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Market Research Company NPD Group Sold to PE Firm

objmigrationbot — Fri, 22 Oct 2021 01:39:40 +0000

The outdoor industry has seen M&A accelerate in recent months, as evidenced by a spike in both strategic and financial deals involving brands, retailers, and even media.

Now that list includes yet another type of business—consumer research provider. This week, NPD Group, the Port Washington, New York-based global firm that specializes in market analysis (including the outdoor industry), announced it had agreed to be acquired by the private equity firm Hellman & Friedman for an undisclosed amount.

Under the terms of the deal, NPD’s executive chairman, Tod Johnson, and its CEO, Karyn Schoenbart, will retain a minority stake in the business and continue serving on the NPD board of directors.

“As a leading source of market information and advisory services for general merchandise and foodservice, NPD is committed to helping our clients and the industries we serve achieve data-driven growth for many years to come,” Johnson said. “H&F shares our focus on long-term growth and has the resources and expertise to not only continue but also accelerate NPD’s momentum and long track record of success. Both Karyn and I are delighted to have the opportunity to partner as minority investors alongside H&F as we work in close collaboration on a long-term strategic plan and transition over time to the next generation of NPD leadership.”

Added Schoenbart, “In a period of rapid change, NPD has helped guide our clients with omni-channel data, industry expertise, and analytics to help them understand unprecedented market shifts. It has been exciting to play an increasingly important role in the strategies of our clients by providing insight into what is happening today and what to anticipate in the future. We expect H&F to continue our tradition of client partnership and innovation with new products, data sources, and next-generation platforms to make our information even more comprehensive, accessible, and actionable.”

NPD, whose roots date back to 1966, said it’s the “eighth largest market research company worldwide, with operations in the Americas, Europe, and APAC, covering more than 20 industries.”

The company added that its innovations “include launching the first point-of-sale tracking services for general merchandise sectors, developing the in-home scanning technology used by many research companies around the world today, pioneering online surveys, introducing the breakthrough digital measurement methodology that powered Media Metrix, and building the first receipt-based market measurement system.”

Those credentials were attractive to H&F, the San Francisco-based PE firm whose portfolio includes companies from such sectors as energy, financial services, health care, insurance, retail, and software.

“Rapidly evolving consumer expectations and the growth of e-commerce are accelerating the pace of change in the retail landscape,” said Blake Kleinman, a partner at H&F. “In an environment of unknowns, the ability for companies to use omni-channel analytics to measure and improve performance is more important than ever before, and NPD is extremely well-positioned to provide these critical insights to its customers and retail partners.”

NPD Causes Controversy in the Outdoor Industry

NPD publishes all manner of outdoor sales data, but the longtime firm came under fire from Grassroots Outdoor Alliance earlier this year for one of its claims regarding specialty retail sales.

In the January 2021 edition of Outdoor Retailer magazine, NPD analyst Dirk Sorenson wrote that sales at outdoor specialty retailers had declined 32 percent through October 2020, adding that “outdoor specialty retailers have faced challenges due to store closures.”

Grassroots refuted the claim, pointing out that only one member shop had closed—due to retirement, no less—and that of its 73 members stores at the time (a number that has since grown to nearly 100), only two reported their point-of-sale (POS) data to NPD.

OBJ contributor Marc Peruzzi outlined the dispute in an article earlier this year,��which first appeared in OBJ’s summer magazine and later online.

“In a letter to Outdoor Retailer and NPD, Grassroots demanded clarification and an apology,” Peruzzi wrote. “The magazine published their demands. Some back and forth between Grassroots and NPD followed, but Grassroots wasn’t satisfied with NPD’s counterargument. There’s too much at stake, says Rich Hill, Grassroots’s executive director. If a CEO on the vendor side believes that specialty is in trouble, Grassroots asks, what happens to the co-marketing dollars or the test products designed for specialty shops and their opinion leader clientele? When CEOs rely on incomplete or just plain wrong retail sales data, Hill says, those types of investments get cut. In effect, the prophetic narrative ‘specialty is in trouble’ fulfills itself.”

