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29 Ways to Build a Happier Company

objmigrationbot — Sat, 10 Apr 2021 02:50:36 +0000

There are jobs—and then there are jobs. You know the ones: the gigs that make coming to work about so much more than punching the clock and collecting a paycheck.

The ones that fill the workday with camaraderie, a sense of purpose, and just plain fun. It shows in the policies and perks a company offers, in ways big (health insurance, parental leave) and small (ski days, free gear). And they pay off—big time—for employers, who can count on loyal, productive employees who feel invested in the company’s success.

Here are just a few of the ways leaders in this industry go above and beyond for their workers. We hope employers and employees alike will consider this a menu of inspiration for greater workplace satisfaction. To say the past year has been a challenging one for businesses across the industry is an understatement. But despite all the hurdles, we still wouldn’t want to work anywhere else. This is why.

We asked industry members to nominate their workplaces for providing a superior employee experience. After combing through all 165 responses, these are our favorite ideas worthy of imitation.

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CASE STUDY: Darby Communications, Asheville, NC

As any veteran of summer camp knows, getting out into the wilds together builds lasting bonds. So this boutique PR firm throws an annual staff campout, taking employees on a (paid) overnight excursion that has included paddling to an island campsite, fly-fishing lessons, tubing, and whitewater rafting over the past four years. “It builds community on our team, so there’s a deeper connection between us,” said Vice President Angie Robinson. The pandemic forced the team to cancel last year’s trip, but Darby replaced it with smaller outdoor gatherings, and when it’s safe, “We’re planning on a blowout camping trip to bring back the tradition in a big way,” said Suzanne Hermann, media relations director.

Pro tip: The financial barrier to this sort of retreat is low, points out Robinson. Camping is cheap, and Darby takes advantage of its clients’ gear and services (like whitewater guiding), so the total cost is only $200 to $300 per year for nine employees.

Bring Community to the Cafeteria

CASE STUDY: Skratch Labs, Boulder, CO

Every month, 29 full-time employees of nutrition/sports drink company Skratch Labs are invited to a communal breakfast at the office, courtesy of founder Allen Lim. Some staffers play sous chef, helping whip up Lim specialties like savory rice porridge, breakfast salad, and egg tacos. “In the same way that a family is closer when they share meals around the table, we are a better team when we do the same,” said CEO Ian MacGregor. Since last spring, the communal dining has shifted to live cooking lessons for employees at home. “We prep and ship all necessary ingredients to each of our team members, then we all get on a massive video call and learn to make something,” said MacGregor.

Pro tip: Even if you don’t have a full kitchen or a cookbook author for a founder, as Skratch Labs does, you can still break bread as a team: Think regular takeout gatherings or voluntary potlucks.

Breakfast at Skratch Labs is always a fun and social experience. (Photo: Courtesy)

Embrace Inclusivity

Brands across the industry are beginning to meet the moment by ramping up DEI (diversity, equity, and inclusion) efforts.

Hit the Slopes

In what other industry do you get formal permission to go skiing when the pow is fresh? Here are just a few of the businesses that allow—nay, encourage—playing hooky on a snow day: Backbone Media, BoldBrew, Burton, Hala Gear/CKS Online, Meteorite PR, and Stio.

Commit to Fighting Climate Change

CASE STUDY: BioLite, Brooklyn, NY, and Peak Design, San Francisco, CA

BioLite (maker of camp stoves and lights) and Peak Design (a camera gear and travel bag brand) took their sustainability missions to the next level in 2018 with the launch of their Climate Neutral nonprofit. The organization helps other brands measure their total carbon footprints—from sourcing to manufacturing to shipping—and then offset them with carbon credits, earning certification. In 2019, 146 companies joined the program, representing a sizable commitment to reducing carbon emissions. “Climate Neutral makes me so proud to be a part of the organization,” said BioLite Ecommerce Operations Manager Joseph Caravaglia. Hyden Polikoff, treasurer at Peak Design, agreed: “I want the place where I put my time and effort to embody my values.”

Get Creative when Challenged

CASE STUDY: Mustang Survival, Burnaby, BC

When the pandemic hit last March, industry members counterpunched. Mustang Survival was one of them, switching from making its usual dry bags, drysuits, and ocean racing gear to churning out hundreds of thousands of waterproof/breathable protective gowns for healthcare workers (many other brands swiftly did the same with masks and eye shields). Not only did the pivot provide crucial PPE to hospitals across Canada, but it also allowed Mustang to hire 50 new employees (31 of them were still with the brand as of press time). “We set up a school and ran new hires through extensive training on sewing and taping,” said Mark Anderson, VP of engineering. “They learned skills directly transferrable to the apparel we make.”

Be Generous with Vacation Time

CASE STUDY: Roads Rivers and Trails, Milford, OH

Every winter for the past six years, as long as she’s been working at specialty retailer Roads Rivers and Trails, Manager Olivia Eads (pictured below on Pikes Peak) has taken at least a month off work to go climbing. Owners Bryan Wolf, Joe White, and Emily White highly encourage it with unlimited (unpaid) vacation time for all staff. “We get the shifts covered and we make it work,” said Wolf. In 2019, employees averaged 40 days off apiece—“and that’s just outdoor trips, not Christmas,” Wolf noted.

