hold its own by sticking to what it does best, and that is pleasing its customers.

The company has always catered to sports enthusiasts' needs with the best customer service and a diverse range of products in each sports category. Moreover, it ensures that it provides merchandise for the whole family, which is why athletes and their families have always chosen Dick's over any other sports retailer.

The people at Dick’s also understand the importance of timing and location and how that influences consumer behavior. The preference for sporting gear varies enormously from state to state. Fishing and hunting enthusiasts in Texas require a specific kind of fishing equipment to reel in bass and catfish. At the same time, fishermen over in the Chesapeake Bay need equipment for saltwater fishing which is an entirely different ball game. Dick's Sporting Goods has always been sensitive to regional preferences and has stocked its merchandise accordingly.

Nothing sits on the shelves for long at Dick's. The company constantly monitors shopping patterns and re-stocks its stores in line with consumer behavior. Customers in Florida buy a lot of baseball gear before winter arrives down south, but in Buffalo, people do not want baseball equipment until Easter. By keeping track of these patterns, the company always stocks just the right amount of equipment at the right time.

Dick’s Sporting Goods has always upgraded itself with changing market trends. In 2013, the company decided to sell its fishing and golfing equipment at an independent subsidiary named the Field and Stream Store. As of 2020, there were twenty-two Field and Stream stores in the United States.

A Business With A Mission: How Dick’s Has Always Stood Up For Its Community

Dick’s Sporting Goods is not the average sporting goods retailer. The company has always stepped up to the plate and gotten involved with the community. In 2014, Dick's Sporting Goods Foundation pledged $2 million annually to sponsor youth programs through its Sports Matter program. As of 2020, hundreds of thousands of youth athletes have benefited from the youth initiatives led by the Foundation. Dick’s has committed to running a campaign to ensure deserving kids from underprivileged backgrounds have improved access to sports. 

In 2016, Dick’s Sporting Goods became the official sponsor for all sporting goods for the U.S Olympic and Paralympic teams. But Dick’s always believes in going the extra mile and partnered with the Olympics Committee to employ returning Olympians at 89 of its stores across 32 states in the country. So far, the company has recruited almost 200 Olympians and demonstrated how much it values top athletes as a national asset. 

But Dick's commitment to its people does not end there. The company has repeatedly shown that it is not out there to generate profits but also to do what's best for the community. In 2018, Dick’s Sporting Goods announced that it would no longer sell assault-style weapons in the face of increasing mass shootings in the country. It was a move no other company in Dick’s position had dared to take. Edward Stack knew that the backlash would be immense, and he would lose many regular customers. Not only did these customers buy weaponry, but they also purchased baseball bats and gloves.

But the company was determined to take a principled stand on this issue. Rather than fear losing customers, the company redoubled its efforts to win over people by focusing on superior service and revamped stores, and it paid off as customers began to pour in. Many customers supported Dick’s decision to remove weapons and started a ‘buycott’ encouraging their friends and families to shop at Dick’s.

The Future of Dick’s Sporting Goods

So, where is Dick's Sporting Goods heading today? 

The company excels at what it does and has several ambitious plans underway. Although the COVID-19 pandemic has taken its toll on the industry in general, Dick’s Sporting Goods is determined to keep its stores alive by coming up with fresh store concepts.

The company launched it's first 'House of Sports' concept stores in New York and Tennessee in 2021. These stores are a larger version of the standard Dick’s stores and have an outdoor turf and field track which can be used as a skating rink in the winter. 2021 was also the year the company launched its Public Lands stores, promoting outdoor recreation such as hiking and bicycling. The new stores are ideal and provide a safe venue for sports enthusiasts to enjoy their favorite games and test out new merchandise in a socially distanced manner.

Recently, Dick’s Sporting Goods has teamed up with power couple Allison Holker and Stephen tWitch Boss to develop a new line of sports apparel called DSG. The new product line is geared towards families who are enthusiastic about sports. It will feature products that are inclusive and mindful of people of all body types and sizes.

Key Takeaway 4: Establish A Customer-Friendly Brand Identity

Dick’s brand continues to meet new challenges head-on while never forgetting its commitment to its community and customers. 

The company has initiated multiple programs to empower youth through the power of sports and launched a recruitment drive to hire former Olympic athletes. 

It also continues to innovate its store concepts by adding new features and services that help customers have the best sports shopping experience in the whole world.

Summary & Key Strategic Takeaways

Dick's Sporting Goods is the only national sporting goods retailer in the United States that is driven to deliver customers high-quality sports equipment along with superior customer service.

With its own private labels and partnerships with some of the world's leading brands, the company aims to provide the best products to its customers that cannot be gotten elsewhere.

Growth By Numbers

Key strategic takeaways.

• Rebrand With Changing Consumer Preferences

Dick's Sporting Goods has come a long way from being a bait and tackle shop. The company has remodeled itself in line with shifting consumer tastes right from the start. It transitioned away from fishing and hunting gear and introduced sporting goods such as baseball and football equipment. 

In 2013, the company knew that athleisure was a strongly growing trend, and interest was waning in fishing and hunting equipment. Hence, the company allotted more floor space to sports apparel and footwear. However, it did not do away with its fishing and hunting lines and established an independent subsidiary called Field and Stream that would serve the needs of serious hunting and fishing enthusiasts.

By aligning itself with consumer preferences, Dick's has ensured that people are pleasantly surprised when they come into the stores and find out that the company offers products and services that they didn't even know it had. The company knows that the most effective marketing strategy is satisfied customers who will bring in more customers through word of mouth.

•  Prioritize Customer Service

The customer has always been the first priority at Dick's Sporting Goods. The brand is well aware that its rivals, including Walmart and Target, sell sporting equipment at lower prices, but they have managed to set themselves apart by offering customers impeccable service. 

It builds trust within its customers by hiring staff that is very knowledgeable about sports equipment, such as former athletes. The company also has many in-store services, such as a virtual golf range and a race track so that customers can test out every product before finalizing their purchase.

• Focus On The Store Concept

Edward Stack has always paid close attention to his store concepts and continued to revamp the layouts and services over the years to provide consumers with a unique shopping experience. 

From building stores that resemble stadiums to stores with their turf and track fields, Dick’s always provides exclusive opportunities for customers and athletes alike. The outdoor fields in the new stores are ideal for hosting multiple community events and sports competitions that empower people, especially the youth, who get to shine at these events and hone their skills to become better athletes. The stores offer multiple sports classes and are the go-to spots for sports enthusiasts in bad weather when they cannot play outdoors.

Another factor that has set Dick's apart from other retailers is that its stores have multiple specialty shops that offer a vast range of products in each sports category. This strategy has allowed the company to compete with more high-end and exclusive specialty stores in the country.

• Develop Your Own Products

Starting in the 1980s, the company has always focused on establishing its own private labels. Over the years, it has introduced multiple brands ranging from separate sports apparel lines for men and women to its own cycling, golfing, and footwear brands. 

This strategy has allowed the company to decrease its reliance on national brands in favor of its own private labels.

 In 2017, the company reportedly ended 20% partnerships with outside labels to promote its own brands such as Calia, a women's apparel line, and VRST, which is an athletic apparel line for men. The collaboration with the Bosses on the DSG line is the newest addition in Dick's collection of private labels that have been a good source of profit for the company as they generate many sales.

• Serve The Community

Finally, the company has always aligned its business practices with community needs instead of focusing all its energies on generating profits alone. It has initiated multiple youth empowerment programs through the Dick’s Sporting Goods Foundation by donating millions of dollars so that young people have a chance to grow and succeed by becoming successful athletes.

In line with these community-centric goals, the company also holds sports classes and community events at its stores. It employs athletes and Olympians as brand ambassadors and staff who help customers choose the best sports equipment according to their needs.

Dick’s Sporting Goods has never been afraid to take tough decisions to protect its community, even if it has meant angering certain groups. The company took a firm stance on the issue of mass shootings and stopped selling assault weaponry at its flagship locations to do its part in keeping people, especially children safe from such traumatic incidents.

Don't bother with copy and paste.

Get this complete sample business plan as a free text document.

Sporting Goods Retail Store Business Plan

Start your own sporting goods retail store business plan

Sportsuchtig

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The purpose of this business plan is to secure a seven-hundred thousand dollar ($700,000 to $800,000) conventional business loan from a financial institution in order to purchase the assets of the business known as Sportsuchtig. It will be purchased by Johnson Sporting Goods, LLC, a limited liability company formed for this purpose by John and Lisa Johnson. The business will continue to be known and operated as Sportsuchtig.

Sportsuchtig sells quality sporting goods equipment for the entire family, primarily focused on and specializing in baseball and softball equipment, apparel and accessories from major manufacturers such as Easton, Louisville Slugger, Wilson, Worth, Mizuno, Miken, and Under Armour. The company was established as a retail store in 1986 and created an Internet sports store in 1996. The company currently operates with 10 employees out of a 7,400 square foot facility which houses the combined retail store, call center, office, and product warehouse. Over the last 3 years the company has averaged $2.5 million in sales and a gross margin of 25%, with 52% of the sales generated by the website and 48% coming from the retail store.

In the last 3 years, Sportsuchtig has generated verifiable pre-tax income averaging $194,000 and total owner’s benefit averaging over $323,000. This is a strong business that is positioned well for accelerated growth. We believe the business can reach revenue levels of over $5 million in 5 years by implementing this business plan. Sales are projected to be flat in year one and then grow at 20% in years 2-5. This growth forecast is based on the assumption that the company acts on these key opportunities:

• Redesign, upgrade and marketing of the Internet store.
• Relocating the existing retail store.
• Adding additional product lines for sports played in other seasons than baseball/softball.
• Creation of an outside sales team to gain a significant share of the team sales market.
• Optimization of inventory purchasing, management and tracking.

We will plan to relocate the business near the end of year 1 which should help position us for increased retail sales beginning in year 2. The website will be redesigned in the first 6 months and the Web marketing strategy will be timed to coincide with the implementation of the new site. Expansion into at least one new product participant segment will be planned for each year, beginning in year 1. An outside sales team manager will be hired in year 1, but ramp-up of the sales team is not planned until early in year 2.

The business will be managed by owner John Johnson who will act as President and CEO. Mr. Johnson’s high technology and sports business backgrounds, coupled with his entrepreneurial experience, makes him the ideal leader to drive this sporting goods retail/internet endeavor. He spent almost 20 years leading research and development efforts for high technology stalwarts such as Lucent Technologies and ;Motorola Systems, and was a founding employee and Vice President of a high-tech startup. Mr. Johnson also founded and currently owns two other businesses, Johnson Enterprises, LLC and Johnson Investments, LLC. Johnson Enterprises, LLC sells, designs, and constructs custom game courts (basketball, tennis, etc.), synthetic putting greens, and sporting goods products. Mr. Johnson received a Bachelor of Science in Computer Science from Stone College in Boulder, Colorado and a Masters in Business Administration from the University of Illinois.

1.1 Objectives

• Maintain or exceed in year 1 the recent two-year levels of sales ($2.5 million), gross margin (25%), and net margin (12%).
• Realize an annual sales growth rate of 20% in years 2-5, reaching over $5 million in sales by the end of year 5.
• Improve gross margins from 25% to 35% by the end of year 5.
• Improve net margins by the end of year 5.
• Redesign and upgrade the Internet e-commerce store by the end of the first year.
• Increase website site traffic 50% and sales 20% in years 1-5 by investing in aggressive Web search optimization and marketing.
• Enhance the retail store location in the second half of year 1 by relocating the current store from its current location to a more prime location in the metropolitan area.
• Establish relationships with local nonprofit organizations, to help underprivileged children build confidence and self esteem through youth sports programs.
• Run the business as a family-run and -oriented business with emphasis on truth, integrity, quality relationships, fun, and giving back to the community.

1.2 Mission

To become the sports equipment supplier of choice, based on product expertise, price, quality, and level of service, by developing a long term relationship with our customers. Become the “family expert” for sporting goods equipment by treating customers like friends and family and by maintaining an experienced, knowledgeable, and caring staff that can help the customer make the right purchase for them, whether they are individuals outfitting their family, or coaches, athletic directors and league representatives supplying their teams.

1.3 Keys to Success

• Upgrade the website so that it is more professional and user friendly, offers incentives, features, and promotions to draw customers back to the site repeatedly, and is optimized for maximum search results.
• Relocate the existing retail store to a more densely populated, growing location.
• Negotiate optimal agreements with the major suppliers that allow us to improve margins, hold down costs, and maximize the control and turnover of our inventory.
• Implement a state-of-the-art, computerized inventory management system to improve inventory turnover and tracking.
• Expand the product line by offering equipment for additional sports that are typically in demand during current Sportsuchtig slow seasons.
• Create an outside sales team that calls on schools, leagues, and associations and is known for product expertise and top service.
• Train employees on product features and on how to provide family-oriented sales and customer support.
• Train an existing employee, or hire from outside, a store manager to cover for and be the backup for the Owner/President.
• Advertise and market in areas where our target customer base can learn about our retail and internet stores.
• Build a reliable operations infrastructure that is ready to serve customers, prepare accurate billing and accounting, follow up on orders and shipping, manage the Web site, and maintain a close watch on expenses and collection of accounts receivable.
• Be an active member of the community by participating in nonprofit activities and by sponsoring local sports teams, leagues, and tournaments.
• Ensure through daily management practices that the values of The Sportsuchtig mission are followed, so that a successful and growth-oriented business is developed and maintained.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Sportsuchtig sells quality sporting goods equipment for the entire family, primarily focused on and specializing in baseball and softball equipment, apparel and accessories (although we do sell a small amount of volleyball, basketball and football equipment). The company was established as a retail store in 1986 and created an Internet sports store in 1998. The company currently operates out of a 7,400 square foot facility which houses the combined retail store, call center, office, and product warehouse. Over the last 3 years, the company has averaged $2.5 million in sales and a gross margin of 25%, with 52% of the sales generated by the website and 48% coming from the retail store.

