November 2024 Grassroots STORIES
THE FUTURE IS BRIGHT Grassroots retail shops provide the perfect training ground for careers in the indsutry and beyond. STEADY SELLERS ese go-to products move in stores and make customers happy every winter
The Backbone Of the Industry Dive into the lives of your hard working independent sales reps. Despite changing times and big challenges, they keep bringing the soul to outdoor retail.
SURVING THE STORM Hurricanes Helene and Milton devastated outdoor communities. Here’s how you can help them get through and build back. +
GRASSROOTS RETAIL MEMBERS
Grassroots Outdoor Alliance is a retailer-owned active network of 95 independently owned outdoor retailers with 210 store locations nation wide and 67 vendor partners.
Next Adventure Nomad Ventures Nugget Alaskan Outfier Outdoor Experience Outdoor Sports Center Outside Hilton Head Ozark Outdoor Supply Pack & Paddle Pack Rat Outdoor Center Peace Outfiers Peak Sports Pine Needle Mountaineering Playmakers
Rivers Outdoor Co. Active Endeavors - Davenport Active Endeavors - Des Moines Alpenglow Sports Alpine Shop Appalachian Outfiers Backcountry Essentials Backcountry North Bighorn Outdoor Specialists Bill & Paul's Sporthaus Bill Jackson's Bualo Peak Outfiers Cadillac Mountain Sports Canyon Pass Provisions Cascades Outdoor Store Casual Adventure Chalet Sports D.D. Bullwinkel's Outdoors Eagle Eye Outfiers Earth's Edge Eastside Sports Footsloggers Gear for Adventure Gearhead Outfiers Great Outdoor Provision Co. Great Outdoor Shop Great Outdoor Store High Country Outfiers High Mountain Sports Home Town Sports Idaho Mountain Touring J&H Outdoors JAX Mercantile JL Waters Kristi Mountain Sports Lake Superior Trading Post Lile Forks Outfiers Lile River Trading Co Mahoney's Maine Sport Outfiers Massey's Maynard Outdoor Store Mountain Chalet Mountain High Outfiers Nantahala Outdoor Center Natick Outdoor Store Nat's Outdoor Sports Neptune Mountaineering
Quest Outdoors Ramsey Outdoor River Rock Outfier River Sports Outfiers Roads Rivers and Trails
Roam'n Around Rock and Snow Round House Ski and Sports Center
Rusted Moon Outfiers Rutabaga Paddlesports Sam's Outdoor Outfiers Sheridan Sport Stop Skinny Skis SOKO Outfiers Summit Hut Sunlight Sports Tahoe Mountain Sports The Base Camp The Bear Mountain
The Mountain Air The Mountaineer
The Outfier The Toggery The Trail Head Trail Creek Outfiers Travel Country Outfiers Treads n Threads Uloha Up and Running Dayton Ute Mountaineer Walkabout Outfier Walkabout Apparel & Paddle Wanderlust Outfiers Water Stone Outdoors Wild Iris Mountain Sports
CONTENTS
FEATURE 16 MAKING A LIVING
The legendary Kurt Smith is not only one of the best- known independent reps in the outdoor industry—with a client list that includes BioLite, Evolv, Lifestraw, Salewa, Nemo Equipment, Sterling Rope, Teren Designs, and Wild Country—he’s also one of the most respected climbers of all time.
3 LETTER
24 GEAR
4 NEWS
THE GOOD SALES REP In an age of online dominance and manufacturers looking for easy outs, is the independent outdoor sales rep still relevant?
SURE SELLERS No snow got you down? Here’s gear for the bottom line that sells no matter the weather. 28 LISTEN UP ON THE COVER Rep Kurt Smith and Water Stone Outdoors owner Holly Fussell keep the soul of outdoor retail alive in West Virginia. Photo by Karen Lane
INSIGHTS AND STATS Updates and analysis from the Grassroots community FEATURE 10 YOUTH MOVEMENT THE FUTURE IS BRIGHT Grassroots businesses provide the training ground for employ- ees who dream of careers in the outdors industry and beyond.
FEATURE 22 STORM DAMAGE
IN NEED Hurricanes Helene and Milton hit the outdoor community and retailers in the Southeast hard. Here’s how you can help.