Welcome Fido

Embracing pups in the office— when we go back to the office, that is—pays off for both dogs (more walks) and employees (research shows that the presence of a furry friend reduces stress and boosts self-esteem). A few businesses that make room for our best friends: Arc’teryx, Kelty, Nemo, Ruffwear, and Xero Shoes.

Spread Profits Around

Some workplaces give everyone a different kind of promotion. All employees at ��ԹϺ�� (OBJ’s parent company) get stock options, which increase with strong performance or a promotion. “It’s critical for creating alignments [between employees and the company] and incentives,” said CEO Robin Thurston. When the company does well and hard work pays off, employees benefit, too.

Encourage Exploration

CASE STUDY: Cotopaxi, Salt Lake City, UT

How’s this for an antidote to job turnover? After 18 months, employees of this B Corp apparel and gear brand can cash in on their first of two “bucket list stipends”: $1,000 to use on a dream trip anywhere in the world. After five years, the reward bumps up to $5,000. Recent employee trips have included touring Morocco, cycling the French Alps, and a fish-spearing, coconut-gathering survival excursion on a remote Caribbean island. “Number one, we need to be able to attract and retain talent, and this is a unique perk,” said founder and CEO Davis Smith. “And secondly, we want to make sure our employees are living the values of the business. We’re building a brand around adventure and exploring the world.” Cotopaxi has spent nearly $100,000 on its bucket list payouts so far, he says, but, “These things pay for themselves—you don’t have to pay higher wages to convince someone to join the team, or [deal with] rehiring.”

Pro tip: Cotopaxi helps employees make the most of their trips by holding learning sessions on topics like getting involved in local communities and traveling on a shoestring budget. “Within the team, there’s a constant sharing of travel deals,” said Smith. “If you keep your eye on deals, $1,000 can cover a trip somewhere really fun.”

Get Gear in Our Hands

CASE STUDY: NRS, Moscow, ID

Paddling gear can be expensive, as NRS’s employees well know. But lack of capital won’t ever stand in the way when someone pulls a rafting permit, thanks to the brand’s “company use” stash of rafts, frames, coolers, stand-up paddleboards, inflatable kayaks, and drysuits. Employees can check out the gear for free. “We’ve had employees go on Grand Canyon trips, and they were able to get everything they needed and disappear with it for 18 days,” said Steve Farley, key account manager. In 2019, 130 employees dipped into the stash for a total of 880 checkouts.

Pro tip: Appoint someone (or a small team, as NRS does) to manage the gear sign-out process and keep items clean, safe, and organized.

Give Us Long Weekends

The Leave No Trace Center for Outdoor Ethics offers half-day Fridays, and in summer, Outdoor Prolink switches to a four-10s schedule. Nobody’s head is really in the game at 3 P.M. Friday anyway.

Long weekends can go a long way toward boosting employee happiness. (Photo: Courtesy)

Support Employees’ Life Goals

CASE STUDY: Outdoor Gear Exchange, Burlington, VT

Employees who get five years under their belts at this retailer have extra reason to celebrate: They qualify for its Living the Dream program, which awards a $5,000 grant for pretty much anything that makes their lives a little easier. “Originally, it was to go on a dream trip,” said Brian Wade, executive director of retail and service. But the list of acceptable uses has ballooned over the years to include down payments on homes, childcare, a new vehicle, or paying off debt. “I can’t think of anybody who hasn’t figured out a way to use it,” he said.

Pro tip: How does OGE afford it? “We just do it,” said Wade, noting that the total expense is a fairly small line item on the budget. “It’s nice to honor the people who’ve put in time. And the emotional impact of getting a lump sum is really great.”

Support New Parents…

CASE STUDY: ��ԹϺ�� PR, San Francisco, CA

In a country where his seven-person PR firm doesn’t legally have to provide any break for its new parents, owner Gordon Wright instead offers the best parental leave policy we’ve seen in the industry: six months of leave at 80 percent salary, moms and dads alike. “It feels like the right thing to do,” Wright said. That kind of investment pays off in ways both tangible (an attractive carrot when looking for new talent) and intangible, says Senior Account Executive Kelsey McGraw. “Gordon and all the managers believe family comes first,” she said. “They care for my well-being, and I don’t want to disappoint them. I want to work that much harder to see this company be successful.”

Pro tip: Doing without a key employee for six months poses challenges, but Wright notes that hiring a freelance substitute can help any company keep chugging along.

…And Not-So-New Parents

CASE STUDY: Patagonia, Ventura, CA

Parents industry-wide could be forgiven for daydreaming about a job switch to Patagonia. For one, there are the on-site daycares (in Ventura and Reno), which together care for 200 kids and offer tuition discounts based on income. “Being able to nurse my son at daycare rather than pump every three hours was so huge,” said Amy Garrahan, southwest sales manager. And if a primary parent needs to travel for work while a baby is still nursing? Patagonia covers travel expenses for a caregiver. Pro tip: Half of the brand’s daycare program is covered through tuition; 75 percent of the rest is recouped via tax credits, improved productivity, and employee retention. Companies that can’t add their own programs can still help parents with daycare stipends and more flex time options.