The retail store is open Monday through Saturday from 9:00 am to 7:00 pm and is closed on Sunday. Orders are retrieved four to six times daily except on Sunday and the 800 call center number is staffed during retail store hours.

Brought to you by

Create a professional business plan

Using ai and step-by-step instructions.

Secure funding

Validate ideas

Build a strategy

2.1 Start-up Summary

The startup expenses include Legal Fees for services in regards to the purchase of the business such as the Letter of Intent, the Asset Purchase Agreement, due diligence activities, and the business organization. The Accounting fees are for services regarding the business evaluation and due diligence activities. Rent and insurance for the retail facility must be prepaid before the business takeover. Also listed are expenses related to the creation and production of this business plan.

The startup assets listed are the assets that are being purchased. The purchase price of $1 million for the business is based almost entirely on the value of the assets. The large majority of the company assets, almost $900,000 worth, will reside in inventory. The $25,000 of current assets include furniture, fixtures, display cases, and accounts receivable. The $25,000 of long term assets include 7 computers and a server, printers, and associated software.

The starting cash of $50,000 is working capital to cover 2 months of expenses ($45,000), to provide for initial marketing efforts and as a contingency fund to cover unforEseen expenses related to the takeover of the business.

The purpose of this business plan is to secure a $700,000 conventional or SBA loan for the purchase of the business. The remainder of the purchase and startup costs ($300,000) will be financed through owner investment.

2.2 Company Ownership

The assets of Sportsuchtig are being purchased by John and Lisa Johnson. The company will be organized initially as a Limited Liability Corporation named Johnson Sporting Goods, LLC, doing business as Sportsuchtig.

Sportsuchtig will sell the latest and most popular name-brand sporting goods, apparel, and accessories. Consumers will be educated as to the proper size, style, fit, and design needed for their particular use. Initially these sporting goods will be for the sports of baseball, softball, volleyball, basketball, and football, with the focus primarily on softball and baseball.

The products are purchased from the top manufacturers in the world, such as Easton, Louisville Slugger, Wilson, Worth, Mizuno, Miken, Under Armour, Jugs, Adams, ATEC, Playmaker, TrueSports, Bike. Inventory is tracked through our POS cash register and computerized tracking system. Each day we will be aware of the style, size, and quantity of every item sold in the retail and internet stores.

The general list of products initially to be offered includes the following:

Baseball/Softball Equipment

Baseball Bats, Baseball Gloves, Batting Helmets, Batting Tees, Bases, Catcher’s Equipment, Bat Hangouts, Batting Gloves, Easy Toss Machine, Instant Screens/Nets, Hit-N-Stik, Equipment Bags, Hats, Training Aides, Sunglasses, Baseballs, Softballs, Shoes/Cleats, Umpire Equipment, Ball Buckets, Eye Black, Scorebooks, Pitching Machines, Backstop/Batting Cages, Ball Feeders, Protective Screens, Field Maintenance Equipment, Ankle/Knee Braces, Athletic Supporters, Sliding Shorts, Coaches’ Shorts, Coaching/Training Aids & Videos, Wraps, Ice Packs, First Aid, Mouth/Lip Guards, and Protective Aids.

Baseball/ Softball Uniforms & Apparel

Uniforms for Men, Women and Youth. Uniform Jerseys, Uniform Pants, Uniform Hats, Socks, and Belts. Custom screen printing of uniform names and numbers.  Under Armour Gear – Heat, Cold, All Season, Turf, Loose, Performance, and Street. Manufacturer T-shirts and caps.

Volleyballs, Volleyball Bags, Portable Scoreboard, Knee Pads, ClipBoard, Volleyball Carts.

Basketballs, Basketball Systems/Hoops, Basketball Courts, Basketball Fencing, Lighting Systems.

Footballs, Shoulder Pads, Knee Pads, Thigh Pads, Helmets, Gloves, and WristCoach.

Synthetic putting greens.

Future Products

After the assumption of the business, we will look to increase our product line laterally by offering additional product categories. Initially, this will be done to increase revenue in months that are historically slower for Sportsuchtig.  We will also significantly grow the existing Volleyball, Basketball, and Football lines in year 1. 

We will evaluate introducing products for the sports of Soccer, Field Hockey, Lacrosse, Hockey, Golf, Swimming, Tennis, Wrestling, Running and Cheerleading. We will also evaluate the introduction of Major League and College sports team logo apparel such as NFL, NBA, MLB, NHL, NCAA and NHL.

In addition, in order to serve the older and more affluent sports participant, we will evaluate less vigorous and more relaxing sports lines such as camping, fishing, and golf.

Market Analysis Summary how to do a market analysis for your business plan.">

The sporting goods market as a whole is a multi-billion dollar industry, with retail sales of sporting goods reaching $45.8 billion in 2003. Sales are expected to grow 2% in 2004 to $46.7 billion. The personal consumption of sporting goods is forecast to grow at an annual compounded rate of 4.8% between 2004 and 2007. Retail sales at sporting goods stores are very sensitive to the health of the economy, because most sports are a leisure activity. Spending on sporting goods correlates strongly with consumer confidence and level of personal disposable income.

The sporting goods market has a myriad of segments that can be categorized by product, sport, geography, behavior, participation, organization and standard demographics. Demographics play a big part in sporting goods sales, since population growth and age groups distinctly impact sport participation.

Our main sales categories break down customer groups by Sports Participation – ie., for which sport(s) the person is buying equipment. These customers have needs based on the specific sport(s) in which they participate. For example, Baseball participants are looking specifically for baseball equipment, uniforms, training aids, etc. We will initially focus on players of Baseball, Softball, Volleyball, Basketball, and Football.

However, in terms of marketing, we will take different approaches to attracting the attention of potential customers based on their relation to the sport or sports player (customer type), and on their buying method/location (retail/online).

• Customer Type – These customers have needs based upon the type of role they play in regards to the sports participants.  For example, many times those making sporting goods purchases are not those actually participating in the sport, but instead are parents, athletic directors, and coaches.  These segments include: Individual Participants, Parents, League Representatives, Independent Team Coaches, School Athletic Coaches and Directors, Sports Performance Businesses. 
• Retail/Online  – For retail stores, geographic and demographic divisions are critical, especially in understanding the different needs of our local and online customers. Appeals to soccer moms work one way in the local paper, where the convenience factor is a nearby location with great customer service, and a different way online, where convenience may come in the form of free shipping for larger orders, or free telephone assistance in choosing a size.

4.1 Market Segmentation

Sportsuchtig’ market is both nationwide (even some international) via the internet store, and local, via the retail store, in the local metropolitan region. Market segmentation for Sportsuchtig has several layers and can be analyzed and targeted from many different angles.

The targeted customer market will be segmented in multiple layers as follows:

Sports Participation – These customers have needs based on the specific sport(s) in which they participate. For example Baseball participants are looking specifically for baseball equipment, uniforms, training aids, etc. The National Sporting Goods Association (NSGA) reports in a 2003 report on sports participation in the U.S. for those 7 years of age and older, that there were over 256 million sports participants in 2003 (some participated in multiple sports). The major sports participation segments initially for Sportsuchtig:

Baseball – According to the NSGA 2003 report, for those 7 years of age and older, over 14.6 million people participated in Baseball. Of these 14.6 million, 4.5 million were aged 7-11 and 4.1 million were aged 12-17. Softball – According to the NSGA 2003 report, for those 7 years of age and older, over 11.8 million people participated in Softball. Of these 11.8 million, 1.9 million were aged 7-11 and 2.9 million were aged 12-17. Volleyball – According to the NSGA 2003 report, for those 7 years of age and older, over 10.4 million people participated in Volleyball. Of these 10.4 million, 1.3 million were aged 7-11 and 3.4 million were aged 12-17. Basketball – According to the NSGA 2003 report, for those 7 years of age and older, over 27.9 million people participated in Basketball. Of these 27.9 million, 6.3 million were aged 7-11 and 7.9 million were aged 12-17. Football – According to the NSGA 2003 report, for those 7 years of age and older, over 8.7 million people participated in tackle Football and 9.3 million in touch Football. Other Sports (Future for Sportsuchtig) – According to the NSGA 2003 report, for those 7 years of age and older, over 173.4 million people reported participating in other sports than those that Sportsuchtig currently targets. This represents a huge growth opportunity for Sportsuchtig as it moves to target these sports segments.

These millions of participants are all potential customers for the internet store. The local area has a large number of youth recreation, adult recreation, and school leagues for these sports.

Customer Type – These customers have needs based upon the type of role they play in regards to the sports participants. For example, many times those making sporting goods purchases are not those actually participating in the sport, but instead are parents, athletic directors, and coaches.

Individual Participants – These are the actual sports participants. Typically, these would be adult participants or older youths who have the technical knowledge and disposable income to purchase sporting goods equipment and apparel on their own. Parents – Parents buy on their own, or are present during the purchase of over 90% of sporting goods purchases for youths ages 5-18. This segment can be heavily influenced by their children in regards to the “hot” or best products. They are also the segment in most need of technical assistance from sporting goods store staff. League Representatives – Members of adult and youth athletic associations are responsible for league equipment and uniform purchases to outfit league teams. Long-term relationships and sponsorship participation are important to this segment. They usually have technical proficiency and want to deal with someone that is on or above their technical level of expertise. This segment is usually well informed about recent product offerings and can be a solid channel for introducing new products. They are also a marketing channel to all the participants and parents involved with their league. Independent Team Coaches – Typically those organizing and coaching adult sports teams, or individual advanced youth teams (such as AAU teams), they are responsible for the design and purchase of their individual team uniforms. School Athletic Coaches and Directors – Public and private middle and high school athletic directors must outfit their teams with high quality sporting goods equipment and uniforms. Establishing ;relationships with this segment is difficult, but can be lucrative if all of the school’s sporting goods needs can be met. Sports Performance Businesses – These are organizations that sell services to enhance the participant’s performance in his or her sport. Many times, they operate recreational/training facilities and offer individual or team training programs. Selling equipment to these facilities provides a channel, not only to the facilities’ customers, but also to the many area school and league coaches, who are typically part-time employees of these companies.

Retail/Online  – It is critical for us, as a retail store, to understand the demographics of our different sales bases.

National – The demographic for the internet store is truly nationwide. The potential customer segment is all of the 256 million sports participants that have access to the internet. Products have been sold and shipped from this site to most of the 50 states in the U.S. In fact, products have also been sold internationally in Japan, Singapore, etc. Metropolitan Area – The metropolitan area has a population of just over 1 million. This area is made up of 13 counties and cities and grew 15% from 1990 to 2000.  Jansen county is the county where most of Sportsuchtig current retail customers live. Jansen county has a population of 278 million and a recent growth rate of 2%.  Jansen county alone has 52,000 students, 36 elementary schools, 12 middle schools, and 10 high schools. The other largest counties – Jefferson and Lucas – are growing at 1.5% and 2.3% respectively. We believe that relocating the retail store north will provide significantly better accessibility for the sports participants in these counties, especially with the opening of the new highway around the western edge of the metropolitan area.

4.2 Target Market Segment Strategy

The focus will initially be on the Baseball and Softball participant segment, because this is Sportsuchtig’ current core competency and because the number of participants, both nationally and locally, is quite large. We will look to leverage current Sportsuchtig relationships in this segment and move aggressively to increase sales and margins through a targeted marketing campaign.

We will then strategically target other participation segments to try and increase sales during the non-peak baseball/softball sales months. This is a huge opportunity for growth for the company, as evidenced by the large number of participants present in the other participant segments. Changing tastes in sports and strong sales of sporting goods in recent years partly reflect the changing composition of the U.S. population. In particular, the number of older (and more affluent) people has increased rapidly in the past decade. As the Baby Boomers age, they participate less in vigorous sports like baseball, basketball, and tennis, and more in relaxed sports like camping, fishing, and golf. We believe quickly moving into at least one sport that serves this aging market to be critical to meeting sales goals.

Due to the fact that the company has both an internet store and a retail store it is important to understand the market segmentation and demographics on both a national and local level. The internet store has made substantial sales (almost 1.3 million in 2003) with a weak user presentation experience and basically no Web marketing strategy. The analysis of the number of sports participants nationwide, not to mention internationally, illuminates the fact that attacking this nationwide segment through a focused Web strategy could bring significant returns.

4.3 Industry Analysis

In the U.S., about 20,000 companies operate retail sporting goods stores, with combined annual revenue of $25 billion. Most operate a single retail location. Large chain operators include Sports Authority ($1.4 billion revenue), Gart Sports ($936 million), Dick’s Sporting Goods ($2 billion – including the recent acquisition of Galyan’s), and Hibbett Sporting Goods ($241 million). The industry is highly fragmented. There are 150 companies with more than 5 stores, but the 20 largest chains hold only about 35 percent of the national market.

Sporting goods stores vary according to format and merchandise. Large format stores (Dick’s, Sports Authority), also known as “Big Box” stores, are from 20,000 to 100,000 square feet, stock a large number of items, and are typically found as anchor stores in strip malls or in stand-alone locations. Traditional sporting goods’ retail stores (Happy Sports, Don’s Sporting Goods in the metro area) are from 5,000 to 20,000 square feet, carry a more limited number of items, and are typically found in strip or enclosed malls. Sportsuchtig falls into this traditional format with 7,400 square feet, 2.5 million in sales, and 10-12 employees. Large format stores typically have more than $5 million in annual revenue and more than 50 employees. raditional retail stores typically have $1-$5 million in sales and 10-50 employees. In the U.S., there are about 8,000 large-format and traditional sporting goods stores, with 50% of industry revenue.

Sporting goods are also sold by mass merchandisers like Wal-Mart, Kmart, and Target, and by catalog and Internet retailers like Cabela’s and L.L. Bean. Although large chains sell a broad range of merchandise at lower prices, small local stores can successfully compete by offering better service or specializing in a particular sport(s). Because the equipment of many sports is very technical, knowledgeable salespeople are a strong competitive factor. Employees must be trained to understand and explain differences. Companies typically try to recruit employees who are avid sports’ participants.