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Photograph by Andrew Kornylak
HEARD
MASTHEAD
We see the outdoor community coming together to pursue a common goal .
Publisher and Editorial Director Doug Schnitzspahn Art Director John McCauley Photo Editor Andrew Kornylak Editor Bevin Wallace Copy Editor Lauren Kruchten Contributors
On a broader scale, it’s no se- cret that the outdoor industry continues to navigate complex challenges—declining sales, excess inventory, PFAS regu- lations, global con icts, and the 2024 presidential election are just a few of the factors shaping the current business landscape. Yet, amid this tur- bulence, many businesses are showing remarkable grit and resolve. Inventory levels within the Grassroots community have improved signi cantly over the past year, and sales are beginning to show signs of sta- bilization. This is meaningful progress, and it’s a testament to the adaptability and determi- nation of everyone involved. Even though the market re- mains cautious and order books have been tightening, hope and opportunity lie ahead. At the end of the day, we’re all united by a common goal: to help people enjoy the outdoors and connect with the natural world. Our e ectiveness in achieving that goal depends on staying curious, being compassionate, and acknowledging that we do it better when we do it together. Here’s to continuing to build a strong, vibrant future for the outdoor industry. Gabe Maier GABE MAIER President, Grassroots Outdoor Alliance
Wes Allen, Aaron Bible, Berne Broudy, Eugene Buchanan, James Edward Mills, Frederick Reimers
O ne of the founding principles at Grass- roots Outdoor Alliance is that shared knowledge makes our members stronger. It also makes our industry stronger. In that vein, we’re excited to present the second issue of Grassroots Stories , a publication that delves into the issues, trends, and stories happening in the outdoor industry through the lens of specialty retail. The goal—in line with a lot of what we do—is to shine a light on successes and bright spots, as well as current challenges and how people are navigating them. A heartfelt thank you to the writers, editors, photographers, and everyone who contributed to this publica- tion—your dedication brings these stories to life. Before we dive into the heart of this issue, I want to take a moment to acknowledge the pro- found impact of Hurricane Helene on so many within our outdoor community. The damage and loss are immense, and the road to recovery will be long. Yet, the incredible support and strength demonstrated across the industry is nothing short of inspiring. We’ve seen rsthand how members of our community can lift one another up in tough times, reminding us of the power we have when we come together. For more on the relief e orts, please turn to page 22. Grassroots Strong
Publishers Gabe Maier gabe@grassrootsoutdoors.com Dana Howe dana@grassrootsoutdoors.com Publication Director Dave Simpson dave@verdepr.com
Grassroots Outdoor Alliance is a retailer- owned active network of 95 independently owned outdoor retailers and 67 vendor partners working together for the health and growth of specialty outdoor retail. grassrootsoutdoors.com Grassroots Stories is published by Artemisia Media, LLC. Copyright© 2024 Artemisia Media, LLC. All rights reserved. Reproduction in whole or in part of any article without prior written permission from the publisher and Grassroots Outdoor Alliance is strictly prohibited. Artemisia Media, LLC and Grassroots Outdoor Alliance cannot accept any responsibility for any errors or omissions which occur.
GRASSROOTS STORIES 3
COMMUNITY NEWS
on Instagram in conversation,” Fiveash continues. “We are also nding that the new followers we are gaining align more with our demographic and share our passion for the outdoors. By focusing on storytelling, we’ve built stronger relationships with our community, both online and in stores. As we continue to grow our pres- ence, we’re excited to see how these authentic interactions lead to deeper brand loyalty. Social media isn’t just a tool for promotion for us—it’s become a platform for building lasting connections that resonate with the people who love what High Country represents.” Adds DeAnn Echols of Great Outdoor Store in Sioux Falls, South Dakota: “We have great success with our videos. We like to bring in the customer with something playful that re ects our personality but also is in- formative. We nd that custom- ers love to see and engage with our sta on our social channels, so we try to focus many of our posts on that.” —Aaron Bible
The staff of Great Outdoor Store poses at a friend’s farm (here and below). These photos killed it on social.
How Can You Do Social Media Better? Learn from the shops that are using the platforms to increase sales and build community.