Bond over Workouts

Good: allowing employees to head out for a midday sweat break. Better: organizing group runs, yoga classes, bike rides, and even surfing sessions (like Nemo does on the New England coast) during the workday for communal exercise, stress relief, and team bonding in one fell swoop.

The Nemo team regularly takes trips together—like this one to Long Sands Beach, Maine. (Photo: Courtesy)

Make Fitness Easy

CASE STUDY: Wolverine Worldwide, Rockford, MI

Spin classes, pickleball, pickup volleyball, and basketball: All in a day’s work at Wolverine. Opened in 2019, the on-campus, 29,000-square-foot The Rock facility also offers an indoor track, group fitness classrooms, and cardio equipment. Plus, membership is free for all 600-plus employees of eight brands. “Not only does it help in getting people excited to work for Wolverine, but having a variety of activities available is really key for blowing off steam,” said Merrell Senior Marketing Manager Lauren King.

Pro tip: Building an entire gym might not be in the cards. “But figuring out things that might not cost a lot of money, but add a lot to culture, is.” See #16 and #18 for ideas.

Give Cash for Ski Passes

Or gym memberships, yoga classes, and other wellness perks of choice, as sales agency Caraway & Co. does ($150 per employee per year).

Invest in Employee Healthcare

CASE STUDY: Waypoint Outdoor, Seattle, WA

Perks like gyms and company bike rides are great, but a real commitment to employee health should be built on a foundation of high-quality, affordable health insurance. This sales agency for brands like Klean Kanteen and Smartwool takes that to heart, covering 100 percent of premium costs for its employees. That’s made a huge difference for sales rep Carly Morava, a cancer survivor who’s been with the company for three years. She’d wanted to switch careers from retail to repping, but was afraid she wouldn’t be able to afford the insurance she needed. Unlike other workplaces she’d considered, Morava said, “Waypoint pays for everything, and it’s a really good plan.”

Help People Climb the Ladder

CASE STUDY: KEEN, Portland, OR

In a workplace just as on a mountain, sometimes the right guide can make all the difference. That’s why Keen added formal mentoring to its benefits. The Career Compass Program matches eager employees with seasoned volunteer “coaches” for structured career advice and development. Pairs meet twice a month to set goals and track progress. Though the program is open to everyone, says Global Communications Manager Mindy Montgomery, women make up the bulk of the participants—“Research shows that women utilize formal mentoring programs more because men have greater access to informal mentoring opportunities,” she noted. Senior Compliance Specialist Elsa Clements credits the program with helping her land a promotion in 2019. “It was super-valuable in giving me confidence,” she said. She worked with her coach on strategies for putting her best foot forward, and “It was really good for me to have that framework when I sat down with my manager.”

Pro tip: Career Compass facilitators consider applicants’ communication style and personality when setting up pairs. “If the participant and coach have trouble communicating, they’re going to have a hard time forming a connection,” said Montgomery, “which is a crucial component to a successful coaching relationship.”

Support Education

Help us advance by springing for certifications, courses, conferences, and skills clinics. Take Vail Resorts: Employees can apply for a $2,500 Educational Ascent Grant to fund a college degree (vocational to Ph.D.) or certificate (such as EMT).

Let Employees Drive Improvements

CASE STUDY: Hydro Flask, Bend, OR

Hydro Flask holds its own kind of holiday two or three times a year: the Better Future Day. Each one features a menu of activities for employees to choose from, all conceived and planned by fellow employees. Recent options have included guided meditations, art workshops, public speaking courses, and SUP sessions. “It could be anything from, ‘It’s time to reorganize our shelves’ to ‘Let’s bring in an expert on a topic like racism and have a difficult discussion,’” said Lucas Alberg, senior manager, PR and brand communications. Continually working on company culture is a bedrock value for Hydro Flask, says Senior HR Generalist Ryan Combellick, “but if it’s something that’s just coming from the top down, it can feel forced.”

Pro tip: Don’t overthink the scheduling, and just do it. “There’s never a good time for this, but it’s imperative that you make it happen,” noted Alberg. “Productivity may be lost that day, but it’s taking one step back and two steps forward for the company.”

Encourage Clubs

Supporting an employee resource group (ERG), a club dedicated to a particular identity or interest—from working parents to sober employees to members of specific ethnicities or religions—cultivates belonging and community. VF Corp. has put significant resources into its ERGs since 2017.