Marketing is typically through a combination of advertising and sports events. Advertising is most often through newspaper ads, inserts, direct mailings, and sometimes radio. Word-of-mouth advertising is especially important to traditional sporting goods stores that provide superior service and expertise. Many companies sponsor local sports events or competitions and host appearances by sports celebrities. Some stores provide technical services and “participation areas” like basketball hoops, putting greens, and climbing walls. In addition to selling individual items, many stores (Happy, Don’s) specialize in selling team uniforms and equipment to local schools and clubs.

Inventory management is a major concern for all sporting goods retailers because of the large numbers of items they sell and the short selling season for many sports. Insufficient inventory produces missed sales, but excess inventory can’t easily be sold once a sports season is over. Many companies use highly sophisticated computerized inventory management systems.

4.3.1 Competition and Buying Patterns

The competition for Sportsuchtig’ retail store in the metropolitan area includes one large format sporting goods chain with 4 locations, 2 well known traditional format sporting goods stores with 1 location each, and around 18 specialty, or niche, sporting goods stores.

The large format store is Dick’s Sporting Goods, which is based in Pittsburgh, Pennsylvania. With its recent purchase of Galyan’s Trading Company, Dick’s now has annual sales of over $2 billion and operates 221 stores in 32 states. Dick’s has 4 big box stores in the metropolitan area. Dick’s offers a very wide variety of sports equipment and products, but the selection within each sport is usually limited and narrow. Their stores are big and impressive and found in upscale areas. The stores appear to be under-staffed, as it is usually hard to find ready assistance. Once found, the employees are not very knowledgeable in regards to product offerings and/or location of the products in the store. Most of the time the employees are teenagers. Products are generally priced higher than the competition, although they do have frequent sales and discounts. They utilize a “Score Card” discount club program that allows frequent customers to benefit from specials and discounts once they reach a certain level of points based on past purchases. They actually give the customer a credit-card-sized card to present when making purchases. They utilize the information gathered during registration for this program to send direct mail and email offers to the members. Customers generally purchase from Dick’s when they don’t need technical assistance, a generic product with small selection is sufficient, and price is not a driver. Dick’s is the most dominant and visible player in the market, because of their advertising and high profile stores. Dick’s also has a Web store from which they sell products and provide store location services.

The two traditional sporting goods stores in the metropolitan area are Don’s Sporting Goods and Happy Sports. Both of these stores are very well known and have been in the local market for over 30 years. These 2 stores are in the same class and format as Sportsuchtig.

Don’s Sporting Goods had been a family owned business sice 1952, until it was sold in June of 2004 to a publicly traded company. Don’s had annual sales in 2003 of around $18 million and operates eight warehouses and showrooms in this region. It operates one showroom in the local area at its headquarters in the near west end. Don’s showrooms are usually around 3,000-3,500 square feet and contain many sports but very sparse selection. The store layout is changed frequently, following the seasonality of the sports. Typically their store staff members have technical knowledge and can help customers determine the right product for them. Don’s strength is in its 35-40 strong nationwide sales force that specializes in the distribution of team uniforms and school equipment. Don’s also has a nice Web site and e-commerce store from which they sell individual and team products.

Happy Sports is family-owned and opened in 1970. They operate one retail store in a west-end shopping center. The store is around 4,500 square feet and offers many different sports products. The store has been upgraded in recent years and the variety and selection are broader now than in previous years. They claim to have a knowledgeable staff but personal visits to this store have proven this not to be true. Happy also has a fairly strong Team Division which sells to schools and recreation leagues. Happy also utilizes a credit card size “Discount Card” that allows frequent customers to benefit from specials and discounts once they reach a certain level of points based on past purchases. They recently did an advertising campaign through local radio stations. They have a Web site that lists some of their products but it is not e-commerce, as you can not purchase products directly from the site.

Play It Again Sports is part of a 450-store national franchise chain that has been operating since 1988. They have 4 franchises in the local area. Play It Again’s niche is that they buy, sell, and trade used and new sports equipment. They claim that because their customers can sell or trade-in their used gear for cash or store credit that they are able to get deeper discounts and better prices on really great used and new equipment. Generally these stores appear to be poorly staffed, both from a numbers and a technical knowledge standpoint. We found their prices not much more competitive than those at Dick’s.

The 18 or so specialty stores found around the local metropolitan area specialize in golf, tennis, soccer, biking, swimming, running, etc. Most operate very small, 1,000-1,500 square foot, stores. As Sportsuchtig moves into other sports, some of these will become direct competitors. For example, All About Soccer operates 2 stores – one in the west end, and another on the south side. They focus purely on Soccer products – balls, shin guards, and cleats.

The competition for our Internet store is significant. There are many Internet sports stores vying for the online customer’s dollars – over 50. The most significant of these include big box stores like Dick’s and The Sports Authority, but also smaller more traditional ;companies such as Fog Dog, Blackwater, Annaconda, Direct Sports, Bassco, Big 5 Sporting Goods, Planet Sports, Baseball Corner, and Baseball Express.  Most of these internet stores offer a full range of sports products and their Web sites are professionally done and usually feature tools designed to draw the customer back to the site repeatedly.

We believe the internet store has done extremely well to date against this competition and that with an improved Web site design and a Web marketing strategy we can significantly increase our sales through this channel. On the retail side, we believe our large selection and inventory, our staff’s technical knowledge, and our unique customer service will help us compete against our competitors in the local market.

Strategy and Implementation Summary

Sportsuchtig will leverage its expertise, product offerings, and marketing strategy to increase its customer base while driving sales and profit. The following sections review the various strategies that will support this effort.

5.1 Sales Strategy

Sportsuchtig will approach retail sales from a salesperson-customer relationship basis. All sales associates will be trained and encouraged to assist customers in a personal manner, utilizing first names and asking the questions needed to provide the customers with the services they desire. The current Point-Of-Sale system is already set up to collect the customer’s name, address, and purchases. Gathering key customer information and seeking performance feedback on the products and services offered will assist us in the following ways:

• Targeting our marketing efforts more effectively.
• Offering products and merchandising formats that will increase sales.
• Developing services that enhance the shopping experience.
• Training and developing sales associates in order to effectively service the customer.
• Increase awareness of Sportsuchtig within the retail consumer marketplace.
• Develop future sales opportunities that allow for continued growth of the business. 

We want our customers to come back and specifically ask for a salesperson by name, because they were so satisfied with the service previously provided.

Currently the format of the retail store separates the customer from the merchandise. The customer must be assisted by a salesperson or they cannot touch or browse the merchandise. We believe this leads to walk-outs when all the available salespeople are tied up assisting other customers. Usually, these customers will leave and never return. We plan to reformat the store so that the products will be showcased via lifestyle merchandising that inspires and promotes multiple purchases. We look to create a strong visual impact, creating an invitation to touch and purchase.

In order to provide the customer with the most up-to-date products on the market and a wide selection, we will attend sporting goods trade shows which showcase all of the products manufactured within the sporting goods industry. Attending shows and seminars will not only allow us to ensure our product mix is current and up-to-date, but will also provide us with fresh, new store merchandising and display ideas. To stay abreast of market and product trends, we will utilize trade publications, trade associations, and their associated Web sites.

It is the goal of Sportsuchtig to offer selection and quality at a value to the consumer. Our pricing structure will support a 25-35% gross margin and position us competitively within the marketplace. Seasonal promotional offers, discounts for end of season, and sale “events” will encourage additional sales and multiple unit purchases.

Employees of Sportsuchtig are an integral part of the shopping experience for the customer. All employees will be developed for growth and advancement, and compensated fairly with effective training that will enable them to confidently service and sell the customer.

Currently there is no sales force to actively pursue sales to the League, School, and Team market segments.  Key to the new sales strategy is direct sales calls on these market segments. Currently these sales calls are made by the current owner, by virtue of his background and knowledge of the products and competitors. Experience has proven that the more time he devotes to sales, the more sales result. Initially, this sales task will be transferred to the new managing owner, John Johnson. However, it is strategically necessary to hire and develop a sales team to attack these markets. The competition well-established with many of our potential customers, so a full-time team sales manager will be found and added as soon as possible. His/her task will be to grow the sales in these segments and to build the sales team. Without this person, too much of John Johnson’s time will be deflected away from his major role of strategically operating and growing the business.

There are currently 2 part-time commissioned external sales people. One of them is a well-known Softball pitching coach who has a small training facility/store in the area. She sells Sportsuchtig’ products to her students and others that come to her store. Her commission is 50% of the margin gained from these sales. There is another saleswoman who pulls a trailer of Sportsuchtig products with her when she goes to softball tournaments around the region. Her commission is also 50% of the gross margin on the sales. These relationships and channels for sales will be investigated and formalized into a sales program if deemed beneficial.

Web sales are handled electronically via the internet store Shopping Cart or via phone sales representatives taking calls on the 800 telephone number. There are currently 4 computer/phone stations for these sales reps. These sales representatives need to be thoroughly trained in product offerings and have good phone communication skills. They need to be trained to follow a general sales script when dealing with customers. Having good images of products and detailed product benefits and features on the Web site is critical to getting the customers to commit to an online purchase without talking with a sales representative. A functioning site search engine that helps customers locate product also needs to be added to the internet site.

5.1.1 Sales Forecast

The following table and chart give a run down on forecasted sales. We expect sales in year 1 to be flat as the new owner comes into operating the business. Businesses generally see a sales decline in the first year of new ownership. We believe, however, that this business is strong and that we can at least maintain the current level of sales ($2.5 million) in year 1. 

We have projected 20% sales growth in years 2-5, reaching over $5 million in sales by the end of year 5. This growth forecast is based on the assumption that the company acts on the keys to success outlined earlier in this plan: upgrade the website, relocate the existing retail store, negotiate optimal agreements with the major suppliers, expand the product line by offering equipment for additional sports, create an outside sales team that calls on schools, leagues, and associations, train employees, train or hire a store manager, advertisement and promotion, build a reliable operations infrastructure, be an active member of the community, and ensure through daily management practices that the values of The Sportsuchtig mission are followed.

We will look to relocate the store near the end of year 1, which should help position us for increased retail sales beginning in year 2. The website and internet store will be redesigned after the first 6 months and the Web marketing strategy will be timed to coincide with the implementation of the new site. Expansion into at least one new product participant segment will be planned for each year, beginning in year 1. An outside sales team manager will be hired in year 1 but ramp up of the sales team is not planned until early in year 2.

The other assumption built into the forecast is that gross margins will be flat in year 1 but able to be continually improved through years 2-5. This assumption is based on improved purchase agreements with major suppliers and better inventory management, so that fewer products have to be discounted at product season end.

The sales forecast could turn downward if the outside sales team has difficulty gaining traction. The competition is comfortably entrenched in the segments to be targeted, so success is not guaranteed.

5.2 Milestones

The accompanying milestone table highlights our plan with specific dates. This schedule reflects our strong committment to organization and detail.  Milestone responsibility is assigned to the functional departments in the company – Sales, Marketing, HR, Operations, and President’s Office.

The Milestone table reflects critical dates for the acquisition and takeover schedule, systems reviews and upgrades, the website re-design and deployment, the retail store relocation, and new product identification and rollout.  We also define our target dates for policy definition and implementation as well as documented employee training and evaluation processes.

5.3 Marketing Strategy

The marketing strategy of Sportsuchtig centers on defining our market niche in terms that benefit our customer. Retail and internet store marketing will be integrated and synchronized. We plan to establish a consistent and coherent marketing plan and calendar that take into account and utilize all effective forms of publicity, advertising, and other marketing tools. Specific strategies that will potentially be used are as follows:

• Newspaper/Print Ads – It will be necessary to keep the Sportsuchtig name in front of the customer while getting established will be necessary. We plan on running limited-space ads in the local newspapers to keep our name and phone number in front of the consumer. We may offer clip out coupons as an incentive to visit the store and also as a way to track revenue from the ads. Use of magazine print ads is deemed to have little potential return.
• Press Releases – The local paper has regular sections that highlight business purchases and new business openings. We will make sure they give coverage to the grand opening when the store relocates and any time we sponsor or are involved with local nonprofit organizations.
• Team/Tournament Sponsorship – We will selectively sponsor local teams and leagues, preferably by providing equipment or uniforms versus cash. We will encourage links to/from our Web site with these entities. We will look to sponsor a “Sportsuchtig” softball and/or baseball tournament once a year.
• Event Sponsorship – We will investigate opportunities for being sponsors of large area events, especially those managed by the local sports facilitation group, such as a marathon, and biking or ironman events.
• Decals – We will have decals/stickers manufactured with the Sportsuchtig logo. We will include these with all of the orders that we ship. Children in particular enjoy displaying decals/stickers on just about everything.
• Apparel – We will outfit our retail staff with Sportsuchtig branded shirts and have shirts, hats, and other apparel available for event and sales giveaways.
• Grand Opening – A Grand Opening is the most successful of any in-store promotions. With manufacturer support, a large number of door prizes can be given away while instantly building a mailing list. Loss leader pricing on a few high volume consumable products will attract in-store traffic. Vendors will subsidize loss leader pricing with a rebate. Appearances by local celebrities would also expose potential customers to Sportsuchtig. A planned series of events, such as demonstrations, free clinics, celebrity appearances, registration for free prize giveaways, and competitions can all be utilized to extend the grand opening and continually draw customers back so they become familiar and comfortable with the store.
• Trade Shows – We will attend industry trade shows in order to keep abreast of new products and trends.  This will also allow us to make and maintain industry contacts.
• Word of Mouth – By giving first-time customers great service and a fair price, the word is sure to spread. Also, the many sports contacts that we already have in the area will prove to be most beneficial in spreading the word.
• Yellow Pages – We will advertise in the local yellow pages.
• Flyers – Flyers will be distributed to all local leagues at season start. These flyers will offer discounts for purchasing from the retail and internet stores. These discounts could be structured so that a certain percentage of the discount goes directly to the customer and other percentages go to the customer’s league or a nonprofit entity being sponsored by Sportsuchtig.
• MailBox Flyers – We will also evaluate placing flyers in local area neighborhood mailboxes.
• Customer Discount Card – The implementation of a customer discount program and card will be investigated to entice customers to shop repeatedly with Sportsuchtig. Information gathered through this program can be utilized to feed direct mail and email campaigns for special program discounts or information.
• Business Networking – Business networking organizations, such as Business Network International, will be visited and potentially joined as a way to increase awareness and create a virtual sales force.
• Direct Mail – A direct mail program utilizing low-cost postcards or other mechanism will be evaluated.
• Radio – A radio campaign will be investigated. Happy Sports recently ran a campaign with some success.
• Catalog – The creation and distribution of a product catalog will be evaluated.
• Web Marketing – A variety of Web marketing channels and vehicles will be researched and tested.
• Press releases, articles, and/or advertising on local internet sites.
• Search engine marketing
• URL Links to/from organizations, teams, leagues, co-marketers
• Email marketing
• Trivia questions with weekly winners
• Sports Tickers
• Retail store event publicity and schedule
• Participation Areas and Contests – When the store is relocated we will, if possible and feasible, leverage the TrueSports product line from the owner’s other business and build a basketball court and putting green into the layout and flooring of the new store. This will allow us to have areas where promotional competitions, demonstrations, clinics, and customer product tryout can be conducted. This will draw customers to the store and also allow a showcase for the TrueCourt and TrueTurf product lines.
• Non-Profit Relationship(s) – Sportsuchtig will build a relationship with, and be an on-going sponsor for, at least one nonprofit organization. Events will be held or sponsored in order to raise money for the nonprofit, or a percentage of profits for certain Sportsuchtig promotions will be credited to the nonprofit for its use in exchanging that credit for Sportsuchtig products. In addition to giving back to the community, we anticipate significant free publicity because of this community support program. Because we are giving help to these organizations, they will get the word out to their benefactors/customers/employees/partners about Sportsuchtig. Word of mouth has always proven to be the greatest advertising program a company can instill. In addition, the media will be more than willing to promote the charitable aspects of Sportsuchtig and provide the opportunity for more exposure every time we provide assistance to another organization.