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Outdoor’s Big Data Problem

objmigrationbot — Fri, 13 Aug 2021 22:42:16 +0000

We live in an era of big data. Enabled by technology capable of tracking every consumer sale and even the whereabouts of consumers themselves—within two feet if you’re running certain apps—data capture drives growth across industries. It’s not a coincidence that your favorite streaming service is teasing you with that new series you Googled last night, or that the banner on The New York Times hit you with a ski pass sale shortly after your last day on the hill. Knowing who buys what, when, and where is a clear advantage—an advantage the outdoor industry just does not have. I’ve spent my career reporting on the outdoors. There’s something very fishy in our numbers.

Hell, we can’t even get the easy point-of-sale (POS) stuff right. At least, that’s true if you believe the folks behind Grassroots Outdoor Alliance, which acts as the unofficial voice of much of outdoor specialty retail.

This past January was a WTF moment for Grassroots. The dispute started with a column written by Dirk Sorenson, an analyst for the consumer research firm NPD Group, in the January 2021 edition of Outdoor Retailer magazine.

Most of the commentary was innocuous and obvious—consumers wanted to get outside during the pandemic. But in paragraph six, Sorenson slipped in an incendiary statistic. Outdoor specialty retailers, he wrote, were down a staggering 32 percent through October of 2020. He followed that up with a vague claim that “outdoor specialty retailers have faced challenges due to store closures.”

Grassroots—a collective of independent specialty retailers—was tracking different numbers. Over the same time frame, its research showed top-line sales for the 196 storefronts in the group down just 2.18 percent. This, during what The Washington Post called the worst economic downturn since World War II. As for permanent closures, Grassroots lost only one shop—due to retirement. Grassroots was done with the tired narrative about brick and mortar dying. Ditto with the running oversimplification that specialty brick and mortar and specialty e-commerce are disparate entities; 50 percent of Grassroots shops run e-commerce platforms. More than that, Grassroots disputed the notion that NPD’s analysis speaks for what most industry people think of as specialty retail. Of 73 stores Grassroots surveyed (the coalition has since grown to 96 members) only two reported to NPD.

In a letter to Outdoor Retailer and NPD, Grassroots demanded clarification and an apology. The magazine published their demands. Some back and forth between Grassroots and NPD followed, but Grassroots wasn’t satisfied with NPD’s counterargument. There’s too much at stake, said Rich Hill, Grassroots’s executive director. If a CEO on the vendor side believes that specialty is in trouble, Grassroots asked, what happens to the co-marketing dollars or the test products designed for specialty shops and their opinion leader clientele? When CEOs rely on incomplete or just plain wrong retail sales data, Hill said, those types of investments get cut. In effect, the prophetic narrative “specialty is in trouble” fulfills itself.

“NPD put out a misleading statement about the health and wellness of our industry,” Hill said. “That’s all that CEOs read. Somebody has to say it: nobody that we talk to in outdoor specialty retail trusts their data. The path to redemption starts with an apology.”

Whether derived from political pollsters or POS transactions, data are usually taken as fact—it’s human nature to assume there can be no nuance in projected numbers; no sampling errors; no muddy language in surveys. But it’s high time we embraced some skepticism. In politics, we now know those most likely to answer a call from an unknown number are older liberals. Even with robust margins of error, when a sample isn’t representative, neither are the projections. The more you extrapolate, the worse it gets. Something similar might be at play with the NPD and Grassroots misfire. Do the Grassroots and NPD definitions of specialty retail even line up? It depends on whom you talk to. NPD says it has a good handle on outdoor specialty. Grassroots says it’s not even close.

But the story of data in the outdoor industry is bigger than the recent spat. Tracking participation is even tougher than the POS stuff. Unless we’re selling tickets, booking campsites, or issuing licenses, what is there to count? And what about all the people taking advantage of free access to our public lands? All we can do is estimate the number of people running, hiking, backcountry skiing, climbing, paddleboarding, and biking. And frequency is even harder to track—after all, there’s no turnstile at the trailhead. For an industry that prides itself on its bona fides, we often don’t have a clue about what’s actually happening outdoors.