Make the World a Better Place Far Away…

CASE STUDY: Superfeet, Ferndale, WA

When this insole brand decides to give back, it goes big. Superfeet donates 1 percent of its profits to charity, including an ongoing public-health service trip to Guatemala to build latrines and rainwater-capture tanks for small rainforest villages. “I wanted our employees to be engaged with the charities we’re working with,” said Director of Outreach and Fit Jeff Gray, who runs the program. “How can we get down on our hands and knees and get dirty and make a difference? It’s about writing the check, then also diving in.” The brand has taken eight to ten employees on the (fully paid) trip for the past four years, an opportunity that has proven so popular that Gray has to pull names out of a size-17 running shoe to select participants. Superfeet’s commitment to nonprofits builds loyalty and helps attract employees, said Gray: “So many are grateful to be able to work within this culture.”

Pro tip: Got the cash—or the time—to donate? Choose beneficiaries carefully, says Gray. He screened a number of nonprofits before choosing six to support based on how well their core values matched Superfeet’s. “Then you can build that relationship, bond, and do some great work together,” he said.

…And Closer to Home

CASE STUDY: Big Agnes, Steamboat Springs, CO

For a company making gear tailored for use on the trail, volunteer trail maintenance felt like a natural way to live out brand values of land stewardship and community involvement.

So Big Agnes zeroed in on the Continental Divide Trail, which passes within two miles of company HQ, officially adopting the 72 miles from nearby Rabbit Ears Pass to the Wyoming border in 2018. Since then, the brand has organized several trail work days on their section every year. “It’s a cool opportunity to see the owners of the company really caring about our public lands, and [having] the employees be part of that,” said Product Developer Paige Baker. And though the point of the trail work is giving back, it doesn’t hurt brand image with customers, either, says co-owner Len Zanni, who notes that the marketing team produces blog posts and publishes catalog essays about the project.

Pro tip: Scale give-back projects according to your workplace’s size and goals. “Think about what you care about, then figure out what organizations or areas could use your help, and how much help you can lend,” said Zanni. “If you’re a smaller organization, maybe you can put someone on a nonprofit board, or donate money or time.”

Remote Work Policies that Work for All

When the pandemic ends, many will still appreciate the flexibility to work remotely. Evans says the best policies let employees work wherever they’re most productive. Her company, The Ready, traded its office for monthly stipends for home office upgrades, co-working spaces, or rent for optional group offices.

Fair Profit Sharing

Sharing success fosters an environment of collaboration, not competition. Email marketing firm ConvertKit diverts a chunk of its profits to a shared pool that’s distributed to all through a formula that gives a little extra to those with the longest tenure.

Employee Connection

One easy way to help build connection among virtual workers: Start meetings with a five-minute check-in, prompted with questions like, “What was your weekend highlight?”

Self-Set Salaries

Want employees to really feel they’re being paid what they’re worth? Let them choose their own salaries, like tomato-packing brand Morning Star has done for decades—and make all of them public.

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A New Training Program for Dealing with Belligerent Customers

objmigrationbot — Fri, 29 Jan 2021 01:43:56 +0000

It started with a simple request—a routine safety measure.

Last month, a customer tried to enter Outdoor Gear Exchange in Burlington, Vermont, to do some shopping. A few minutes later, he was grabbing the OGE employee’s throat and wrestling him to the ground. The police were called to pull him off.

As reported by the Burlington Free Press, the incident that took place on September 13 was the result of a COVID screening request by a door greeter. The customer in question, Burlington resident Bill Atkinson, refused to comply with OGE’s policy for screening shoppers before they enter the store.

“This man wanted to come in and was told he couldn’t because he wouldn’t answer our screening questions appropriately,” OGE owner Marc Sherman told OBJ. “When he tried to go in the store anyway, our staff member got in the way. He put his hands around the employee’s neck, and they ended up on the ground. The customer ended up getting charged with assault.”

Since the pandemic began, retailers across the country have seen a spike in incidents like this one. So much so, in fact, that the Crisis Prevention Institute in Milwaukee, which has trained professionals in workplace violence prevention since 1980, launched a specific set of tools last week for dealing with coronavirus-related confrontations in retail settings. Created in partnership with the National Retail Federation Foundation, the trainings are designed specifically for some of the common challenges retailers face, like mask requirements and occupancy limits.

“COVID-19 anxiety continues to rise in businesses and elsewhere across the United States,” said Susan Driscoll, president of CPI. “Overall tensions are a frequent concern for essential workers who are faced with activating and managing mask mandates, while also trying to keep the peace among customers.”

CPI’s new program, available to retailers for $15, focuses on “identifying the stages of someone in crisis, strategies to prevent a crisis, verbal de-escalation skills, and other techniques to keep employees and customers safe,” the organization said.

“We train retail workers how to recognize the stages of the crisis, because there are always distinct stages,” said Driscoll. “The ultimate goal is to engage your rational brain over your emotional brain.”

The landscape for retailers continue to change rapidly, Driscoll says, with new challenges cropping up every day. The best way to ensure employee and customer safety across the board is to prevent confrontations before they happen. This new tool is one way to make sure everyone is prepared, should a dangerous situation arise.