All marketing decisions with regard to specific media choices, frequency, size, and expenditures will be conducted on an on-going basis with careful considerations of returns generated. All marketing vehicles and channels will be tracked for results.

5.4 Competitive Edge

Sportsuchtig looks to establish itself competitively as a unique sporting goods provider in the local metropolitan area and internet sports market through its product offerings, the scope and level of services it provides, and the expertise of its employees.

Products: Sourced through established and internationally-known manufacturers, the products offered provide a high level of quality and value to the consumer. The depth and range of products will be extensive, separating us from others in the marketplace.

Services: Connecting with the customer is a key focus for Sportsuchtig. It is our desire that customers look to us as their valued resource to obtain the equipment, apparel and accessories that meet their needs. Our internet store will provide prompt courteous service, and deliver products at reasonable shipping rates within expected time frames.

Employees: Employees of Sportsuchtig will enjoy a friendly, fair and creative work environment, which respects diversity, new ideas and hard work. Development through experience and training will be a primary focus. It is our desire that employees are long-term, ensuring an expertise that will support the customer experience. Our employees will be a competitive advantage because their technical product knowledge will be superior to that of the competition. We want customers to form a relationship with a salesperson and ask for them by name when they return for a subsequent purchase.

Web Plan Summary

Sportsuchtig has an existing Website that has been generating $1.3 million in sales the last 2 years. However, we believe that a user interface redesign would generate significantly more revenue. According to market research from the Gartner Group, more than 50% of Web sales are lost because visitors can’t find the content they’re looking for. Another study by usability consultants Creative Good estimated that improving the customer experience increases the number of buyers by 40% and increases overall order size by 10%. We plan to redesign and implement a new website in year 1.

The new site will be designed and coded with internet marketing optimization at the forefront of requirements. The basis for our Website marketing strategy is to utilize search engine optimization, keyword density, direct navigation, targeted link popularity and systematic submissions. It is critical to sales growth that the website gains and maintains a high search engine placement. A full website marketing plan will be developed and implemented.

The website is a primary sales channel for us and is critical to the sales goals of the company. We will implement the new site to showcase the product offerings and provide technical information and assistance to help the customer in their product selection. To further show off its expertise, the website will provide a resources area, offering articles, research, product information and website links of interest to its customers.

The website will mirror the image and branding elements showcased in the retail store and at the same time, keep up with the latest trends in user interface design. The key to the website strategy will be combining a well designed front-end, an excellent and fast shopping cart experience, and a back-end capable of capturing “hits” and customer data for use in future marketing endeavors.

6.1 Website Marketing Strategy

The basis for our website marketing strategy is to utilize search engine optimization, keyword density, direct navigation, targeted link popularity and systematic submissions. Our Website marketing strategy will adhere to each search engine’s no-Spam policies, while generating highly-qualified web traffic. We believe a successful marketing system is much more than simply optimizing our website to be search-engine friendly. The system should also provide support for other strategies, such as link popularity, site design and content, the “stickiness” of our site, consistent search engine submissions, and ethical marketing practices.

It is extremely important to gain and maintain a high search engine placement. A December 2002 study by DoubleClick revealed that people prefer to use search engines almost 2 to 1 over any other source to find products and services on the Internet. 85% of all searches on the internet start on search engines.

In addition, we will implement the following mechanisms to make our website URL and domain name visible and effective:

• We will place our Web address on every form of literature that goes out of our business, such as letterhead, business cards, envelopes, invoices, payments, etc.
• We will place our Web address in all print advertising, such as newspaper ads, magazine ads, professional trade magazines, etc.
• Our internet Web address will be part of our on-hold or answering systems for both the internet 800 numbers and the retail store phone.
• Electronic advertisements such as radio ads will feature our Web address.
• We will develop our new website from inception, and modify the existing one as practical, with Web marketing as a key objective. There are huge advantages to developing the site with marketing in mind. Position of keyword phrases in the text, the alt tag description, the titles of the pages, the page URL, and Meta Tags in the heading area all have a role to play.
• We will avoid using frames on our website because many browsers do not support frames and many search engines do not rank sites with frames very high.
• Although we need pictures to display our many products, we will try to avoid putting too many graphics on a page, so we don’t reduce the page load time to a crawl. If a site does not start to download within 8 seconds a prospective customer will go to another site, and customers with dial-up links find sites with too many images make it painfully slow to load pages.

6.2 Development Requirements

A full development plan will be generated as documented in the milestones. Costs that Sportsuchtig will expect to incur with development of its new website include:

Development Costs

• User interface design – $3,000.
• Site development and testing – $6,000.
• Site Implementation – $1,000.

This development will be outsourced.

Ongoing Costs

• Website name registration – $70 per year.
• Site Hosting – $30 or less per month.
• Site design changes, updates and maintenance are considered part of Marketing.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Owner John Johnson will act as President and CEO and will be responsible for all aspects of managing and operating the company. Mr. Johnson spent almost 20 years leading research and development efforts for high technology stalwarts such as Lucent Technologies and Motorola Systems, and was a founding employee of a high-tech start-up. As the Vice President of Development for the start-up, he built the research and development team from the ground up and developed it into an 80 person team which produced leading-edge software technology that enticed Motorola Systems to purchase the company. In late 2002, Mr. Johnson made the decision to apply his entrepreneurial experience and drive to a business of his own and founded Johnson Enterprises, LLC. Johnson Enterprises is a leader in the design and construction of custom indoor and outdoor sports recreation facilities, and specializes in game courts (basketball, tennis, etc.), synthetic putting greens, and sporting goods products. Mr. Johnson also started Johnson Investments, LLC in 2004, a company that specializes in residential and commercial real estate investment.

Mr. Johnson received a Bachelor of Science in Computer Science degree from Stone College in Boulder, Colorado and a Masters in Business Administration degree from the University of Illinois in Champaign, Illinois. He is married with two sons, 10 and 14.

Mr. Johnson’s high technology and sports business backgrounds, coupled with his entrepreneurial experience, makes him the ideal leader to drive this sporting goods retail/internet endeavor. 

Overhead for management will be kept to a minimum and all managers will be “hands-on” workers. There is no intention of having a top-heavy organization that drains profits and complicates decisions. At the zenith of this five-year plan, there will be managers for Warehouse/Shipping and Receiving, Team Sales, and two Retail Store managers. John Johnson will be responsible for overall Retail and Internet Sales management, although the Store Managers will also be responsible for sales performance and will have sales-based incentives. Accounting functions could potentially be outsourced. The website management and computer systems management and maintenance will be initially be managed by Mr. Johnson, but will be outsourced in the future. Mr. Johnson will be directly responsible for purchasing, inventory management and control, and marketing (although some marketing will be outsourced).

Currently the company has 10 employees: two warehouse/shipping and receiving clerks, one accounting person that also does internet phone sales, two internet phone salespeople, 4 part-time retail salespeople, and a clerk that does retail sales and is also responsible for answering the retail store phone. The number of employees will grow progressively over time to 25 by the end of year 5.

7.1 Personnel Plan

The Sportsuchtig retail store and phone sales hours are currently Monday through Saturday, 9:00 a.m. to 7:00 p.m. and closed on Sunday. These hours will be evaluated, with the hours most likely being changed to 10:00 a.m. to 7:00 p.m. Monday through Saturday and open on Sunday from 12 p.m. to 5:00 p.m. The Personnel Plan, as detailed in the table following, has been developed to support these store hours and expected volumes, as per the Sales Forecast section.

Assumptions regarding personnel have been made for year 1 through year 5 as follows:

• Year 1 Ending October 2005 – The number of employees inherited from the previous owners are sufficient to operate the business in order to reach the Year 1 sales goals – which is equal to the previous year. John Johnson will be acting President and CEO and will take $60,000 salary in the first year. The support of a trusted and experienced employee will be needed to enable John to be away from the store when necessary and to manage coordination of the planned store relocation, the website redesign/implementation, and to sell products. In January of 2005, a Store Manager will be hired or promoted to fill this need.
• Year 2 Ending October, 2006 – Based on sales volume, it will be necessary to add another Retail Sales person. Salary for John Johnson will increase to $75,000 beginning in November 2006. Current full-time and part-time employees will be provided salary reviews and given appropriate salary increases – 5% has been factored in. In November 2005, a Team Sales Manager will be hired to take over Team Sales from Mr. Johnson and to start aggressively targeting the team segments.
• Year 3 Ending October, 2007 – Salary for John Johnson will increase to $100,000 beginning in November 2007. Current full-time and part-time employees will be provided salary reviews and given appropriate salary increases – 5% has been factored in. Increased sales volume will drive the hiring of 6 new employees. Another Retail Salesperson and an assistant accounting/retail phone clerk will be hired. Increased sales from the website will drive the hiring of an additional Warehouse/Shipping & Receiving clerk and also an additional Internet Phone Salesperson. An additional Store Manager will be hired to relieve Mr. Johnson from day to day store management tasks. We will also hire an additional Salesperson for the Team Sales team.
• Year 4 Ending October, 2008 – Salary for John Johnson will increase to $125,000 beginning in November 2008. Current full-time and part-time employees will be provided salary reviews and given appropriate salary increases – 5% has been factored in. Increased sales volume will drive the hiring of 2 new employees, another Retail Salesperson and an Internet Phone Salesperson.
• Year 5 Ending October, 2009 – Salary for John Johnson will increase to $150,000 beginning in November 2009. Current full-time and part-time employees will be provided salary reviews and given appropriate salary increases – 5% has been factored in. Increased sales volume will drive the hiring of 4 new employees. Increased sales from the website will drive the hiring of an additional Warehouse/Shipping & Receiving clerk and also an additional Internet Phone Salesperson. An additional Retail Salesperson and an additional Salesperson for the Team Sales team will be added.

Financial Plan investor-ready personnel plan .">

The Sportsuchtig financial picture is quite promising. Since Sportsuchtig is a currently operating business, there will be sales and cash coming into the business on day 1 when the operation is taken over by the Johnson’s. An initial working capital investment of $50,000 dollars will be necessary to assure that expenses are covered in the first 2 months, but after that it is assumed that cash from operations will be sufficient to fund and reach the milestones in this plan.

The owners have a personal equity line sufficient to finance any monthly cash-flow shortage; however, a business line of credit will be established as soon as possible. We anticipate very few accounts receivables initially, with 95% of sales cash and carry (cash, checks, credit cards). Marketing and advertising will remain at or below 5% of sales. We will continue to reinvest residual profits into company expansion, and personnel.

8.1 Start-up Funding

An approximately $700,000 loan will be obtained from a conventional or SBA lender. At least $340,000 capital will be provided by the purchasers/owners – the Johnsons. It is possible that some financing may be provided by an active investor or partner in exchange for some level of ownership in the business. If an agreement with an investor or partner cannot be reached, then the owners will contribute all of the funding outside of the loan funding.

8.2 Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:

• We assume access to financing sufficient to maintain our financial plan as shown in the tables.
• We assume inventory can be turned in 6-8 months.
• Accounts receivable are small except for periodic sales to teams.  Everything else is cash/credit and carry.  We accept cash and checks, Visa, MasterCard, Discover and American Express. All sales paid via credit cards will be deposited in our business checking account within 48 hours.
• We anticipate that we will be able to complete required financing, lease documents, and due diligence to allow for a November or December 2004 closing and business take over. 
• We assume a slow-growth economy, without major recession.

8.3 Break-even Analysis

For our break-even analysis, we assume running costs which include payroll, rent, utilities, interest expense on the funding loan, and an estimation of other running costs. These estimations are based on real financial history data provided by the sellers of the business. Our sales forecast indicates that monthly sales are expected to be much greater than the break-even point.