How Do You Count an Outdoorsperson?

My favorite participation stat comes from telemark skiing. Back when I was the editor of Skiing magazine in the mid-aughts, Outdoor Industry Association (OIA) estimated that in the U.S. there were 4.2 million telemark skiers. Sound accurate? There were only 7 million total skiers then. The slow hippies in their Peruvian hats would have outnumbered snowboarders two to one. Of course, this was total bunk. Even in tele hotbeds like Telluride, Colorado, alpine skiers dominated. I knew this because I looked around lift corrals.

My editors at Skiing tried to investigate the telemark glitch. But with OIA standing by its data (they have new researchers now, by the way), we were left to surmise the survey respondents confused telemark skiing with telemarketing, which had reached critical misery at the time. As in: “oh hell yeah I’ve been telemarketed. I can’t stand those people.” Just as peculiar, though, in 2007, OIA’s Outdoor Foundation (OF) counted 1.7 million telemark skiers, but by 2016 that number was back up to 2.8 million—this during a stretch when anyone in the ski business would attest that telemark skiing had fallen off a cliff.

This stuff matters to the outdoor industry. Do you really want to be producing telemark boots, or trail running shoes, or expedition backpacks with a cloudy estimate on participation numbers? It also matters for advocacy. “If you want new trails,” said the International Mountain Bicycling Association’s executive director Dave Wiens, “there are many boxes to check along the way. One of those is building community will. That’s true nationally and locally. Mountain biking is a hard sport to really calculate user days on. Right now frequency is going way up because of better bikes and trails, but the industry numbers don’t reflect that. Which means it can be hard to communicate to someone how important trails are to people. Better data would help.”

The trade groups and their research arms have done better lately, but I still see suspect numbers. Backcountry snowboarding is one example. Snowsports Industries America (SIA) counts 650,000 “snowboard tourers” in the U.S. For perspective, that’s only 50,000 fewer snowboard tourers than backcountry skiers. But even though splitboard sales have been strong for years, those sales don’t add up to 650,000 users. (And certainly not to the 1.5 million snowboard tourers that OF tabulates.)

Since 2016, SIA told me, the splitboard market has done roughly $17 million in retail sales. If each splitboard sells for $800, that’s 21,000 splitboards sold. Even if you doubled that number ($34 million top line in splitboard) by going back to 2010, that would mean that 42,000 people bought splitboards in the last decade or so. Let’s be generous and say that another 100,000 snowboarders who hike the backcountry in boots or snowshoes, or on approach skis (haven’t seen that in a while) identify as “snowboard tourers.” Rounding up, that gets us 150,000 snowboard tourers. Maybe. Brendan Madigan, owner of Alpenglow Sports in Tahoe City, California—the healthiest snowboarding market in the country—told me that he sells skis to snowboards at a ratio of 30 to one. As for participation, said Madigan, in Tahoe it’s more like seven to one. “There’s no way those participation numbers are accurate,” Madigan said. “Snowboard touring has grown, but the sales don’t come close to those estimates.”

It’s this type of calculus—mine, not SIA’s—that people like Adam Howard, the publisher of Backcountry magazine, do all the time to gauge market size. “Frankly, we’ve never trusted the numbers that OIA or SIA provide,” Howard said. “Our best numbers have always come from talking to friends in the industry who make and sell gear. If passionate backcountry skiers—the ones we focus on—burn through AT boots every three years, we can get a feel for how many of those skiers are out there.”

Trail running is another tricky one. With 11.8 million trail runners in 2020 according to OF, it would seem that running on dirt is leaving the stratosphere—doubling participation since 2012. OF researcher David Mudd told me they feel good about the data. After all, the survey goes out to 18,000 people.