I t’s a running joke, really. Social media is either the bane of your existence or a daily passion. You can’t have it both ways. The paths to success and ROI from social media are sometimes ba ing at best and often just downright frustrat- ing. And it always seems like some people are simply better at it than others, whether they are following the trends and algorithmic whims or not. Some retailers report that the changing algorithms, spam, and bots have largely forced them to give up on Facebook al- together, much like the entirety of Gen Z, while others report that organic growth and reach have become next to impossible to achieve. The idea that social media has become a pay-to- play environment is very real for many small business owners who used to rely on free and
easy social reach 10 years ago. High Country Out tters, with eight locations around the At- lanta area, has found success in simply viewing social media as a modern-day billboard or elevator pitch for new and potential cus- tomers, says Charlotte Fiveash, social media and marketing manager. “First impressions are everything, and customers nowadays will check out your social pages oftentimes before your website or physical stores. They will make a subconscious decision at that moment if they want to do business with you in the future. This is a chance to stand out by being authentic and showing your company’s true colors,” says Fiveash. “Rather than pushing products and brands that change season to season, we are creating content that tells the story of High Country and
who we are in a fun, creative, and engaging way. We’ve found that, in doing this, our longtime customers and followers are more likely to not only engage with the content, but also to come by our stores and bring up that funny video they saw
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Training Manuals Live On Here’s how to keep your employees educated.
T raining manuals may lost their importance—whether they live online, on an app, or in a three-ring binder. We tapped into some of our top-performing retailers to find out who is still using training manuals, and who’s using them well. Crase Wilcoxson, store manager at J&H Outdoors in Lexington, Kentucky, has been working in outdoor specialty retail since 2009, and built his career around employee train- ing. “At J&H Outdoors, every gear consultant goes through a structured orientation that introduces them not only to our storied history, but also to the framework of their first 60 sound like an old-school concept, but they have not
days with us,” he explains. “In my time since joining J&H, we created Modules, which are printed sheets of high-level training topics categorized in specific areas of the store. These tools are more for the employee conducting the training. While this may sound regimented and rigid, there’s actually a lot of flexibility that goes into each gear consultant and what they can bring to J&H. At the completion of 60 days, the gear consultant and myself sit down to discuss their progress and decide on a course of action together on how to continue their development.” “Structure, tools, and resourc- es are primarily effective for retention, culture, and overall
From top: J&H Outdoors runs its gear consultants through smart training mod- ules; he crew at High Country outfitters feels the love. ing, or how they’re supposed to effectively do their job. Training manuals are a tool and resource for a promising foundation at any company.” He says that contributing to retention and culture is the ben- efit the business receives by not simply relying on tribal knowl- edge. “It’s important to each business’s mission and vision for themselves that training has guide rails or framework in or- der to continue giving the same level of service that a customer has come to expect.” “Training manuals are the most valuable when they can act as a resource even after training is complete,” adds Wes Allen of Sunlight Sports in Cody, Wyoming. “There is so much to learn in a small shop, and everyone has to be an expert in a bunch of different gear, plus know the computer systems, receiv- ing procedures, visual guide- lines, and much more,” Allen explains. “What we have found to be the most valuable is to use manuals both as the backbone of the employee’s first month on the job and as an accessible resource to answer questions later.” —Aaron Bible
company mission. What I mean by that is when a new employee onboards, the first 30 days are the hardest. It’s scary and can be cumbersome in the information that gets relayed,” Wilcoxson says. “It’s important that from day one, employees are given the framework to see where they will be in a predetermined time- frame. Having a goal to strive for from a training perspective gives them something to focus on or aspire to in the early days. I’ve seen many promising employees fall out and go to other retailers simply because they couldn’t figure out where they were supposed to be, what they’re supposed to be learn-
GRASSROOTS STORIES 5
COMMUNITY NEWS
THE STATE OF SPECIALITY RETAIL SALES: CAUTIOUS OPTIMISM e data points used in the following sales and inventory update were collected from monthly sales reports and survey results from Grassroots Outdoor Alliance members and vendors.