“In a year that has been full of uncertainty, customers and employees want to feel safe shopping at stores,” said Matthew Shay, president and CEO of the National Retail Federation. “Retailers are doing everything in their power to ensure safety in their stores, and this training will equip employees with the tools to confidently mitigate conflicts.”

The training, presented as a self-paced, 70-minute online course, is available through the National Retail Federation Foundation’s website.

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The First Specialty Retailer to Hire a Full-Time Diversity Manager

objmigrationbot — Thu, 05 Nov 2020 14:20:10 +0000

In the last few years, full-time diversity, equity, and inclusion (DEI) managers have become more and more common in the outdoor industry. From big conglomerate players like VF Corporation to forward-thinking individual brands, businesses in our space are starting to recognize the need for diversity executives working alongside other C-suite leaders to ensure that companies are not only profitable and well run but also inclusive, fair, and equitable for all employees.

Usually, these DEI managers work at larger organizations that have the resources to fund them. They’re much rarer at small boutique brands, and virtually unheard of in one sector that forms a cornerstone of our industry: specialty retail.

Outdoor Gear Exchange recently made headlines as the first independent outdoor retailer to hire a full-time DEI manager to oversee the company’s diversity and inclusion practices. The newly appointed leader, Miguel Reda, is a longtime employee of OGE who transitioned to his new role late last month. OBJ caught up with Reda this week to ask about the new position, projects on the horizon, and his hopes for the future of DEI in the outdoor industry.

When did OGE decide to hire a full-time DEI manager?

In early June, as the Black Lives Matter protests were starting, OGE made a public statement of support like many other businesses in the outdoor space. That statement motivated the team to start thinking about how racial justice relates to OGE as a retailer and the outdoor industry more broadly. We starting asking ourselves what we could do to fight for greater equity and inclusion. We wanted to find an effective way to take action that would make a positive impact, so we started brainstorming. The store directors met to discuss that goal, and the idea for the position grew from there.

Outdoor Gear Exchange has only one location, but with roughly 140 employees and an important presence in Burlington, Vermont, it has the resources to support a full-time diversity manager. (Photo: Courtesy)

How were you chosen?

I’ve worked for OGE for the last several years as the department head for men’s apparel. When the BLM movement started to pick up this year, I made an internal document for OGE that company leadership could reference if they needed resources for getting involved. The document had suggestions for store policy changes, a restructuring of the hiring process, other actions that we could take. I think that put me in a position to take on this work full time.

Do you know of any other independent gear shops that employ a DEI manager?

I personally don’t. Larger retailers like REI have done a lot of diversity and inclusion work, but looking around at local, smaller shops, it’s hard to find specific positions that deal with diversity initiatives. I would say OGE is in a fairly unique position because, while we are a local shop, our name is well known throughout the industry and we have a pretty big team of roughly 140 employees. We have a decent amount of resources that we can use to form a position like this.

What’s diversity makeup of those 140 or so employees currently?

Out of that number, I think we have five staff members who are people of color. That’s probably even higher than average in the industry, unfortunately, but proportionately we obviously have a ways to go.

What will your day-to-day work look like in this new role?

I’ll be transferring from sales-oriented work to this new role in Employee Experience, which is basically our HR department. Day to day, I’ll be managing various DEI initiatives as well as working with our marketing and event coordinator to focus on community building around these initiatives. It’s going to start with looking at ourselves internally and assessing how we can change our culture for the better. We’re a pretty inclusive place to work already, but there’s always room for improvement.

I’ll also be in charge of bringing our diversity efforts outside the store into the Vermont community. Pre-pandemic, we used to partner with a little climbing gym in Burlington, Petra Cliffs, for LGBTQ+ climbing nights on the last Friday of every month. Those are the kind of initiatives we want to bring back and expand—programs that build community outside the store. With this transition, we’ll have a lot more room to create change with efforts like that.

You mentioned a desire to revamp OGE’s hiring practices. How will you go about that?

In outdoor retail, there’s a big focus on hiring people with outdoor field experience. Tons of retail workers are hired for their experience as guides, NOLS leaders, that type of thing. Hiring for that reason is definitely necessary, but I want to shift OGE’s model to include other types of experience as well. We need to consider things like work ethic and other retail experience on a level playing field with outdoor experience. When you step back and look at it, that will actually do a lot for diversity. We hear all the time that the outdoors are not uniformly welcoming—many people of color and people with different gender identities can’t get lots of experience in the outdoors as guides or trip leaders because the outdoors aren’t welcoming of them in the first place. Making the outdoors more inclusive is one way to bring more diversity into outdoor retail, but it also needs to come from hiring practices—not weighting so heavily for intense backcountry experience.

What are your long-term goals as DEI manager?

We’re really trying to integrate DEI into the fabric of OGE—not just at a superficial level through something like a marketing campaign. If you look at the outdoor industry as a whole, a lot of companies have accomplished a similar goal with regard to sustainability. For many companies, sustainability is absolutely fundamental to their business. That’s a big goal of mine—to make diversity and inclusion absolutely core to the business of OGE. That’s going to require a lot of internal, behind-the-scenes work, reevaluating ourselves to improve our culture and our practices.