8.4 Projected Profit and Loss

The projected Profit and Loss for five years is detailed in the table and charts following. Monthly projected Profit and Loss for year 1 is available in the Appendix. Some assumptions and inclusions to be noted are:

• First year expense and revenue projections are based on the previous 2 years of actual financial data provided by the business seller. Since this is an existing business being purchased, we have lots of real historical financial information to analyze for trends.
• Insurance includes: Business property and inventory, liability and interruption, and key person life insurance. 
• We have made assumptions, based on past results, that certain expenses will rise in direct proportion to sales. For example, Bank Card Debit & Service Fees will rise in direct proportion to sales because more sales results in more credit cards being used for purchase transactions. Also, Freight In will rise in proportion because more inventory will need to be shipped in as sales rise. Other expenses that have been projected proportionally to sales increases include Insurance (for inventory), Office Supplies, and Telephone.
• Freight In historically has been .5% of gross sales.
• Bank Card and Debit Service Fees incurred because of credit card sales are calculated at 2.0%.
• Rent increases significantly in years 2-5 because of the retail store and warehouse relocation.
• Marketing/Promotion expenditures will be increased significantly from the past in years 1 and 2 and then be increased as the business grows and expands.
• Payroll expenses will increase as the business grows and we need to hire additional staff.

We expect to be profitable in the first year, with net profits increasing steadily as the reputation of our business, its employees, and services become apparent to the local market and we reap the expected revenue gains from relocating the retail store, enhancing the Website, and expanding into additional products.

8.5 Projected Cash Flow

Cash flow will have to be carefully monitored, as in any business, but Sportsuchtig has the advantage of operating a primarily cash and carry business. After the initial investment and start-up costs are covered, the business will become relatively self-sustaining. The principle payments to service the $700,000 funding loan are reflected in the Cash Flow table.

The key to managing cash flow is to understand the current monthly sales data and to successfully manage the timing of inventory purchases. Sales for Sportsuchtig typically spike in the spring months of February, March, April, May and June. Inventory for this spring season is purchased in bulk from the four major suppliers in the fall months and can cost between $500,000 to $800,000, depending upon the extent of the orders. The suppliers provide significant price breaks on the bulk orders and do not require payment until April 1. Some of the payables associated with this inventory are paid over the 5-6 months before April 1, but the majority is kept in the cash account until full payment on April 1. Additional orders besides the fall bulk orders are also placed as needed throughout the rest of the year. Terms on these inventory orders are typically Net 30 and they are paid in in 30 days. Inventory levels are usually maintained at high levels, due to the need to have product in stock and available when customers need it and it is turned every 6-8 months. We will focus on reducing inventory levels in order to improve cash flow.

The significant cash flow negative in April is expected and is a result of paying the inventory accounts payable that have accrued over the 5-6 months between purchase and the April 1 payment.

Any amounts above $50,000 will be invested into semi-liquid stock portfolios to decrease the opportunity cost of cash held. The interest will show up as Interest Income in the Profit and Loss table and will be updated quarterly.

Cash flow projections are critical to our success. The following table shows cash flow for the first five years, and the chart illustrates monthly cash flow in the first year. Monthly cash flow projections are included in the appendix.

8.6 Projected Balance Sheet

Sportsuchtig’ projected balance sheet shows an increase in net worth by 2009, at which point it expects to be making significant after-tax profit on sales of $5 million. With the present financial projections, Sportsuchtig expects to build a company with strong profit potential, and a solid balance sheet that will be asset heavy and flush with cash at the end of five years. We plan on using the excess cash for continued growth.

The projected Balance Sheet for five years is detailed in the table following. Monthly projections for the first year Balance Sheet are available for review in the Appendix. 

8.7 Business Ratios

Business ratios for the years of this plan are shown below.  Industry profile ratios based on the Standard Industrial Classification (SIC) code 5941, Sporting Goods and Bicycle Shops, are shown for comparison.

The quickest way to turn a business idea into a business plan

Fill-in-the-blanks and automatic financials make it easy.

No thanks, I prefer writing 40-page documents.

Discover the world’s #1 plan building software

Uncovering Dick's Sporting Goods' Winning Marketing Strategy

In the ever-evolving world of retail, successful companies must constantly adapt their marketing strategies to stay ahead of the competition. One retailer that has consistently demonstrated a winning formula is Dick's Sporting Goods. This article delves into the key elements of Dick's Sporting Goods' marketing strategy and uncovers the reasons behind their remarkable success.

Understanding the Brand: Dick's Sporting Goods

Dick's Sporting Goods, founded in 1948, has grown from a modest bait-and-tackle shop to a nationwide sporting goods retailer with over 850 stores. The company's commitment to delivering high-quality sporting goods and exceptional customer service has propelled its success.

With a rich history and a strong presence in the industry, Dick's Sporting Goods has become a household name for sports enthusiasts across the country. But what sets this brand apart from its competitors? Let's delve deeper into the history, evolution, and core values that drive the success of Dick's Sporting Goods.

The History and Evolution of Dick's Sporting Goods

Dick's Sporting Goods' journey began in Binghamton, New York, with the philosophy of providing sporting enthusiasts with the best equipment . What started as a small bait-and-tackle shop quickly gained popularity among the local community. Recognizing the potential for growth, the company expanded its product range to include a wide variety of sporting goods.

As the demand for quality sporting equipment increased, Dick's Sporting Goods seized the opportunity to expand its reach. Through strategic acquisitions of other sporting goods retailers, the brand solidified its position as a leader in the industry. Today, with over 850 stores nationwide, Dick's Sporting Goods continues to provide customers with a vast selection of top-notch sporting goods.

Related: Lululemon Marketing Strategy - A Closer Look

The Core Values that Drive the Brand

At the heart of Dick's Sporting Goods' success is its unwavering dedication to its core values. The brand firmly believes in promoting healthy lifestyles and encouraging individuals to pursue their passion for sports. By offering a wide range of products and services that cater to various sports and activities, Dick's Sporting Goods empowers customers to lead active and fulfilling lives.

Another core value that drives the brand is teamwork. Dick's Sporting Goods recognizes the importance of collaboration and cooperation, both within the company and with its customers. Through partnerships with professional athletes, sports teams, and community organizations, the brand fosters a sense of unity and camaraderie among sports enthusiasts.

Furthermore, Dick's Sporting Goods embraces diversity in all its forms. The brand understands that sports have the power to bring people together, regardless of their background or abilities. By promoting inclusivity and accessibility, Dick's Sporting Goods creates an environment where everyone feels welcome and valued.

These core values resonate with customers, creating a strong sense of loyalty towards the brand. Whether it's a seasoned athlete or someone just starting their fitness journey, Dick's Sporting Goods is committed to providing exceptional customer service and ensuring that every individual's sporting needs are met.

Related: Liquid Death Marketing Strategy Case Study: Slaying the Beverage Industry with Killer Branding and Marketing

The Components of a Successful Marketing Strategy

Achieving success in the highly competitive retail industry requires a well-crafted marketing strategy . Dick's Sporting Goods is no exception and has masterfully implemented the following components in their approach:

The Role of Market Research

Dick's Sporting Goods recognizes the importance of understanding market trends and customer preferences, making these elements the foundation of its marketing strategy . By investing in in-depth market research, the company identifies the best opportunities for growth and adjusts its product offerings accordingly.

Through market research, Dick's Sporting Goods gains valuable insights into consumer behavior, allowing them to anticipate and respond to changing trends. They analyze data on customer demographics, purchasing patterns, and preferences to inform their decision-making process. This comprehensive understanding of the market enables them to stay ahead of the competition and tailor their strategies to meet the evolving needs of their target audience.

Importance of Target Audience Identification

One of the keys to Dick's Sporting Goods' success is its ability to identify and understand its target audience. By analyzing demographics, interests, and buying behaviors, the company tailors its marketing messages to resonate with its customers, resulting in increased engagement and sales.

Through meticulous research and data analysis, Dick's Sporting Goods segments its target audience into distinct groups. This segmentation allows them to create personalized marketing campaigns that speak directly to the unique needs and desires of each customer segment. By understanding their target audience on a deeper level, Dick's Sporting Goods can deliver relevant and compelling messages that capture attention and drive conversions.

Crafting a Unique Selling Proposition

To differentiate themselves from competitors, Dick's Sporting Goods has developed a unique selling proposition . By focusing on providing a wide selection of high-quality sporting goods at competitive prices, the company positions itself as the go-to destination for sports enthusiasts.

Dick's Sporting Goods understands that in a crowded market, it is crucial to stand out. They have strategically positioned themselves as a one-stop-shop for all sporting needs, offering a diverse range of products that cater to various sports and activities. By maintaining strong relationships with suppliers and leveraging their buying power, Dick's Sporting Goods is able to offer competitive prices without compromising on quality.

In addition to their product offerings, Dick's Sporting Goods places a strong emphasis on customer service in its marketing strategy and brand management. They prioritize creating a positive shopping experience for their customers, providing knowledgeable staff, hassle-free returns, and convenient online shopping options. This commitment to exceptional service further enhances their unique selling proposition and fosters customer loyalty.

Related: Uniqlo's Winning Marketing Strategy

Dissecting Dick's Sporting Goods' Marketing Strategy

When it comes to analyzing Dick's Sporting Goods' marketing strategy, it becomes evident that the company has mastered the art of connecting with customers through various channels. Their ability to engage with their target audience is truly remarkable.

One of the standout aspects of Dick's Sporting Goods' marketing strategy is its ability to connect with customers through various channels:

The Power of Multi-Channel Marketing

Dick's Sporting Goods understands that customers interact with the brand through multiple touchpoints, from their website to their physical stores. By integrating their online and offline experiences seamlessly, the company creates a cohesive brand presence that caters to different customer preferences.

For instance, when a customer visits their website, they are greeted with a user-friendly interface that allows them to easily navigate through various product categories. The website is designed to provide a personalized shopping experience, with recommendations based on the customer's browsing history and preferences. This attention to detail ensures that customers feel valued and understood.

In addition to their online presence, Dick's Sporting Goods' physical stores are strategically located in key areas, making it convenient for customers to visit and explore their wide range of products. The stores are designed to provide an immersive experience, with knowledgeable staff members available to assist customers and provide expert advice. This combination of online and offline channels creates a seamless shopping experience that caters to the diverse needs of their customers.

Related: The Effective Marketing Strategy of IKEA

Leveraging Sports Sponsorships and Partnerships

By sponsoring and partnering with professional sports teams, athletes, and sporting events, Dick's Sporting Goods gains valuable exposure and builds credibility. Such partnerships create opportunities to engage with fans, both in-person and through marketing initiatives, ultimately driving customer loyalty.

For example, Dick's Sporting Goods sponsors major sporting events such as the Olympics, Super Bowl, and World Cup, allowing them to reach a global audience. This exposure not only increases brand awareness but also positions the company as a trusted authority in the sports industry.

In addition to these high-profile sponsorships, Dick's Sporting Goods also partners with local sports teams and athletes. By supporting grassroots sports initiatives, the company demonstrates its commitment to nurturing talent and fostering a love for sports at all levels. This approach not only resonates with customers but also creates a sense of pride and loyalty towards the brand.

The Impact of Community Engagement

Dick's Sporting Goods actively participates in community initiatives , investing in the neighborhoods where it operates. By supporting local sports teams, hosting events, and providing resources to youth programs, the company establishes strong connections with its customers, fostering a sense of community and enhancing brand affinity.

For instance, Dick's Sporting Goods organizes sports clinics and workshops for children, providing them with opportunities to learn and develop their skills. These initiatives not only contribute to the overall well-being of the community but also create a positive association with the brand.

In addition to their direct involvement in community programs, Dick's Sporting Goods also supports various charitable organizations that promote sports and physical fitness. By aligning themselves with causes that resonate with their target audience, the company showcases its commitment to making a positive impact beyond just selling sporting goods.

All in all, Dick's Sporting Goods' marketing strategy is a testament to their understanding of their customers' needs and preferences . Through their multi-channel approach, strategic partnerships, and community engagement, they have successfully built a brand that goes beyond just selling products. They have created a community of sports enthusiasts who trust and value their brand.

The Role of Digital Marketing in Dick's Sporting Goods' Success

In today's digital age, successful retailers must leverage digital marketing strategies to connect with customers effectively. Dick's Sporting Goods has recognized this and utilized various digital marketing tactics:

Social Media and Online Presence

Dick's Sporting Goods maintains a strong presence on popular social media platforms such as Facebook, Instagram, and Twitter. By posting engaging content, running promotions, and responding to customer inquiries, the company boosts brand awareness, drives website traffic, and fosters meaningful connections with its audience.

On Facebook, Dick's Sporting Goods regularly shares posts about new product releases, upcoming sales, and inspiring stories from athletes. These posts not only generate excitement among followers but also encourage them to share the content with their friends and family, expanding the brand's reach organically.

Instagram is another platform where Dick's Sporting Goods excels. The company shares visually appealing photos and videos of athletes using their products, showcasing the quality and performance of their merchandise. They also collaborate with popular fitness influencers to create sponsored content that resonates with their target audience.

Twitter is used by Dick's Sporting Goods to engage in real-time conversations with customers. The company actively responds to mentions and direct messages, providing prompt customer service and addressing any concerns. This personalized approach helps build trust and loyalty among their followers.

Email Marketing and Customer Retention

The company's email marketing campaigns play a crucial role in building customer loyalty. By offering exclusive discounts, personalized product recommendations, and informative content, Dick's Sporting Goods keeps its customers engaged and encourages repeat purchases.

Subscribers to Dick's Sporting Goods' email list receive regular newsletters that feature not only promotional offers but also helpful tips on fitness, sports training, and gear maintenance. This added value strengthens the relationship between the brand and its customers, positioning Dick's Sporting Goods as a trusted source of information in the sports and outdoor industry.

Additionally, the company utilizes personalized email marketing techniques to tailor content to individual customer preferences. By analyzing customer data and purchase history, Dick's Sporting Goods sends targeted emails that showcase products relevant to each customer's interests and past purchases. This level of personalization enhances the customer experience and increases the likelihood of conversion.

SEO and Online Advertising

Dick's Sporting Goods invests in search engine optimization (SEO) to ensure its website appears prominently in search engine results. The company also utilizes online advertising platforms to reach new customers and drive traffic to its website, maximizing its online visibility and sales potential.