large part of the growth from two historic years. Inventory levels have largely had an inverse—and in many cases equally dra- matic—trend over the past several years. Beginning in late 2022, pandemic-related supply chain issues began to dissipate, which coincid- ed with the beginning of a decline in sales across most channels. This led nearly 70% of retailers to indicate they were “over-inventoried” in spring 2023. Fast forward to fall 2024, and there has been a dramatic improvement, with only 35% of retailers indicating they are “over-in- ventoried.” While the vendor commu- nity did not indicate similar widespread inventory issues at the beginning of 2023, fall 2024 is the first season that shows a marked change, with more brands in healthy inven- tory positions. e general economy will continue to play a large role in the unfolding of future con- sumer demand, but sales show- ing signs of stabilization and inventory levels continuing to move in the right direction both at the retail and brand levels support a cautiously optimistic outlook for 2025. — Grassroots Outdoor Alliance
Without a doubt, it’s been a bit of a roller-coaster ride at specialty outdoor retail the last few years. In 2021, the Grassroots Outdoor Alliance network of retailers saw successive growth in each quarter and 28% annual sales growth— equivalent to what, for most retailers, is a decade of growth compressed into a single year. e following year, 2022, added another 6% growth to 2021’s record-breaking status. Seeing consistent double-digit average growth across estab- lished retailers serving stable communities will likely hold a record for decades in the outdoor industry. In Q1 of 2023, Grassroots aggregate sales dipped for the first time in two years, and there have been declines each successive quarter since then. at being said, the deepest comp decline came in Q4 of 2023 (-9.9%) and, since then, Q3 of 2024 signals the best quarter since the beginning of 2023 at a decline of 1.5%. In total, aggregate sales within Grass- roots were down 7% in 2023, and are down 2.8% year to date through September 2024. While unsavory, these sin- gle-digit declines coupled with signs of stabilization point to an industry that is retaining a
Multiplicity eses Grassroots retailers expanded, opening doors in new locations over the past year. Looking for a sign of optimism in the outdoor marketplace? While expansion can be a risky strategy, it’s also a sign of a robust brand with a culture that resonates with customers. According to the 2024 Grassroots Annual Report, while 65% of Grassroots retailers are single-door operations, 35% are multi- door—and that number is growing, spearheaded by the follow- ing shops that opened new storefronts over the past year. • Gearhead Outfi ers, Glenwood Springs and Grand Junction, Colorado • High Country Outfi ers, Peachtree Ba le Shopping Center, Atlanta, Georgia • Walkabout Outfi er, Merchant’s Square, Williamsburg, Virginia
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ORIGIN STORY
running such a successful store for more than ve decades, Hollenbeck says he never gave it much thought. “For much of our history, I was just trying to have fun in the outdoors and survive the immediate future,” he says, adding his success comes from “looking forward to coming to work every day and creating a place where everyone feels the same way.” His company’s vision, he adds, established what they try to do as both a retailer and community member. “We’re here to help moms and dads introduce their kids to the outdoors, after their moms and dads did the same thing decades before,” he says. The key is focusing on the customer. “We want our custom- ers to feel like family when they come in,” he says. “I’ve always said, ‘Nobody who works here is authorized to send a customer away unhappy.’ What gets lost in focusing on the customer is how that a ects what we carry. We have to be conscious of who our customers are and make sure our buys are curated for them. It’s not easy but is just as vital. Outdoor products are available every- where, but our point of di eren- tiation is the experience guests receive when they shop with us.” The customers appreciate this attitude and so do Hollenbeck’s employees, whom, if they don’t stick around forever, such as 20-year Kirkwood store manager Angie Bono, go on to bigger po- sitions in the outdoor industry— Eddie Bauer CEO Tim Bantle worked at Alpine Shop in the 1990s, and The North Face sales manager Peter Carleton is also a former manager of the Kirkwood store. It all comes down to loving what you do and sharing that with others. “I nd spirituality whenever I’m outside, and I just want everyone to have those kinds of experiences,” says Hol- lenbeck. —Eugene Buchanan
to high-quality gear, experienced salespeople, and understanding its customers. WHILE ALPINE SHOP’S STORES were a ected by the pandemic just like everybody else’s, they stayed true to their vision and came out stronger on the other side. “Foot- wear, paddle, and bike were all impacted by supply chain chal- lenges during COVID and then faced post-COVID sales declines,” says merchandise manager Bren- da Mohr. “But our buying team has done a great job managing our inventory, and we’re currently in a very healthy place.” Apparel, especially casual sportswear, has continued to be strong, she adds, as well as the travel category. The stores have also evolved, coming up with new ways of bringing the outdoor commu- nity together in their respective markets. They do this by hosting grassroots events and clinics targeted at every category they carry, as well as hosting work- shops, guest speakers, and other get-togethers. Their consign- ment-based used gear sale has been going on for 32 years, and their instructional clinics for more than 40 years. They also host Al-Pint Nights for their customers, partnering with local breweries and nonpro ts. “All of these programs are designed to get these customers back into the store and to keep us top of mind whenever they need help or gear,” says marketing director Todd Oswald, adding they also put on ve trail run races, a gravel bike race, a paddle race, and one of the largest amateur adventure races in the country. These e orts have earned Alpine Shop a slew of awards, including Gold Medal Ski Shop from Ski magazine three years running, National Retailer of the Year from Backpacker and Grass- roots’ 2019 Retailer of the Year. Asked if he expected to be
Holly and Lisa Hollenbeck are here for the long term.