I also want to build our DEI work into our culture such that everyone on our team knows we’re in it for the long haul. A lot of companies focus very heavily on one-off initiatives like diversity trainings, which I think are really effective, but if that’s all you’re doing for diversity work, that’s not going to build lasting change in your company’s culture—not to mention in the industry more broadly. Your diversity practices have to be something you continually reassess and re-evaluate. You can’t just go to one cultural competency seminar and expect to leave knowing everything there is to know. You have to remain open to learning from others in the industry and working with different groups to initiate change on an ongoing basis. So I guess you could say my long-term goal for OGE’s diversity work is making sure it stays long term in the first place.

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8 Reasons to Offer Used Gear and Rentals

objmigrationbot — Thu, 11 Oct 2018 22:28:55 +0000

When Christine Iksic’s lifelong friend expressed an interest in wanting to accompany her on an overnight backpacking trip, it dawned on Iksic. She had assumed her friend wasn’t interested in doing “outdoorsy” things, but really, she just didn’t have the equipment or knowledge to go. And Iksic realized there had to be others facing the same barriers.

“Once you’re on the other side and have more experience outdoors, it can be easy to forget about how huge and intimidating those hurdles can be in the beginning,” Iksic said.

Iksic opened 3 Rivers Outdoor last year, becoming one of dozens of specialty outdoor retailers across the country offering used and rental gear. We talked to a few about why it’s good for business and for the outdoor industry.

Christine Iksic and Chris Kaminski opened 3ROC earlier this year after holding used gear festivals and learning more about their customer base in Pittsburgh, Pennsylvania. (Photo: Courtesy)

1. Getting Beginners Stoked About the Outdoors

“Finding ways that customers can get their feet wet and just try out an activity, where and when they want, will go a long way in increasing life-long lovers of the outdoors. Having loads of expensive gear in the shop won’t help us get new people outside. We have purposely chosen to invest in rental equipment to ensure people in our community have means to get outside more.” —Christine Iksic, co-owner of 3 Rivers Outdoor Co.

2. Getting Customers Stoked About Your Store

“We’d rather rent a SUP board a handful times all summer and see a few folks get stoked on exploring our local rivers than to buy a new SUP board that sits on our sales floor and never gets sold. Ultimately, it’s a win for retail sales. If we don’t provide that path for exploration into new sports, then there is no desire to purchase the products either.” —Iksic

Outdoor Gear Exchange: “Looking to unload your old canoe, kayak, or stand up paddle board in order to make space for a new one? Bring it in as part of our annual PaddleFest!”
(Photo: Outdoor Gear Exchange Facebook)

3. Extending the Lifespan of Products

“It gives people an easy way to get rid of gear that they may have bought in error or simply outgrew.” —Marc Sherman, manager of Outdoor Gear Exchange in Burlington, Vermont

4. Controlling Price Access

“It allows us to take a two-person backpacking kit that at retail would cost $1,500 and rent it to a couple for a weekend for $99. It gives our community a new way to access really high-quality gear. Brands can’t tell me how much I can sell a used tent for. We’re able to wrestle a way to control price issue. Take a tent sitting in someone’s garage and put that back into the stream of use.” —Jimmy Funkhouser, owner of Feral Mountain Co. in Denver and Idaho Springs, Colorado

Tents, camp stoves, and other camping equipment are sold as consignment and rentals at Last Minute Gear in San Francisco. The store allows customers to buy new, borrow free, or rent. (Photo: Last Minute Gear Facebook)

5. Reversing the Stigma That the Outdoors Is for the Wealthy

“For our rental/borrowing programs, we’re very focused on making the experience not feel second-class, so that people feel free to use these services without social stigma, and find it easy to use these services without obstacles where it feels like maybe just buying something on Amazon for cheap with free shipping is the easier option.” —James Dong, owner of Last Minute Gear in San Francisco, California

6. It’s Environmentally Friendly

“It helps with the environmental issue as well. Rather than throwing something away after a couple of uses and having a brand new customer buy a new thing that prevents that thing from ever being used again and going in to a landfill, it offers options for reuse that helps the environment.” —Jon Crowley, manager of Mammoth Mountaineering Supply in Bishop and Mammoth Lakes, California

This Mammoth Lakes and Bishop specialty shop buys and sells used gear. “We offer two very low fee programs. You can take cash for your sold product and we keep an industry low 25 percent. If you choose to take a gift certificate good at any of our 3 retail stores we only keep 20 perce of the sold price.”
(Photo: Mammoth Mountaineering Supply Facebook)

7. Lowering Barriers to Entry for Small Business Owners

“The used climbing gear business has turned our company around from another box store suffering from the internet to a retail opportunity for a small operation. We’re very pleased with our position in the market right now. It seems like we’re surrounded by larger outdoor retailers either in bankruptcy or reorganizing, but we’re having one of the best years ever.” —Rick Wilcox, owner of International Mountain Equipment in North Conway, New Hampshire