But do the numbers bear out? I’d argue they don’t. And here’s why: simply owning a pair of trail running shoes might make a survey respondent identify as a trail runner. “There is no way that the trail running numbers are accurate,” said Wes Allen, co-owner of Cody, Wyoming’s specialty retail shop Sunlight Sports. “Not to denigrate trail running, because participation is certainly up. But most trail running shoes are worn in grocery stores. Bad analytics have warped the outdoor industry. And worse, it distracts the industry from what it should be doing. Instead of focusing on trail running, what if, as an industry, we were talking about trail access and diversity? We wouldn’t be so far behind the eight ball right now.”

Imbroglio Revisited

And then we have the Grassroots and NPD squabble. To an outsider, it might seem overblown, but to the Grassroots crowd it isn’t. Grassroots retailers are convinced there’s a fundamental disconnect between the shops NPD collects POS data from and the ones that Grassroots considers specialty retail. In fact, said Grassroots’s Hill, the two may barely overlap. “The way they describe specialty retail and the way we describe it are two different things,” Hill said.

NPD is a global corporation that runs market research on more than 20 industries—everything from toys to makeup. The group collects POS data from more than 600,000 retail locations and issues more than 12 million consumer surveys each year. Under the NPD umbrella you’ll find sports. And under sports you’ll eventually find specialty outdoor. (NPD claims 1,450 sports specialty doors, including specialty outdoor, cycling, snow, and run.) Contrariwise, Grassroots, as its name implies, is a bottom-up collective of independent specialty retailers. If, as Grassroots asserts, NPD is missing its type of store, that’s a problem.

It’s in proving or disproving that claim that things get nebulous. Because NPD won’t share its independent outdoor specialty retail list, all we really know is that when Grassroots interviewed 73 of its members a few months ago, only two were reporting POS data to NPD. While NPD asserts that its take on outdoor specialty retail only includes stores with five doors or less with a core focus on the goods shown at the Outdoor Retailer trade show, independent analysis done by people like Allen and Hill make it easy to question that claim.

Case in point: the products NPD says are top movers are sometimes duds within Grassroots. By way of example, Allen singled out a tent from a few years back. He wasn’t aware of much buy-in by outdoor specialty, but NPD data called it a top performer. Upon asking another retailer about it, he learned that a bunch had been dumped on closeout. He also learned that the tent maker hadn’t even produced as many tents as NPD predicted it would sell.

Now imagine you’re a tent maker. Should you build a tent to compete? If you’re a specialty retailer, should you buy such tents? On the flip side, Allen strongly suspects that major vendors (he doesn’t want to say which) have killed or defunded successful specialty product launches because of incomplete data like this. Part of this is specialty’s fault—they haven’t been as good as Amazon and Backcountry.com types at capturing sales live—but part of it, said Hill, is on NPD and how outdoor specialty retail is defined.

The next level of confusion, said Grassroots, arises when NPD produces outdoor specialty analysis based on such data. NPD’s analysis is often obfuscated with lines like this: “over the last year, the sports industry has exceled [sic] in using unrequited demand to drive consumer interest.” But NPD’s logic frequently doesn’t track, either. Information vacuums, like the confusion between brick and mortar and specialty e-commerce, are common. Because NPD often doesn’t do a good job of explaining its data and analysis, the fallout can be confusing. Would you know, for instance, that the category “accessories” includes backpacks, bags, and duffels? Or that NPD doesn’t “see” sell-in data, only sell-through?

Which gets us to yet another Grassroots beef: confirmation bias. Because NPD has been so bullish on e-commerce, are they too beholden to the trope that if e-commerce is strong then brick and mortar must therefore be weak?

Sorenson denied the allegation and described himself as optimistic on independent specialty retail. In fact, Sorenson disputed most of the allegations I presented. The discrepancies in product performance between Grassroots and NPD, he said, are due to the fact that NPD’s sampling is larger, more diverse, and includes retailers that aren’t part of Grassroots. Sorenson also discounted the weight of NPD analysis among outdoor industry CEOs. “Many of our retail and manufacturer partners dive far more deeply [into the data] than an article,” he said. “It’s far more robust. Those conversations aren’t based on a single article, but more on deep analysis.”