Not Fade Away At Missouri’s Alpine Shop, 90-year-old co-owner Russell “Holly” Hollenbeck keeps things going strong.
C elebrating more than 50 years as a specialty outdoor retailer in today’s market is nothing to sneeze at—espe- cially for a agship store that has spawned three other thriving out- lets. Such is the case with Grass- roots Outdoor Alliance member the Alpine Shop, which, as well as its original store in Kirkwood, Missouri, has retail operations in Chester eld and Columbia, Missouri, and Manhattan, Kansas. The main store celebrated its 50th anniversary in 2023; its longevity can be attributed to a focus on its customers and the leadership of co-owner Russell “Holly” Hol- lenbeck, who celebrated his 90th birthday last December. The original store was founded in St. Louis in 1973 by climber, author, and Army Map Agency employee Bob Mooers, who convinced Chouinard Equip- ment to open him up as a dealer. Mooers ran his edgling Mooers Alpine climbing store above his home-winemaking shop and map-making o ce. A month lat- er, with climbing sales outpacing
those of maps and homespun merlots, he moved into a larger space. Five years later, he sold it to customer Hollenbeck, then 45, who had moved to St. Louis from Oregon to work in nance and had burned out on corporate life. “There really wasn’t much of an outdoor ‘industry’ back then,” says Hollenbeck. “I grew up in Oregon and loved the mountains, so I was a customer of his. When I heard he wanted to move, I worked out a deal and became a climbing shop proprietor.” Changing the name to Alpine Shop, Hollenbeck and his wife/ co-owner, Lisa, quickly expand- ed by carrying equipment and apparel for backpackers, hikers, campers, paddlers, cyclists, and skiers and snowboarders, eventually opening three more locations. Chouinard Equipment (which eventually became Great Paci c Iron Works, then Black Diamond and Patagonia) still remains its largest supplier. With the motto of seeing “Generations transformed by discovery out- doors,” the store owes its success
GRASSROOTS STORIES 7
Outdoor Alliance unites the voices of paddlers, mountain bikers, hikers, climbers, surfers, and backcountry skiers to conserve America’s public lands and protect human-powered outdoor experiences.
Get Involved to Protect the Places You Play
The Future Is Now
Want to gain the skills to build a powerful career in the outdoor industry—and beyond? Work in an independent specialty outdoor shop. Grassroots businesses provide the skills and training ground for employees who dream big. By Frederick Reimers
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THE FUTURE IS NOW
This page: Marlena Ruthe of the Outdoor Product Group Opposite page: Anthony Martinez of SOS Outreach
GRASSROOTS STORIES 11
A group of partic- ipants in the 2024 Futurist Cohort enjoy a sunrise hike in Utah.
about the outdoors. The Alpine Shop (see page 8) has thrived for 50 years by hewing to the motto: “Generations trans- formed by discovery outdoors.” Those generations include not just customers, but staff, too. “We jokingly say that we are the farm league for the outdoor industry,” says Brenda Mohr, a 25-year veteran of the outfit, referring to the legions of sales associates who have gone on to careers in other companies and nonprofits within the industry, not to mention professionals in other fields like Benitez. Work in outdoor specialty retail at the Alpine Shop or in one of the 206 independently owned shop locations that make up the Grassroots Out- door Alliance is simply a great place to start a career, says
D avid Benitez works in financial policy agency, but his first job was as a sales associate at the Alpine Shop in St. Louis. “It launched my work life in ways I’m still realizing,” says the 40-year-old. Benitez worked at the outdoor retail store weekends and summers for five years starting in high school at the urging of his older brother Luis—the Everest mountain- eering guide walked him into the store and vouched for government relations for the Federal Reserve, the him. The work skills Benitez gained, however, were on his own: translating technical info on gear to customers, how to manage and interact with co-workers, and most of all, “how to talk to anyone regard- less of age or background.”