8. Making It Easier for Customers to Attain Gear

“It gives our customers an easy way to upgrade their gear as they grow in their outdoor interests and in the level of gear they want. For example, we make it easy for someone who bought entry level gear one year to get their old gear in front of a large customer base and turn it quickly into store credit for their next level of purchase. It also gives people an easy way to get rid of gear that they may have bought in error or simply outgrew. It helps our customers feel more connected to our mission of helping our local outdoor community.” —Sherman

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Next-Level Hiking Boots That Are Flying off the Shelves

objmigrationbot — Tue, 11 Sep 2018 00:00:00 +0000

A desperate customer who is tired of looking for hiking boots for his hard-to-fit feet walks into an outdoor shop. The bootfitter who greets him gets excited as she hears his plight, because she has a solution. She fits him with a pair of custom-moldable Tecnica boots. He’s never felt anything like it, purchases the boots, and talks about how he’ll be back. The retailer just created a life-long customer. Try getting that reaction on Amazon.

Tecnica launched the Forge GTX/Forge S GTX ($270/$270) in 2018, a fully-featured midcut boot with a Vibram Megagrip outsole, an overlapping cuff, and a triple layer EVA midsole. But, the customizable fit is its biggest selling point, attracting both retailers and consumers. Not only does Tecnica offer customers the choice between a leather and synthetic upper, but also the new C.A.S. (Custom Adapted Shape) technology promises a unique moldable fit. Quite literally, there is nothing else like it on the market.

Retailers Rave About Tecnica’s C.A.S. System

Outdoor Gear Exchange in Burlington, Vermont was an early adopter of the line and says there is a lot of value in having a shoe that perfectly fits a variety of feet. “It makes our job easier knowing we have something to offer every customer that walks through our doors, regardless of whether they have skinny ankles or a wide forefoot,” said Melissa McNell, the footwear buyer.

Retailers opt in to sell the footwear via a shared investment with the brand. They choose between the Tecnica-developed machine that fits inside a bench ($1,500) or, if space is at a premium, may purchase the rolling option that’s similar to a hard-sided cooler ($1,200). Tecnica invoices the store and provides a product reimbursement program that aligns with the shop’s preseason commitment.*

Tecnica C.A.S. system trolley in expanded form. (Photo: Tecnica)

The return-on-investment has been rewarding for retailers. So many of their customers are plagued with sore feet, so the prospect of blister-free adventures piques their interest. In an era when brick-and-mortar stores are battling the digital space, C.A.S. brings customers into stores since they cannot get the customized experience online. In fact, many are specifically seek out these boots from hundreds of miles away.

“We had one couple show up last week after driving all the way from Elko, Nevada,” said Brendan Madigan, owner of the California-based Alpenglow Sports in Tahoe City. “That’s a five-hour drive, but owning well-fitted boots was worth it for them.”

McNell noted that she has seen an uptick of new customers too, all specifically looking for the custom-moldable hiking footwear. Many of them become devoted repeat clients.

“One guy with heel spurs got fitted and hiked ten miles the next day. It went so well that he returns to the shop once per month, sometimes just to visit with staff and other times to buy something,” McNell shared. “It’s crazy how a simple, 20-minute fitting session created a loyal customer for our store.”

How Does the Custom-Moldable Technology Work?

It may be simple, but it’s also effective. C.A.S. uses a thermoformable material in the key-comfort areas: the arch, heel and ankles, as well as an entirely thermoformable footbed. When heated, it’s highly malleable. When it cools, it becomes rigid and hard like plastic. In fact, the thermoformable material is similar to TPU (thermoplastic polyurethane, a common footwear material) except it has fibers weaving throughout the structure so it won’t crack in cold temperatures.

A bootfitter at Evans on the Common fits a customer using the C.A.S. system trolley. (Photo: Courtesy)

The straightforward fitting process consists of two-steps. First, the bootfitter heats up the custom footbeds and places them on the customer’s feet. Then, she places his feet inside inflatable booties. Compression molding pressurizes the booties, fitting the footbeds to every unique intricacy of the customer’s foot. While this is happening, the machine heats the hiking boots themselves. Once the footbeds are ready, the bootfitter places them inside the boots, puts them on the customer’s feet, laces them up, and pops them back into the inflatable booties. Finally, she repeats the compression molding process for a few minutes, creating a fully-customized hiking boot. Bonus: the whole process takes a mere 20 minutes which leaves enough time for conversation.

“I love those 20 minutes,” said Madigan. “That’s when I get the customer to connect with my store. I use that time to bond with him to ensure he comes back again.”

McNell agreed, although she admitted she was initially skeptical of wasting time. “We go through employee turnover a few times each year and I worried that training new staff would be a pain. But, it’s so easy that our new employees figure it out in less than an hour,” she said. Plus, the penalty for failure is minimal: the footwear can be reheated multiple times without stressing the shoe.

Retailers Are Stocking up and Selling Through the Forge

In the end, it comes down to sales. And so far, the footwear performs. McNell opted to double down on stock when the Forge first launched, buying twice as many as she usually does for a premium-priced boot. It proved to be a profitable decision.