Nuance Beats “Data,” but Good Data Helps

Alpenglow’s Madigan recently told me that retail is sort of like legalized gambling. You study the market and your customers, and place your bet. The same is true with the industry at large. With so much uncertainty and so much at stake, it’s natural that we’re attracted to numbers. When we’re looking to defend a decision—to our bosses, investors, or families—numbers feel like our best armor.

But are they? A ski product manager who wanted to remain anonymous* told me that when the market research firm Leisure Trends was sold to NPD in 2013, the quality of some of the data he got via SIA immediately sank. (SIA partners with NPD for part of its research.) As with outdoor, he said, NPD’s winners and losers in the gear wars just weren’t matching up with what he was seeing. A bike industry source on the vendor side said much the same thing, adding that when he’s in the business of identifying trends, he isn’t turning to NPD—he’s working the phones. Yet another anonymous source, this one a market researcher, put it more bluntly: “NPD data have long had a blind spot in specialty. I think that’s agreed upon in the industry.”

NPD disputes that the quality of its specialty retail data declined when it acquired Leisure Trends. On an initial phone interview, NPD’s David Riley called this idea “sour grapes.” Sorenson was more careful. By increasing the scale of the sample and introducing more rigorous methodologies, he said, NPD’s specialty data grew stronger. But by expanding to that larger collection of shops, the numbers also changed. They would have to. “I could see that causing some disconnect,” Sorenson said. “The old [sample] might have been a really targeted subset. [But now] NPD allows retailers to compare [themselves] to the aggregate—the rest of the market, not just a small subset.”

That, of course, brings us back to the fundamental question: Is NPD talking to specialty retailers as we know them? Again, Grassroots says no way. And as a result, Grassroots is in the midst of building its own market research tool to better serve its member shops and vendors. The platform, called Switchback, is the brainchild of Hill and Greg Squires, the founder and CEO of Pivot Point Solutions. The seed of the idea, though, came from work that Squires did for a similar category—independent booksellers.

Like specialty outdoor, ski, and even bike, indie booksellers had long lived under the cloud of a narrative that spelled their doom. But the prognostications didn’t match reality. Between 2009 and 2018, new independent bookstores grew by 49 percent. This, while chain retailers lost storefronts and Amazon consolidated its power. Could it be simultaneously true that independent bookstores could thrive while the world’s largest bookseller did, too?

The answer is yes. Business is nuanced, and tired tropes are symptomatic of lazy thinking. A Harvard Business School researcher made a case study of bookstores in 2020. The takeaway? Indie bookstore success could be attributed to “community, curation, and convening.” Meaning they served specific customers, found products that worked for them, and opened up their stores as gathering places. To Grassroots, that sounds like modern specialty outdoor retail.

To those three Cs I’ll add a fourth: capture. To push back on doomsday narratives, one needs solid data. With Switchback, if a product is flying off shelves somewhere, the rest of the network will see the trend coming. If vendors want to know how a flagship jacket is performing with early adopters, they’ll know in days. There will be no projections made based on a sampling. Thus far, Hill and Squires have signed on 82 Grassroots storefronts with 65 more in the works and have plans to include a broader coalition in a project called Indie Outdoors. They’ve invested more than $1 million in Switchback. “Extrapolation is often misleading,” Squires said. “This platform does not attempt to extrapolate. The data are the data. And that’s meaningful to the market, to the brands, and to the retailers.”

Live the Lifestyle and Believe Your Eyes

Keeping with the theme, I’m not going to end this piece with projections and extrapolations. The outdoor industry’s data problem is just the reality we live with as retailers and manufacturers, and even guides, magazine editors, and trail advocates. It’s tough to know what’s actually happening in our world.

That telemark anecdote? It dates to a time before the current research team at Outdoor Foundation. OF researchers will continue to hone their craft by cleaning up survey language, excising joke respondents from lists, and diversifying sampling. They have to. OF researcher Mudd once saw stick-and-ball-sports category data that indicated that one in seven humans on earth play volleyball. “Data science is significantly better than it was a decade ago,” he said. “I feel confident in our current data. We’re not leading the witness. Or using confusing terminology. But with any research methodology, as much as you try to perfect it, there will be imperfections.”