Through extensive keyword research and optimization of website content, Dick's Sporting Goods aims to rank high in search engine results for relevant keywords. This strategy increases the chances of attracting organic traffic from users actively searching for sporting goods and related products.

In addition to SEO, the company also invests in online advertising campaigns to expand its reach beyond organic search results. Dick's Sporting Goods utilizes platforms such as Google Ads and social media advertising to target specific demographics and interests. By displaying ads to potential customers who may not have been aware of the brand, Dick's Sporting Goods increases its chances of acquiring new customers and driving sales.

Furthermore, the company leverages retargeting techniques to re-engage with website visitors who did not make a purchase. By displaying personalized ads to these visitors across various websites and social media platforms, Dick's Sporting Goods aims to remind them of the products they viewed and encourage them to return to complete their purchase.

In conclusion, Dick's Sporting Goods' success can be attributed to its effective utilization of digital marketing strategies. Through social media engagement, email marketing, SEO, and online advertising, the company has managed to connect with customers, build brand loyalty, and drive sales in the competitive retail landscape.

Final Thoughts on Dick's Sporting Goods' Marketing Strategy

Dick's Sporting Goods' winning marketing strategy is a testament to the power of understanding the brand, implementing the key components of successful marketing, and embracing digital platforms. By continuously evolving their approach, the company remains at the forefront of the sporting goods industry, delighting customers and driving remarkable success.

About the Author

Hi, I'm Justin and I write Brand Credential. I started Brand Credential as a resource to help share expertise from my 10-year brand building journey. ‍ I currently serve as the VP of Marketing for a tech company where I oversee all go-to-market functions. Throughout my career I've helped companies scale revenue to millions of dollars, helped executives build personal brands, and created hundreds of pieces of content since starting to write online in 2012.

As always, thank you so much for reading. If you’d like more personal branding and marketing tips, here are more ways I can help in the meantime:

• Connect with me on LinkedIn .
• Sign up for my Brand Credential newsletter
• Read more here on my website, Brand Credential
• Check out my latest Medium articles
• Read my free book, “ The Personal Brand Blueprint: A No-Nonsense Guide to Personal Branding in the Age of the Creator ”

More From Brand Credential:

Twitter marketing builds community and drives engagement for your brand. Follow these tips to add Twitter to your marketing mix.

Learn how to craft a winning B2B SaaS go-to-market strategy with our ultimate guide.

Discover the secrets behind the Holiday Inn marketing strategy that has propelled it to become a leading global hospitality brand.

Discover the ultimate content marketing strategy checklist to elevate your brand's online presence.

Discover the power of defining your target market and how it can revolutionize your business.

The importance of a personal brand can be seen in benefits like career opportunities and monetization, as well as in the risks that not having a personal brand presents.

• Request Free Consultation
• 954-361-5284
• [email protected]

Keegan Edwards

Dick’s Sporting Goods Marketing Strategy: A Winning Game Plan

In today’s competitive retail landscape, Dick’s Sporting Goods has emerged as a leader in the sports and outdoor industry. With a focus on understanding their target audience, building a strong brand identity, and implementing effective marketing channels, Dick’s has developed a winning game plan. This article will explore the key elements of Dick’s Sporting Goods’ marketing strategy and provide valuable insights for businesses looking to achieve similar success.

Key Takeaways

• Analyze consumer behavior to better understand the target audience
• Identify key demographics to tailor marketing efforts
• Create a compelling brand story to engage customers
• Design a memorable logo and visual identity to establish brand recognition
• Utilize social media platforms to reach and connect with customers

Understanding the Target Audience

Analyzing consumer behavior.

Understanding consumer behavior is crucial for developing an effective marketing strategy. By analyzing consumer behavior, Dick’s Sporting Goods can gain insights into the needs, preferences, and motivations of their target audience. This information can help them tailor their products, messaging, and marketing efforts to better resonate with their customers.

One way to analyze consumer behavior is through market research . This involves collecting and analyzing data on consumer demographics, purchasing habits, and attitudes towards sports and fitness. By understanding who their customers are and what drives their purchasing decisions, Dick’s Sporting Goods can make informed decisions about product offerings, pricing, and promotional strategies.

Another important aspect of consumer behavior analysis is trend analysis . By monitoring trends in the sports and fitness industry, Dick’s Sporting Goods can identify emerging consumer preferences and adapt their marketing strategies accordingly. This could involve capitalizing on popular sports trends, such as the rise of athleisure wear, or leveraging new technologies, such as fitness tracking devices.

In summary, analyzing consumer behavior provides valuable insights that can inform Dick’s Sporting Goods’ marketing strategy. By understanding their target audience and staying abreast of industry trends, they can develop products and marketing campaigns that resonate with their customers and drive business growth.

Identifying Key Demographics

When it comes to identifying key demographics, Dick’s Sporting Goods takes a data-driven approach. By analyzing consumer behavior and market research, they are able to gain valuable insights into their target audience. This allows them to understand the specific needs, preferences, and buying habits of their customers.

To effectively identify key demographics, Dick’s Sporting Goods utilizes a combination of quantitative and qualitative data. They collect information such as age, gender, location, income level, and interests to create a comprehensive profile of their target audience.

Here is a table summarizing some of the key demographics for Dick’s Sporting Goods :

By understanding these key demographics, Dick’s Sporting Goods is able to tailor their marketing strategies to effectively reach their target audience.

Tip: When identifying key demographics, it’s important to regularly update and refine your data to ensure it remains accurate and relevant.

Building a Strong Brand Identity

Creating a compelling brand story.

A compelling brand story is crucial for establishing a strong connection with the target audience. It goes beyond just promoting products or services; it communicates the values, mission, and purpose of the brand. By crafting a narrative that resonates with the audience , Dick’s Sporting Goods can create an emotional bond and differentiate itself from competitors.

One effective way to create a compelling brand story is by highlighting the brand’s history and heritage . Sharing the journey of how the company started, the challenges it faced, and the milestones it achieved can evoke a sense of authenticity and trust in the audience.

To further engage the audience, Dick’s Sporting Goods can incorporate customer testimonials into its brand story. By featuring real stories and experiences from satisfied customers, the brand can build credibility and demonstrate the positive impact it has had on people’s lives.

In addition, leveraging storytelling techniques such as using vivid imagery, relatable characters, and a clear narrative arc can make the brand story more captivating and memorable.

To summarize, a compelling brand story is essential for Dick’s Sporting Goods to connect with its target audience on a deeper level. By highlighting its history, incorporating customer testimonials, and leveraging storytelling techniques, the brand can create a narrative that resonates with consumers and sets it apart from competitors.

Designing a Memorable Logo and Visual Identity

Designing a memorable logo and visual identity is crucial for building a strong brand. A logo serves as the face of the brand and should be instantly recognizable and memorable. It should reflect the brand’s values, personality, and unique selling proposition.

In addition to the logo, the visual identity of a brand includes the color palette, typography, and overall design elements used in marketing materials. Consistency in these visual elements helps to create a cohesive and recognizable brand image.

To design a memorable logo and visual identity, it is important to consider the following:

• Simplicity : A simple and clean design is often more memorable and versatile.
• Uniqueness : The logo should stand out from competitors and be distinctively different.
• Relevance : The design should align with the brand’s values, target audience, and industry.
• Versatility : The logo should be adaptable to different mediums and sizes.

By carefully crafting a memorable logo and visual identity, Dick’s Sporting Goods can establish a strong brand presence and effectively communicate its message to the target audience.

Implementing Effective Marketing Channels

Utilizing social media platforms.

In today’s digital age, social media platforms have become an essential tool for businesses to connect with their target audience. With millions of users actively engaging on platforms like Facebook , Instagram , and Twitter , it’s crucial for companies to have a strong presence and strategic approach to maximize their reach and impact.

One effective way to utilize social media platforms is by creating engaging content that resonates with the target audience. This can include informative articles, entertaining videos, captivating images, and interactive polls or quizzes. By providing valuable and entertaining content, companies can attract and retain followers, increasing brand awareness and loyalty.

Another important aspect of utilizing social media platforms is leveraging user-generated content . Encouraging customers to share their experiences, reviews, and photos related to the brand can not only create a sense of community but also serve as powerful testimonials. User-generated content can be shared and reposted by the brand, amplifying its reach and credibility.

To effectively utilize social media platforms, companies should also monitor and analyze their performance . By tracking metrics such as engagement rate, reach, and click-through rate, businesses can gain insights into what content resonates with their audience and make data-driven decisions to optimize their social media strategy.

In summary, social media platforms provide businesses with a powerful tool to connect with their target audience. By creating engaging content, leveraging user-generated content, and monitoring performance, companies can effectively utilize social media to enhance their brand presence and drive business growth.

Leveraging Influencer Marketing

Influencer marketing has become an integral part of Dick’s Sporting Goods’ marketing strategy. By partnering with influential individuals in the sports and fitness industry, the brand is able to reach a wider audience and build credibility. Collaborating with athletes, fitness enthusiasts, and sports personalities allows Dick’s Sporting Goods to tap into their expertise and passion for sports, which resonates with their target audience.

To maximize the impact of influencer marketing, Dick’s Sporting Goods focuses on authenticity and relevance . They carefully select influencers who align with their brand values and have a genuine connection to the sports and fitness community. This ensures that the content created by influencers feels genuine and resonates with their audience.

To measure the success of their influencer marketing campaigns, Dick’s Sporting Goods tracks key metrics such as engagement , reach , and conversion . This data helps them evaluate the effectiveness of their partnerships and make informed decisions for future collaborations.

In addition to partnering with individual influencers, Dick’s Sporting Goods also collaborates with sports teams and organizations. By sponsoring teams and events, they are able to increase brand visibility and establish themselves as a trusted authority in the sports industry.

Key Takeaways:

• Influencer marketing allows Dick’s Sporting Goods to reach a wider audience and build credibility.
• Authenticity and relevance are key factors in selecting influencers.
• Tracking key metrics helps evaluate the success of influencer marketing campaigns.
• Collaborating with sports teams and organizations increases brand visibility and establishes authority.

In conclusion, Dick’s Sporting Goods has developed a winning game plan for their marketing strategy. By understanding their target audience and analyzing consumer behavior, they have been able to identify key demographics and tailor their messaging accordingly. Additionally, they have built a strong brand identity through a compelling brand story and a memorable logo and visual identity. Finally, they have implemented effective marketing channels by utilizing social media platforms and leveraging influencer marketing. With these strategies in place, Dick’s Sporting Goods is well-positioned to continue their success in the competitive sporting goods industry.

Frequently Asked Questions

What is dick’s sporting goods.

Dick’s Sporting Goods is a retail company that specializes in sporting equipment, apparel, and accessories.

Where are Dick’s Sporting Goods stores located?

Dick’s Sporting Goods has stores located throughout the United States in various cities and states.

Do Dick’s Sporting Goods offer online shopping?

Yes, Dick’s Sporting Goods offers online shopping on their website where customers can browse and purchase products.

What types of products does Dick’s Sporting Goods sell?

Dick’s Sporting Goods sells a wide range of products including sports equipment, athletic apparel, footwear, outdoor gear, and more.

Does Dick’s Sporting Goods offer any promotions or discounts?

Yes, Dick’s Sporting Goods frequently offers promotions and discounts on select products, as well as seasonal sales events.

What is the return policy at Dick’s Sporting Goods?

Dick’s Sporting Goods has a return policy that allows customers to return or exchange products within a certain timeframe, with some restrictions and conditions.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Dick’s Sporting Goods Inc – Strategy, SWOT and Corporate Finance Report

• Published: May 2023
• Report Code: ML1247263SA

Added to Saved | Remove

Dick’s Sporting Goods Inc – Strategy, SWOT and Corporate Finance Report, is a source of comprehensive company data and information. The report covers the company's structure, operation, SWOT analysis, product and service offerings and corporate actions, providing a 360˚ view of the company.

Key Highlights

Dick’s Sporting Goods Inc (DICK’S Sporting Goods) is an omnichannel sporting goods retailer. The company offers athletic apparel, outerwear, sportswear, athletic shoes, casual footwear, boots, socks, fitness equipment, golf products, bicycles, scooters, and skateboards. DICK’S Sporting Goods sells these products under various brands such as Calia, Nishiki, Quest, Walter Hagen, Field & Stream, DSG, Reebok, Nike, Fitness Gear, and Lady Hagen and licensed brands such as adidas, Cobra, Slazenger, Yeti, and Tommy Armour. The company also offers credit card processing services. The company owns and operates a distribution center in New York. It also leases distribution centers near Atlanta, Plainfield, and Smithton. It also has a customer support center in Coraopolis, Pennsylvania. The company operates in Hong Kong, China, Canada, and the US. DICK’S Sporting Goods is headquartered in Coraopolis, Pennsylvania, the US.

– Large number of easy-to-grasp charts and graphs that present important data and key trends

Reasons to buy

Table of contents, list of tables.

Table 26: Dick’s Sporting Goods Inc: Strategy and Operations

List of Figures

Figure 10: Dick’s Sporting Goods Inc: Divestments Volume and Value Trend (2019 – YTD*2023)

• Site: $ 350 (A$7,290.07 AUD) -->
• Single User: $ 175 (A$7,290.07 AUD) -->
• Enterprise: $ 525 (A$7,290.07 AUD) -->

Discounts available for multiple purchases.

[email protected] +44 20 7947 2960

Saved reports

Enquire before buying for dick’s sporting goods inc – strategy, swot and corporate finance report.

Please complete the form below, you will then be provided immediate access to the pages you have requested.

Your data will never be shared with third parties, however we may send you information from time to time about related third party products that may be of interest to you. You may contact us at any time to opt-out.

MarketLine uses the information in this form to provide you with occasional updates on new products and reports in accordance with your preferences. You are in control of the communications you receive from us and you can update your preferences anytime to make sure you are receiving information that matters to you. Please check our Privacy Policy to see how we protect and manage your submitted data.