“I initially ordered 50 but we’ve already requested more,” she said. “We’re selling through them faster than we do models that cost half the price.”

Madigan is experiencing similar results and says he expects sales to increase with the launch of Tecnica’s second custom-moldable shoe. Coming in spring 2019, the Plasma S is a more affordable lowcut: $180 with Gore-Tex and $150 without.

“A custom footbed alone costs $50, so that price point makes the Plasma an absolute no-brainer,” Madigan says.

High sales aside, Madigan most appreciates the loyalty he is able to create with his customers through the C.A.S. footwear process.

“These shoes create trust,” Madigan said. “And once that is established, you have a customer for life.”

Product information:
Tecnica Forge GTX $270 MSRP
Tecnica Forge S GTX $270 MSRP
Tecnica Plasma S GTX $180.00; Plasma S $150.00, available spring 2019
C.A.S. System Bench $1,500
C.A.S. System Trolley $1,200

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Retailer Spotlight: Outdoor Gear Exchange in Burlington, Vermont

objmigrationbot — Wed, 22 Nov 2017 07:52:24 +0000

Outdoor Gear Exchange (OGE) in Burlington, Vermont, is on fire. It was recently accepted into Grassroots Outdoor Alliance, the elite group of specialty outdoor retailers. It’s only a few likes away from scoring 13,000 followers on Facebook. And it just wrapped up its very own short-form film series, More Than You Think, which follows a group of East Coast women pushing each other on challenging backcountry ski trips.

This is a store that’s much more than just a store. Owned by Mike Donohue and Marc Sherman as well as ten other employees who have invested in the company, Outdoor Exchange is a production company, a marketing company, and a charitable grant foundation.

Investing in Staff

With 110 employees (80 full-timers), OGE is a substantial company. Whereas many specialty retailers rely on floor staff for things like merchandising and social media, over time, OGE has built a team of dedicated experts to manage these important aspects of operation. A full-time marketing manager oversees the Facebook, Instagram, Vimeo, and Youtube accounts. A full-time merchandiser keeps the 44,000-square foot, two-level store looking spiffy 365 days a year. And a full-time videographer shoots gear reviews, events footage, like the annual Ibex Tent Sale.

The OGE marketing team gathers ’round the campfire in the Northeast Kingdom during their annual retreat. (Photo: Sam Davies)

Donohue says his staff is more than just a bunch of colleagues. They’re friends. “We play together all the time,” he explained. “We do Monday morning coffee rides, Sunday Shred Fests (group bike rides), then there’s our Moon’s Out Goons Out staff retreats, where we close the store and break off to do all sorts of different activities from hiking to biking to skiing. We get a keg and a campsite and have a big bonfire. It’s key to get people out of store and cross-pollinating.“

Another cool thing about working at OGE: the Living the Dream Program. For every five years of employment, OGE gifts each staffer $6,000 to use for a dream trip, buy a house, or enable them to do something they wouldn’t otherwise be able to do.

One big, happy family: the OGE crew poses during the 2016 all-staff retreat at Mad River Glen. (Photo: Sam Davies)

Donohue says it’s important to recognize long-term employees and add incentives towards consistent employment. “You can’t pay high school kids minimum wage and make that a long-term strategy,” said Donohue. “You have to do more to invest in retaining good staff.”

A Multi-Media Approach to Branding

OGE views itself as an adult toy store, said Donohue. “We need to get creative in how we engage our customer and establish the OGE brand. We want to grow the sports we sell and make people appreciate nature, and make it all fun.” Video has proven a powerful tool, and one that few other independent outdoor retailers have invested in on the same scale as OGE.

“Like all retailers right now, we’re trying to figure out our digital versus physical path,” said Donohue. “We use video to convey our expertise, engage our customers, share our stories, and inspire people.”

Click below to watch the trailer for episode 1 of More Than You Think, shot in the Chic Chocs in Quebec.

Donohue said it’s been a substantial investment. “We bought $10K worth of equipment and we pay our videographer a full time salary plus benefits. To be honest, from an investment perspective, it may be dumb, but we think it will pay off as we tell more stories.”

There’s no doubt that the robust video program (there are almost 260 videos on OGE’s Youtube channel) gives customers a new way to engage with the OGE brand.

Giving Back in a Big Way

In 2013, the shop launched the OGE Charitable Grant Fund; the goal is to regularly give back to the local community by helping underfunded access and conservation organizations. “In the past four years, we’ve granted over $38,000 to local non-profit organizations,” said Donohue. “We fund these gifts primarily through customer-donated money and our consignment sales.”

While Burlington is by no means “just a college town,” there’s not doubt that having four colleges in the immediate vicinity has impacted business in a very positive way. And OGE gives their student customers plenty of reasons to walk through the door, from its giant consignment department to its robust calendar of ski and bike movie events.

Donohue counts himself fortunate that OGE is located in such a dynamic, year-round outdoor mecca. And the people of Burlington are just as fortunate to have OGE as a mecca within the mecca.

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