That type of humility and the Switchback experiment offer hope. Some healthy data skepticism helps. From what I can tell, nobody is trying to get the numbers wrong. When in doubt, make some calls, ask questions, get outside, and believe your eyes.

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Bikes Have Won Big in Pandemic Equipment Sales

objmigrationbot — Sat, 30 May 2020 10:51:05 +0000

The sales numbers coming out of the pandemic thus far paint a picture of unpredictable, if short-lived, demand. In the first few weeks, dehydrated meals—the kind backpackers carry to lighten their loads—seemed to be worth their weight in gold. Companies like Mountain House, Backpacker’s Pantry, and dozens of others saw sales spike, sometimes as much as 1,000 percent, out of nowhere.

“Our sales were up ten times in March,” said David Koorits, co-founder of Good To-Go, a dehydrated meal brand in Maine that has a devoted following among outdoor enthusiasts. “We saw an initial surge right after states started locking down. Some people were ordering as many as 100 or 200 meals at a time. We’ve seen that occasionally for big expeditions and trips, but never individuals ordering that quantity before.”

As spring wore on, however, sales at Good To-Go and other dehydrated meal companies slowly settled back to normal. Food shortages were not imminent, people seemed to realize. Demand for other outdoor survival products spiked in similar fashion, but almost universally those frenzies followed the same pattern—short, punctuated bursts of activity, declining interest, and an eventual return to baseline.

“Emergency rationing behavior led to a surge in demand for portable power devices,” such as those you might take backpacking, said Dirk Sorenson, executive director and sports industry analyst for the NPD��Group, a market research firm in New York. “That was pretty short-lived, though. After a couple weeks, people returned to normal purchasing behavior.”

Independent retailers saw interesting jumps in product movement, too. Charlie Wise,��owner of The Mountaineer in Keene Valley, New York, says his shop—which closed from March 16 to May 15 but continued selling products online—saw a spike in purchases of books and maps.

“People were sheltering in place and wanting to venture out,” he said. “If they couldn’t do it with their bodies, they wanted to do it with their minds, through books. We harnessed that demand. We rolled out a book campaign with staff picks, just to keep people connected to the store.”

The Big Winner

Through all the changes in brand and retailer sales, however, one category has risen consistently across the board since the pandemic began: bicycles.

“The biggest surprise to me has been the durability of the demand for bikes,” said Sorenson. “It’s remarkable that it hasn’t been satisfied yet. This pattern of consumer desire for bicycles has been very long, and people haven’t met the need in aggregate across the U.S., even after months.”

Recent numbers published by the NPD Group confirm the point.��In March, U.S. bike sales rose across virtually every category, with commuter and fitness bikes increasing 66 percent, leisure bikes increasing 121 percent, children’s bikes increasing 59 percent, and electric bikes increasing 85 percent.��Independent bike shops also saw repair orders rise by 20 percent overall. In the months since, the numbers have remained just as strong.

Industry Optimism

All of this has experts like��Trek president John Burke and former pro racer��Heather Mason��talking about a coming bike boom and a sunny-looking Q3 for 2020. It has also��reinforced the importance of brick-and-mortar retailers��for��people��Sorenson and others with a bird’s-eye view of the industry’s sales numbers.

“With all the store closures over the past two months, it gave us a good moment to see just how important brick-and-mortar retail is to outdoor equipment sales,” Sorenson said. “Many bike shops were classified as essential businesses and stayed open, and you can see the success of that. It really reinforces the power of brick-and-mortar sales in satisfying the needs of outdoor consumers who want try-and-buy, in-person experiences for purchasing technical equipment.”

In all, the uptick in bike sales across the U.S. amounted to more than $300 million in additional sales in Q1 of 2020. As Sorenson wrote in a recent blog post on NPD’s website, “All of this growth generates an opportunity for cycling retailers and manufacturers…to embrace a new group of customers expressing interest in cycling.”

