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During the first six months of this year, Amer Sports’ turnover in China soared 52 per cent to$599 million. The company’s portfolio includes Wilson SportingGoods, Canadian outdoor clothing brand Arc’teryx and French sportinggoods firm Salomon. Descente and Kolon Sport also posted sales surged 41.8
The country has a well-established retail ecosystem with high-traffic shopping malls, premium retail spaces and a digitally engaged consumer base. Despite its rapid expansion, GMG remains focused on a localised approach, tailoring its retail strategies to consumer behaviours in Malaysia, Singapore and Indonesia.
J UST AS AMERICANS, bored and anxious during pandemic lockdown, collectively revisited their love affair with outdoor activities and sports, Dick’s SportingGoods (Coraopolis, Pa.) introduced its new House of Sport concept, focused on multi-sport experiences, better shopper engagement and elevated customer service.
Click and collect was a well-established channel prior to the Covid-19 pandemic and proved popular with a subset of regular consumers. Curbside collection gives consumers choice and control. When a purchase doesn’t meet expectations, consumers can select from a number of locations to execute a free return on their terms.
Wilson SportingGoods Co recently unveiled its first retail store in California, located within the well-known Third Street Promenade shopping district in Santa Monica. The store will feature an in-store area for consumers to trial products, including a basketball hoop, hitting wall and on-site racquet stringing.
“That’s something we need to strengthen further in the consumer mindset.” Reinforcing brand image “We need to be very clear that Puma is about speed,” Freundt, who has been in the top job just over a year, told Reuters in an interview ahead of the campaign launch.
As always, the truth resides with the consumer – in this case, runners (elite runners especially) were telling us they wanted more from their running experience. There had not been a significant change in the sport for decades. The Nike Run Clubs (NRC) were proving to be a powerful consumer experience.
The bad news was that company CFO Mat Friend admitted that Nike fell short of its plan, telling investors on its June 27 conference call: “We experienced meaningful shifts in consumer traffic in key markets – particularly in Greater China, where brick-and-mortar traffic declined as much as double-digits versus prior year.”
The company sold 105 million shares for US$13 instead of the US$16-18 it originally floated, putting Amer Sports’ valuation at over US$6 billion. The sportinggoods conglomerate has a unique proposition with its broad portfolio of 11 brands that include Wilson SportingGoods, Salomon and Arc’teryx.
Inside Retail connected with retail experts Nikki Baird, the vice president of strategy and product at Aptos, a retail technology company, and Neil Saunders, managing director and retail analyst at GlobalData, to gather their thoughts about the potential “Great Mall Resurgence” and what retailers should keep in mind.
As sportinggoods retailer INTERSPORT has found, using digital at the shelf edge to help customers enhances both customer experience and improves efficiency of in-store operations.
According to 2024 Gartner Market Guide for Unified Commerce Platforms Anchored by POS for Tier 2 Retailers : “Tier 2 Retail CIOs should consider POS unified commerce platforms to enable retailers to provide uninterrupted experiences, allowing customers to browse, transact, acquire and consume anywhere and everywhere.” “As
“She is a proven growth leader with a distinguished track record of brand strategy, omnichannel execution, talent acquisition and development, and passion for driving best-in-class consumer connectivity, experience and brand loyalty.” and also sells its goods at such retailers as Dick’s SportingGoods (Pittsburgh).
In fact, it is one of the first things we teach in undergraduate marketing courses, as part of the segmentation-targeting-positioning (STP) process we teach as an introduction to marketing strategy. In fact, it can be quite challenging to group consumers into segments that are both accurate and valuable.
The annual advent of “sunglass season” in the retail industry triggers a tremendous amount of planning, coordination and creativity between sunglass brands and the retailers who sell them to the consumer. Our new displays give a fresh curb appeal to our merchandising strategy. Director Club.
If there’s any sector of retail that could use a boost from innovative design, sportinggoods is certainly a candidate. The whole business of sportinggoods has been evolving at an especially rapid pace, and brick and mortar stores remain an important player. Youth sports alone has grown to be a $15.3
As a solution, he encouraged attendees to swim with the current of digital transformation and offer new experiences that speak to new consumer needs and behaviors. He also shared some vital statistics, including how 84 percent of consumers say the experience is as important as the product itself.
Following a tender process, world sportinggoods retail leader Decathlon has chosen Quadient to strengthen its omnichannel strategy and offer more delivery options to its customers. Paris, May 3, 2022. Since the adoption of the first Quadient locker solutions in 2015, Decathlon has equipped 62 stores in France with the lockers.
The retail industry is caught in the throes of supply chain bottlenecks, labor shortages, and material scarcity – all while consumers are really starting to embrace social media for online shopping. There’s currently a significant gap between what consumers want and what brands deliver on social media. And they’re using quite a few.
BoF’s podcast series Retail Reborn returns for a second season, presented by Brookfield Properties , to investigate the consumer of tomorrow, and how their changing lifestyles and expectations will drive evolution in the retail industry. Follow the series to ensure you never miss an episode.
According to Solis, 84 percent of consumers say the shopping experience is as important as the actual product a retailer is selling, so he encouraged the audience to look for places in their own companies where friction exists and erase it. Organizations can break the cycle, he explained, offering strategies for avoiding common pitfalls.
Mattel was one big name that adopted this strategy heading into the holiday shopping season. Building off the supply chain pivots and adjustments made in the past two years, we see a need for continued investments in the supply chain – including adding domestic manufacturing to many retailer strategies.
This complexity raises a key question: is launching an individual RMN the best strategy for every retailer? For example, a sportinggoods retailer can use their RMN to target outdoor enthusiasts on travel blogs and adventure websites with ads for hiking gear and camping equipment.
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