The client services team will arrange delivery of your sample pages. Please contact client services for any further information: [email protected]

Enquire before buying Dick’s Sporting Goods Inc – Strategy, SWOT and Corporate Finance Report

Sign up for free research alerts..

Error: Contact form not found.

Smart. Open. Grounded. Inventive. Read our Ideas Made to Matter.

Which program is right for you?

Through intellectual rigor and experiential learning, this full-time, two-year MBA program develops leaders who make a difference in the world.

A rigorous, hands-on program that prepares adaptive problem solvers for premier finance careers.

A 12-month program focused on applying the tools of modern data science, optimization and machine learning to solve real-world business problems.

Earn your MBA and SM in engineering with this transformative two-year program.

Combine an international MBA with a deep dive into management science. A special opportunity for partner and affiliate schools only.

A doctoral program that produces outstanding scholars who are leading in their fields of research.

Bring a business perspective to your technical and quantitative expertise with a bachelor’s degree in management, business analytics, or finance.

A joint program for mid-career professionals that integrates engineering and systems thinking. Earn your master’s degree in engineering and management.

An interdisciplinary program that combines engineering, management, and design, leading to a master’s degree in engineering and management.

Executive Programs

A full-time MBA program for mid-career leaders eager to dedicate one year of discovery for a lifetime of impact.

This 20-month MBA program equips experienced executives to enhance their impact on their organizations and the world.

Non-degree programs for senior executives and high-potential managers.

A non-degree, customizable program for mid-career professionals.

3 ways companies can scale emissions reduction

Women’s career advice: Remember that exhaustion is not a yardstick for productivity

How, and why, to run a values-based business

Credit: Steve Sauer

Ideas Made to Matter

Digital Economy

How Dick’s Sporting Goods stores are thriving in a digital world

Jan 14, 2020

Dick’s Sporting Goods launched more than 70 years ago with one small storefront in Binghamton, N.Y. Today the company has grown into an empire with more than 700 stores in 48 states and $8.5 billion in revenue in 2018.

In the age of online shopping and same-day shipping, stores still play a big part in the company’s success, according to Dick’s executives who spoke at the recent MIT Sloan Retail Conference . In fact, about 85% of the company’s sales take place in person.

“Brick and mortar is just as relevant as it's always been,” said Kristin Boyle, the company’s vice president of insights and analytics.

That’s not to say stores haven’t changed in response to digital trends and customer behavior.

“What you have to know, and what smart retailers have really adapted to, is that the role of brick and mortar is very different than it was five or 10 years ago,” Boyle said. “Some understanding of what that role is, and reacting to it and designing experiences around it, [is how] you become successful.”

Dick’s has been rethinking its relationship with customers — or “athletes,” in the company’s parlance — and transforming its physical spaces in response to digital trends, according to Steve Miller, senior vice president of strategy and analytics. Dick’s and other companies are facing a transformative challenge: “how to compete in the age of Amazon, where convenience is being redefined every day,” Miller said.

From a celebrity-studded fashion show and working with new brands to batting cages in stores, here’s how Dick’s Sporting Goods retail stores are evolving.

Shifting the role of stores to meet customer needs

Boyle said customers in the digital era visit stores for three key reasons:

1. To fill an immediate need. Sometimes two-day, or even one-day, shipping isn’t quick enough. When parents find out their child’s soccer cleats don’t fit the night before the first practice, Boyle said, they depend on being able to visit a store.

2. To talk to an expert. The internet provides a great deal of information, but it can be hard to tell the good from the bad. Retail staff with expertise increasingly serve as consultants to help people figure out what they need, Boyle said.

3. To have a tangible experience. Customers often want to test equipment like baseball bats or golf clubs before buying. Dick’s has made it easier to do so through measures like putting batting cages in stores. “Immersive and product-focused experiences are a way that we can really bring the purpose of retail to life in a new way,” Boyle said.

Adopting the right in-store technology

With mobile orders and online technology top of mind for the company, Dick’s has focused on transforming stores to meet digital behaviors. In-store technology has to serve a purpose, Boyle said. “We haven't put technology in stores just for the sake of having it there,” she said. “It has to tie back to one of those reasons.”

For example, an app allows customers to scan shoes and see all the sizes in stock. The company has also focused on perfecting its “buy online, pick up in the store” option. “This truly is the intersection between the digital and the physical. It's the perfect blend,” Boyle said.Having a robust, profitable physical retail business gives strength to new technological investments. “It funds investment in technology that other companies are not able to do,” Boyle said. “When you develop technology, you can roll it out to 800 fantastic stores and almost have scale instantaneously.”

Creating experiences

Customer experiences are a blend of physical and digital strategies, Boyle said. Last October, Dick’s held an outdoor fashion show in New York City, with models that included former baseball player Alex Rodriguez, women’s soccer star Carli Lloyd, and reality star Demi Burnett from The Bachelor. Another event, the D ick’s Outdoor Adventure Tour , involved turning store parking lots into interactive sales spaces with bike tracks to help customers to test ride bikes and enormous paddle pools for trying out kayaks.

Online news coverage of events like the fashion show draw customers to stores and the company website, Boyle said, and events result in increased sales in the associated stores as well as in surrounding ZIP codes and online.

Meeting customers where they are

85% of sales at Dick's Sporting Goods are made in physical stores.

Not only are customers doing more shopping online, but online habits are changing over time. In the last few years, Miller said, customers have shifted from starting most product searches on Google to starting searches on Amazon’s website. “If you're not on Amazon from a product search perspective, you've got to really think long and hard about how you get traffic,” he said.

Boyle said the company thinks about interacting with customers where they spend their time, both physically and online. “You don’t want to be waiting for the Google search to be getting someone to your website,” she said. “You want to be thinking about where and when can I interact with them? When are they thinking about sporting goods and their activities?” The company also tries to interact with coaches, parents, and other people connected to athletes.

Dick’s marketing strategy has included launching sponsored games on Snapchat and holiday television ads featuring products coming to life that were also posted on Instagram. “It’s a way for us to be in a space that feels fun and engaging but still reminds the consumer about the footwear that they might be considering at that point in time,” Boyle said.

Managing brand relationships

Partnering with brands is a longstanding part of sales strategy at Dick’s, which was one of the first companies to carry Nike products, Miller said. Today the company aims to create strong private brands as well as build relationships with digitally native companies and national brands.

Dick’s aims to reach $2 billion in private label sales in the next couple years, Miller said, through brands like CALIA, a high-quality athleisure brand developed with Carrie Underwood, and DSG, a new line of quality basics and staples that Miller said will likely be the company’s biggest brand in the near future.

“We feel like [if] we can master that trinity between great national brand relationships, investments with digitally native brands, and then building our own brand portfolio … we’re going to be well-positioned for the future,” Miller said.

Related Articles

Dick’s Sporting Goods to Ramp Up Store Growth After Record Year 

Dick's executives said they plan to expand the Dick's House of Sports experiential store banner. They also reiterated the company's commitment to the outdoor industry but did not outline new store plans for Public Lands. 

Dick’s Sporting Goods reported record sales for 2022.  

Leadership at the retailer said they plan to expand the Dick’s House of Sports experiential store chain and continue the company’s commitment to the outdoor industry.  

For Q4 2022, revenues rose 7.3% to $3.6 billion, a quarterly record for the company.  

Comparable store sales climbed 5.3% in Q4 on top of the 6.6% increase in the prior-year period.  

Net sales for the year were $12.4 billion, an increase of 0.6% over 2021.  

That’s also up 41.3% versus 2019, prior to the COVID-19 pandemic.  

Net income fell 32% to $236 million for the fourth quarter.   

Earnings declined 27% on an adjusted basis compared to the prior-year quarter, to $258 million, or $3.64 per share.  

About 80% of the company’s Q4 growth was driven by sales in footwear, athletic apparel, team sport s and golf.  

“Following two consecutive record years, we are very pleased with our 2022 performance, which was the largest sales year in our company’s history,” Ed Stack, executive chairman, said in a statement.  

Committed to Outdoor Category 

During today’s earnings call, CEO Lauren Hobart mentioned the company’s new outdoor-focused banner Public Lands, which serves enthusiasts and outdoor athletes, as well as the Dick’s acquisition of outdoor retailer Moosejaw.  

“These are affirmations of our commitment to growth in the multi-billion-dollar outdoor category,” she said.  

The company declined to comment further on the Moosejaw acquisition as the transaction has not yet closed. It’s scheduled to do so this month.  

Inventory Adjustments  

Navdeep Gupta, chief financial officer for Dick’s, attributed some of the company’s success to “compelling item-level deals” during the holiday season.  

“Additionally, we continued to address target inventory overages due to the late-arriving spring products (in 2022),” he added. “As a result of these actions, our inventory is in great shape as we start 2023.”  

Hobart reiterated that the company had significant inventory challenges in Q1 and Q2 of 2022.    

“That’s the whole reason why the inventory came in late as the year went on,” she said.   

However, that inventory issue has been resolved, according to Hobart.  

“Our (new) spring product is in,” she said. “We have a fantastic assortment.”  

The company has been using 2019 as its comparable year, but Hobart said it will be using 2022 as the baseline from now on.  

“It is our hope that this year there’s finally some normalized seasonal cadence,” she added.   

“With the inventory challenges last year and the impact that had on consumer shopping behavior, as well as some of the issues people were having with inflation, all of that hopefully will normalize this year.”  

Ramping Up House of Sport

The company is converting its existing 17 Field & Stream stores into House of Sport locations, which are multi-sport experiential stores.  

Dick’s, which is exiting the Field & Stream business, closed 12 of the Field & Stream stores during Q4 2022 and plans to convert the remaining stores by 2024.  

For 2023, the Dick’s capital allocation plan includes capital expenditure of $550 million to $600 million.  

“We are excited to return to growing our square footage,” Gupta said. “House of Sport will be the primary driver of this market.”  

Dick’s did not announce new store plans for Public Lands, which currently operates seven stores. Four of those locations opened last fall.  

In 2023, the company will open nine new House of Sport locations, comprised of one relocation and eight existing Dick’s and Field & Stream combination conversions.  

Dick’s will also begin construction on more than 10 new House of Sport locations that will open throughout 2024.  

“We’ve been reinventing sports for 75 years,” Hobart said.  

“Over this time, we’ve grown significantly to become the largest omnichannel sports retailer in the U.S., a $140 billion industry, and the number one premium golf and team sports destination in the world.”  

Bart Schaneman can be reached at [email protected].  

Dovetail Workwear for Women Makes Inroads in Outdoor Specialty

We spoke with co-founder and Head of Product Sara DeLuca about the workwear brand's mission and growth strategy.

Bell, Giro Parent Will Entertain MNC Offer if Price Boosted Beyond $3B

Vista Outdoor said it’s opening some of its books to MNC in hopes of a higher offer than its $37.50-per-share proposal made in March.

Alterra Mountain Company Closes Acquisition of Mike Wiegele Helicopter Skiing in British Columbia

The purchase expands the company’s premium heli-skiing portfolio, complementing CMH Heli-Skiing & Summer Adventures.

Strava Names New Chief Product Officer, Chief Technology Officer

Matt Salazar is the new chief product officer and Rob Terrell, chief technology officer.

SIA Leadership Summit Advances Sustainability, Climate Change Talks 

The summit is the catalyst for first-of-its-kind “Certificate of PFAS Compliance” template, meeting state requirement.

Outside Festival Announces Lineup for Film x Ideas Series

Festival tickets and VIP packages are on sale now at TheOutsideFestival.com.

Arc’teryx Announces New Climate Targets

The company makes ambitious commitment to a net zero future.

Jackson Hole Mountain Resort Marks End of Successful Winter 2023-24 Season

Record-breaking late-season snowfall delights visitors; new sublette lift will debut next year.

• Get 7 Days Free

DICK’S Sporting Goods & SidelineSwap Expand Resale Partnership in 2024

DICK’S is bringing the circular economy to sports by giving athletes the opportunity to trade-in their used sports gear and instantly receive a DICK’S e-gift card for the trade-in value at over 300 trade-in events at DICK’S locations in 2024

DICK’S Sporting Goods (NYSE: DKS) and SidelineSwap , the world’s largest online marketplace for new and used sporting goods, are expanding their resale partnership for the third straight year to offer SidelineSwap’s recommerce services to more DICK’S athletes throughout the U.S. The growth of this partnership comes in direct response to consumers’ increased interest in resale to both save money and live more sustainable lifestyles .

Throughout 2024, DICK’S athletes will be able to drop-off their used sports gear at SidelineSwap trade-in events at select DICK’S locations throughout the U.S. The used gear will be evaluated by SidelineSwap buying experts, and athletes will be paid with DICK’S e-gift cards to use towards their next purchase. Items that do not qualify for trade-in can be donated or recycled responsibly.

DICK’S athletes who attended trade-in events in 2023 received an average payout of $120 for their used gear, and nearly all customers surveyed said they would be interested in reselling their used sports gear at least once per year.

Trade-in events in 2024 will be held at DICK’S locations in Pennsylvania, New York, New Jersey, Delaware, Maryland, Virginia, Massachusetts, New Hampshire, Rhode Island, Connecticut, Illinois, Michigan, Colorado, Wisconsin, and Georgia; with additional states potentially to be added. More detail on store locations and dates for upcoming events can be found on: https://www.dickssportinggoods.com/s/dicks-trade-in-by-sideline .

“While recommerce in fashion receives the lion’s share of national attention, recent studies show that 77% of recommerce actually happens in categories outside of apparel, such as sporting goods,” said Brendan Candon, CEO of SidelineSwap. “We are excited to increase consumer awareness in sports resale through our partnership with DICK’S and make athletes aware that they can trade-in items such as baseball and softball bats, golf clubs, hockey skates, lacrosse gear – as well as many other types of sports and outdoor gear – at our events.”

“With the start of the spring sports season approaching, this is a great time for families to take stock of what they have and what they need,” said Michael Stack, VP, Strategy & Corporate Development at DICK’S Sporting Goods. “SidelineSwap is a terrific partner that’s supportive of our efforts to make an impact in the recommerce space and our athletes really enjoy the convenience and purpose behind trade-in events.”