A large part of that embrace,��Sorenson wrote, should focus on the surge in family riding.

“For independent bike shops, in-store messaging should focus on family. Family and trail-a-bikes should be placed in the front of the store and offerings shouldn’t be marginalized. Sales staff should be encouraged and trained to help with the basic questions a new family might ask about cycling, and encourage sales for this important segment. For broader retailers in the rest of the market, I would look long and hard at how bikes are initially built to assure that the first ride experience on a bike from a major retailer is a positive one.”

Looking Ahead

Whether the “bike boom” will pan out the way retailers and brands hope remains to be seen. Trek released a survey last month that showed 50 percent of Americans plan to ride their bikes more after the pandemic. Headlines are frequently declaring bike “shortages” in the U.S. as demand continues to outpace supply.

That’s obviously good news for cycling companies, though the picture could become more complicated when tariff exclusions on many Chinese-made bike products expire��in late summer and early fall. If those tariffs are reinstated, they will raise penalties on imports��as much as 25 percent above normal rates.

Still, most experts seem to regard the situation positively, at least for now.

“The new reality that we’re all faced with has brought many challenges along with it, but has also opened doors for opportunity in certain markets, including cycling,” Sorenson wrote in an assessment of the recent market changes. “More people are likely riding bikes today than in years past, and there’s no reason why this new culture shouldn’t persevere.”

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Breaking Down the Vista Outdoor Boycott

objmigrationbot — Sat, 13 Jul 2019 02:28:01 +0000

“Excuse me. Can you tell me where the CamelBaks are?” I asked a hovering, green-vested employee in a big metro REI store last fall. “We don’t carry CamelBak anymore,” she said. Obviously well-versed, she continued, “Their parent company also owns a semi-automatic rifle manufacturer, and we stopped selling all their brands back in March 2018. But I can show you some other great hydration systems this way.” Of course I knew that REI didn’t carry CamelBak or any other Vista Outdoor brands, and I realized my slip up moment I said it. I broke the news in a viral story when both REI and its Canadian counterpart MEC dropped the hydration company along with Blackburn, Camp Chef, Giro, and Bell, after the school shooting in��Parkland, Florida.

However, a little more than a year later, most of that has changed.��Vista sold off its gun making-companies (but still owns ammo brands), so REI welcomed the outdoor brands back to its shelves with open arms. Meanwhile, MEC hasn’t changed its mind yet. And Vista—with numerous hook and bullet brands—continues to be an adamant supporter of the NRA because “it’s the crux of who we are,” CEO Chris Metz said in an interview with American Rifleman (the publication displayed a Savage banner ad at the top of its website Friday).

Business as usual? It is nowadays. The boycott and REI’s immediate reversal illustrates the pressure and responsibility businesses face to take stances on hot-button issues: Patagonia leading the fight for public lands and climate; Unilever and Dove pushing for healthy body image; Dick’s Sporting Goods stopping gun sales.

In fact, consumers are expecting it more and more.

“Years ago, you didn’t really know the company behind a brand,” said Leslie Gaines-Ross, New York-based chief reputation strategist at Weber Shandwick. She researches CEO and consumer activism. “There used to be a very strong belief that the product brand was more important than the parent brand. What we’ve seen today is that the parent brand is just as important, if not more important than the product brand.”

A Recap of the Boycott

In February 2018, Aaron Naparstek, a journalist and cycling advocate, first tweeted about Vista’s ownership of some of his favorite bike brands alongside “America’s largest manufacturer of ammunition.” His tweet came six days after 17 people were killed and 17 others were injured in a shooting at��Marjory Stoneman Douglas High School.��The thread garnered hundreds of likes, retweets, and responses, and it prompted some independent bike retailers to drop Vista brands. Erik Tonkin, owner of Portland, Oregon’s Sellwood Cycle Repair was one of the first.