To date, SidelineSwap has helped over 2 million athletes resell over $250,000,000 of used sports gear to-date, and keeps 180,000 pounds of used gear out of landfills annually.

About SidelineSwap:  SidelineSwap – the world’s largest online marketplace for sporting goods – makes it easy for athletes, fans and sports families to safely buy and sell their gear. Founded in 2015, SidelineSwap has enabled athletes to earn more than $250,000,000 to date by reselling the extra gear they have at home. Buyers can expect to find great value on a wide range of inventory across all sports, and sellers can quickly & easily turn their used sporting goods into cash or shopping credit. SidelineSwap was one of the fastest growing marketplaces on Andreessen Horowitz's A16z Top 100 marketplace list for the 3rd year in a row, and is the recommerce partner of choice for leading sports & outdoor brands.

About DICK’S Sporting Goods:  DICK’S Sporting Goods (NYSE: DKS) creates confidence and excitement by personally equipping all athletes to achieve their dreams. Founded in 1948 and headquartered in Pittsburgh, the leading omnichannel retailer serves athletes and outdoor enthusiasts in more than 850 DICK’S Sporting Goods, Golf Galaxy, Public Lands, Going Going Gone! and Warehouse Sale stores, online, and through the DICK’S mobile app. DICK’S also owns and operates DICK’S House of Sport and Golf Galaxy Performance Center, as well as GameChanger, a youth sports mobile app for scheduling, communications, live scorekeeping and video streaming.

Driven by its belief that sports make people better, DICK’S has been a longtime champion for youth sports and, together with its Foundation, has donated millions of dollars to support under-resourced teams and athletes through the Sports Matter program and other community-based initiatives. Additional information about DICK’S business, corporate giving, sustainability efforts and employment opportunities can be found on dicks.com , investors.dicks.com , sportsmatter.org , and dickssportinggoods.jobs , as well as on Instagram , TikTok , Facebook , and X.

Category: Company

Doug Smith, SidelineSwap, [email protected]

Amanda Bonzo, DICK’S Sporting Goods, [email protected]

View source version on businesswire.com: https://www.businesswire.com/news/home/20240416779412/en/

Market Updates

Going into earnings, is eli lilly stock a buy, a sell, or fairly valued, what’s the difference between the cpi and pce indexes, 5 stocks to buy that we still like after they’ve run up, markets brief: stocks are starting to look cheap again, will earnings from these 10 ai stocks live up to the hype, what’s happening in the markets this week, what the next bitcoin halving means for etf investors, going into earnings, is microsoft a buy, a sell, or fairly valued, stock picks, pg&e earnings: near-term regulatory certainty supports industry-leading earnings growth, 10 best blue-chip stocks to buy for the long term, after earnings, is netflix stock a buy, a sell, or fairly valued, servicenow earnings: strong quarter with in-line guidance and increasingly attractive valuation, ford earnings: pro continues to impress while ev costs are contained, boeing earnings: paying for mistakes made long ago, taking back the factory floor, meta earnings: stock now fairly valued after latest selloff, march pce inflation index forecasts show mixed readings on price pressures, sponsor center.

Is DICK'S Sporting Goods (DKS) Outperforming Other Retail-Wholesale Stocks This Year?

I nvestors interested in Retail-Wholesale stocks should always be looking to find the best-performing companies in the group. Is Dick's Sporting Goods (DKS) one of those stocks right now? Let's take a closer look at the stock's year-to-date performance to find out.

Dick's Sporting Goods is a member of our Retail-Wholesale group, which includes 215 different companies and currently sits at #9 in the Zacks Sector Rank. The Zacks Sector Rank includes 16 different groups and is listed in order from best to worst in terms of the average Zacks Rank of the individual companies within each of these sectors.

The Zacks Rank is a proven model that highlights a variety of stocks with the right characteristics to outperform the market over the next one to three months. The system emphasizes earnings estimate revisions and favors companies with improving earnings outlooks. Dick's Sporting Goods is currently sporting a Zacks Rank of #2 (Buy).

The Zacks Consensus Estimate for DKS' full-year earnings has moved 3.3% higher within the past quarter. This means that analyst sentiment is stronger and the stock's earnings outlook is improving.

Our latest available data shows that DKS has returned about 32.8% since the start of the calendar year. Meanwhile, stocks in the Retail-Wholesale group have gained about 5.1% on average. As we can see, Dick's Sporting Goods is performing better than its sector in the calendar year.

One other Retail-Wholesale stock that has outperformed the sector so far this year is Williams-Sonoma (WSM). The stock is up 38.4% year-to-date.

Over the past three months, Williams-Sonoma's consensus EPS estimate for the current year has increased 4%. The stock currently has a Zacks Rank #2 (Buy).

Looking more specifically, Dick's Sporting Goods belongs to the Retail - Miscellaneous industry, a group that includes 20 individual stocks and currently sits at #155 in the Zacks Industry Rank. On average, stocks in this group have lost 0.1% this year, meaning that DKS is performing better in terms of year-to-date returns.

In contrast, Williams-Sonoma falls under the Retail - Home Furnishings industry. Currently, this industry has 7 stocks and is ranked #220. Since the beginning of the year, the industry has moved +11.6%.

Going forward, investors interested in Retail-Wholesale stocks should continue to pay close attention to Dick's Sporting Goods and Williams-Sonoma as they could maintain their solid performance.

To read this article on Zacks.com click here.

By providing your information, you agree to our Terms of Use and our Privacy Policy . We use vendors that may also process your information to help provide our services. This site is protected by reCAPTCHA Enterprise and the Google Privacy Policy and Terms of Service apply.

Foot Locker vs. Dick’s Sporting Goods vs. JD Sports Are Battling for Market Share: Who Owns What?

Peter verry, senior news and features editor, athletic and outdoor.

• Share on Facebook
• Share to Flipboard
• Show more sharing options
• Post to Tumblr
• Submit to Reddit
• Share on LinkedIn
• Share on WhatsApp
• Print This Page

The race to get a grip on the athletic footwear and sporting goods retail landscape continues.

On Tuesday, U.K.-based sneaker retailer JD Sports revealed its plans to acquire Birmingham, Ala.-based retailer Hibbett . The acquisition is JD’s latest move to make inroads in the hyper-competitive U.S. retail landscape, which began in March 2018 when it announced the acquisition of Finish Line for $558 million.

Below is a breakdown of the banners JD Sports, Foot Locker Inc. and Dick’s Sporting Goods owns.

• In March 2018, JD Sports announced the acquisition of Finish Line for $558 million.
• In December 2020, JD Sports announced its acquisition of Shoe Palace Corp. for $325 million.
• DTLR was acquired by JD Sports in February 2021 for $495 million.
• JD Sports announced plans to acquire Hibbett in April 2024, and stated the transaction is expected to be completed in the second half of the year.

Dick’s Sporting Goods

• Dick’s Sporting Goods agreed to buy Golf Galaxy in November 2006 for $225 million, and the acquisition was finalized in February 2007.
• Dick’s Sporting Goods announced in November 2020 that it would enter the outdoor category with Public Lands . The first store opened in Cranberry Township, Pa., in September 2021.
• In April 2021, the retailer revealed a new store concept, House of Sport , replete with “multisport experiences.”
• Dick’s announced its off-price debut in May 2021 with Going, Going, Gone!, as well as its Dick’s Sporting Goods Warehouse Sale store format.
• In February 2023, Dick’s Sporting Goods announced the acquisition of outdoor retailer Moosejaw from Walmart. The terms were not disclosed.

Foot Locker Inc.

• Champs Sports and Kids Foot Locker are subsidiaries of Foot Locker Inc. In June 2022, Foot Locker Inc. merged the Eastbay.com retail website into the Champs Sports banner, in line with its plan to consolidate the  two banners  that began in 2019.
• Foot Locker Inc. announced in August 2021 the acquisition of WSS (Eurostar Inc.) for $750 million and Atmos (Text Trading Company K.K.) for $360 million, both cash deals. (In October 2023, the company confirmed with FN that it was closing Atmos’ three U.S. stores and focus on Japan.)

About the Author

Peter Verry is the Senior News and Features Editor for Athletic and Outdoor at Footwear News. He oversees coverage of the two fast-paced and ultracompetitive markets, which includes conducting in-depth interviews with industry leaders and writing stories on sneakers and outdoor shoes. He is a lifelong sneaker addict (and shares his newest purchases via  @peterverry  on Instagram) and spends most of his free time on a trail. He holds an M.A. in journalism from Hofstra University and can be reached at [email protected].

Most Popular

You may also like.

Advertisement

Dick’s Plans New Slate of Sporting Goods Resale Events with SidelineSwap

• April 16, 2024 at 11:34 AM EDT
• By Nicole Silberstein

Dick’s Sporting Goods is expanding its partnership with sporting goods resale marketplace SidelineSwap following a previous expansion in 2023 . 

As the partnership moves into its third year, SidelineSwap’s recommerce services will be available at more Dick’s locations across the U.S. through an ongoing series of trade-in events. During these events, Dick’s customers can bring in their used sports gear for evaluation by SidelineSwap experts. Customers will be paid for their used goods with Dick’s e-gift cards to use toward their next purchase, and items that don’t qualify for trade-in can be donated or recycled responsibly.

“While recommerce in fashion receives the lion’s share of national attention, recent studies show that 77% of recommerce actually happens in categories outside of apparel, such as sporting goods,” said Brendan Candon, CEO of SidelineSwap in a statement. “We are excited to increase consumer awareness in sports resale through our partnership with Dick’s and make athletes aware that they can trade-in items such as baseball and softball bats, golf clubs, hockey skates, lacrosse gear — as well as many other types of sports and outdoor gear — at our events.”

Dick’s customers who attended trade-in events in 2023 received an average payout of $120 for their used gear, and nearly all customers surveyed said they would be interested in reselling their used sports gear at least once per year.

2024 trade-in events will be held at Dick’s locations in Pennsylvania, New York, New Jersey, Delaware, Maryland, Virginia, Massachusetts, New Hampshire, Rhode Island, Connecticut, Illinois, Michigan, Colorado, Wisconsin and Georgia, with the possibility of additional states.

“With the start of the spring sports season approaching, this is a great time for families to take stock of what they have and what they need,” said Michael Stack, VP of Strategy and Corporate Development at Dick’s in a statement. “SidelineSwap is a terrific partner that’s supportive of our efforts to make an impact in the recommerce space, and our athletes really enjoy the convenience and purpose behind trade-in events.”

• Posted In: Omnichannel Alignment , Sustainability
• Tagged With: Dick's Sporting Goods , recommerce , resale , seondhand goods , SidelineSwap , sporting goods resale , trade-in events , used goods
• This post has been read by 228 executives in the retail industry.
• June 4-6, 2024
• Chicago, IL

Join the retail community as we come together for three days of strategic sessions, meaningful off-site networking events and interactive learning experiences.

• News Briefs

Foot Locker Debuts ‘Store of the Future’ in New Jersey

Kizik Extends NYC Pop-Up Through Memorial Day Due to Shopper Demand

65% of Retail Employment Applications Made on Mobile Devices

Crossing Borders and Breaking Down Retail Barriers: 4 Steps to Successful Ecommerce Expansion

3 Ways Generative AI is Transforming Brand Experiences 

Get access to exclusive content including newsletters, reports, research, videos, podcasts, and much more.

Address: 100 Broadway, 14th Floor New York, NY 10005

Phone: 1.888.603.3626

Email: info [at] retailtouchpoints.com

Access The Media Kit

Access our editorial calendar.

Dick’s Sporting Goods new location is now open

WATERTOWN, New York (WWNY) - Dick’s Sporting Goods is officially open in its new home in Watertown’s Towne Center plaza.

Plans for the new location have been underway since 2022 and included a new building being built.

The Dick’s location at the Salmon Run Mall has officially shuttered after about 20 years there. Customers will now be directed to the Towne Center location with moving signs plastered on doors at the mall.

Mall officials say they are working on filling the Dick’s storefront.

Copyright 2024 WWNY. All rights reserved.

Lacrosse player’s family pursues criminal charges after ‘violent action’ during game

Researchers hunt for ‘living fossil’ in Oswegatchie River

Potsdam man charged with rape and incest

St. Lawrence County land could soon be part of Akwesasne Nation

Ogdensburg woman held without bail after fentanyl bust

Latest news.

Warmer on Friday

WWNY Ogdensburg woman held without bail after fentanyl bust

Alexandria Bay improving municipal golf course

Ogdensburg prepares for Ivy Ridge survivors' demonstration

WWNY Waddington awarded $2M to improve village

• Business Directory

Browsing Moscow, ID Businesses

Explosions Rock Moscow in Brazen Early-Morning Drone Attack

Residents awoke to a series of blasts just before 3:30 a.m. local time.

Allison Quinn

News Editor

via Telegram / 112

Several explosions rocked Moscow early Sunday morning in a drone attack that damaged a skyscraper, left at least one person injured, and shut down local airspace, according to local reports.

The Moscow City business center took a direct hit in the attack, with footage from the scene showing debris and smoke apparently pouring from the building. Local outlet 112 reported that a security guard was injured in the strike, though Moscow Mayor Sergei Sobyanin said no injuries had been reported.

“Ukrainian drones attacked tonight. The facades on two [Moscow] City office towers were slightly damaged,” Sobyanin wrote on Telegram.

Residents reported hearing multiple explosions just before 3:30 a.m. local time, as air defenses were activated to shoot down the drones. Witnesses told local media at least one of the drones appeared to tear through a floor in the Moscow City skyscraper, blowing out nearby windows in the process.

Russia’s Defense Ministry claimed to have “suppressed” two drones, causing them to lose control and crash into Moscow City, and to have shot down a third drone.

Airspace over and around the city was shut down as a result of the attack, and Vnukovo International Airport temporarily halted incoming and outgoing flights.

Got a tip? Send it to The Daily Beast  here .

READ THIS LIST