“When I made the decision, I made a very specific public statement: I will start selling Giro when they are sold off from Vista,” he said. (Since Giro and the other brands are still owned by Vista, Tonkin is continuing to keep them out of his store.)

Mega retailers MEC and REI quickly joined the boycott, amplifying the message. REI specifically halted orders because Vista didn’t “engage in the national conversation about common-sense gun safety” and the co-op didn’t want to help them “profit directly from the sale of guns.”

In May 2018, Vista’s Metz said a transformation plan that included divesting Savage Arms and eyewear brands had been in the works long before the boycott. But it’s unclear if the move was accelerated by the Parkland shooting and the boycott, or both or neither. OBJ reached out to REI, Vista, and CamelBak multiple times over the last year to try to understand how the boycott has impacted business. Our calls were not returned and/or our questions were deflected.

This week, after the $170-million sale of Savage Arms, Vista again declined to answer OBJ’s direct questions, but did say: “We have had productive discussions with REI. Our brands offer some of the most innovative, respected and sought-after products in their respective categories, and we look forward to continuing our dialogue with REI to bring our products back to their shelves.”

REI has also been outspoken about protecting public lands. (Photo: REI)

Customers Vote With Dollars

In both instances—REI’s boycott and decision to bring Vista back—customers’ reactions were mixed. There were those who were offended, those who applauded the move, and those who didn’t really care. Overall, the aftermath highlighted two things: how splintered hikers and hunters can be despite their crossover and shared appreciation of the outdoors; and how much a company’s response matters.

Drew Youngedyke, who manages communications for a national conservation organization, and also hunts, fishes, bikes, runs, and kayaks, said he appreciates when companies stand up for their values—it’s not something he’s going to punish them for. He said he intentionally rewards Patagonia with his purchases for their public lands stance.

Youngedyke commented on a Facebook post: “Still buy Federal copper [a Vista-owned ammo brand] for my deer rifle, still wear a Giro for my bike commute, still shop at REI for my trail running & backpacking gear. We don’t have to be either/or as hunters & outdoor recreationists, it doesn’t have to be liberal vs conservative. Companies did what they felt was best, now they’re all back together. Why is everyone so upset with that?”

Tonkin, of Sellwood, feels he’s doing what’s best for his shop by sticking to his word and keeping Vista brands out, even though he thinks nobody would notice—and even though he loves their products. He had just ordered $20,000-worth of Vista merchandise before the boycott.

“I’m doing this because I want to spend my corporate dollars intentionally and I don’t want my dollars to go to the NRA,” Tonkin said.

Some might say the boycott didn’t really accomplish anything because Savage Arms is still out there. Tonkin has a different take.

“I think the so-called ‘accomplishment’ was getting those large outdoor industry companies to think critically—and to think out-loud, I’d say—about what they do, how they spend, and with whom they partner,” he said.

Although no one was willing to prove actual numbers to measure the impact, Gaines-Ross says research shows it does affect companies’ bottom lines and reputations. The NPD Group in 2017 reported that CamelBak was one of biggest brands in the hydration market based on dollar sales. Their most recent data from 2018 to 2019 still ranks CamelBak as one of the top five brands. At REI, the hole left by CamelBak and the others was naturally filled by competitors. Around that time, Osprey was relaunching in the hydration category (consisting of lumbar packs and mountain biking packs) and currently holds 39 percent of the market share in hydration, said marketing director Vince Mazzuca.

But, he said, the timing was a coincidence.”We’re not one to capitalize on somebody’s issues like that. We believe that any sort of momentum shift had more to do with the investments we were making and how aggressively we were going after that channel already.”

Regardless, consumers will intentionally stop and start buying based on disagreeing or agreeing with a company. A study by Weber Shandwick found that 83 percent of consumer activists support companies that “do the right thing” by buying from them.

Because of that, companies are trying to balance their values and financial performance, making sure they get it right. It’s tricky and there’s no safe middle ground for companies today. But one thing is for sure.

“Remaining silent can sometimes be the more dangerous spot,” Gaines-Ross said.

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