That last skill is particularly important in Benitez’s role at the Fed, which is to liaise between the bank and mem- bers of Congress and other elected officials. “I work in PR,” he says. “When I was on the sales floor at the Alpine Shop, able to walk up and talk to anyone, that’s public relations by definition. That’s network- ing 101.” Furthermore, one of the most valuable tools he has to connect with members of Congress is talking about outdoor recreation in their home states. ‘I was just out skiing in Colorado,’ I’ll say, or ‘I love the rails-to-trails system in Pennsylvania.’” The Farm League It makes sense that the Alpine Shop taught Benitez to connect with people through talking
Kanoa Greene of Nakoa Adventure
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THE FUTURE IS NOW
have the ability to provide info that’s actionable,” says Mohr. Wes Allen, co-owner of Sunlight Sports in Cody, Wyoming, agrees that keeping associates informed is one of the best ways to keep them engaged. “We include them in conversations about what we decide to buy and how much we can spend,” he says. “The business runs better when more people know how to drive it.” Allen cites the example of an associate who rose to the warranties department despite her young age thanks to an understanding of the shop’s economic realities. “She under- stands what our goals are and can make decisions based on that,” he says. Such empower-
ment leads to better employee morale, he says, but also better professionalism, and therefore to a better customer experience. Of course, says Allen, when employees are empowered and motivated, it’s natural that they’ll want to continue to ascend. Because his shop is small, that usually means moving on to other business- es, often within the industry. Grassroots president Gabe Maier himself started on the sales floor at Sunlight, as did executives at fitness tech manufacturer Coros and shoe brand Oboz. “Our focus is to get people who want to build a career in the outdoor industry to get exposure to other pro- fessionals in the industry,” says Allen. “We let them sit in on
“We jokingly say that we are the farm league for the outdoor industry.” —BRENDA MOHR, ALPINE SHOP
screen time and the pandem- ic. Another big investment: “making sure that they know the whole picture of the store’s economic position” says Mohr. That economic education means, she says, “helping them understand that we can’t keep the lights on selling just climbing hardware; we have to sell less-sexy stuff, too.” It also entails empowering associates to bring their own insights from the sales floor to nightly closing memos, and that higher-ups respond to that insight. “We want associates to know that they
Mohr. It’s because of the skills that are transferrable to other workplaces, but also because those shops are so good at empowering their associates to grow as employees—and as people. It’s just the nature of outdoor adventure and the constellation of businesses and other entities that support personal growth. That growth often leads people to careers far beyond the shops where they began. “We like to show our employees that we are part of a pretty cool larger commu- nity,” says Mohr. It all starts with interper- sonal skills, of course, and not just an ability to talk. “We want to train our associates to listen with enthusiasm and guide customers to the right product purchases,” says Mohr. That takes an under- standing of the products for sale, but also an understand- ing of the goals of the custom- er, which may tend toward a walk on a flat gravel path rath- er than up the face of a glacier. “Per our mission statement, we want to make sure the gear we sell them doesn’t lead to a negative experience in the outdoors,” she says. At the Alpine Shop, that training process is a signifi- cant time investment, espe- cially, says Mohr, as newer generations aren’t showing up with the same social skills as in years past, which she chalks up to forces like increased
Kate Darton, Kyla Basher, and Jack Egger (left to right) of Peak Bike and Outdoor sport matching Mountain Hardwear jackets during a vendor promotion.
GRASSROOTS STORIES 13
meetings with brands. Some of them eventually go and work for those brands.”
The Futurist Project
Born from the Outdoor Industry Association’s now-shuttered Skip Yowell Leader- ship Academy, the Futurist Project convenes young standouts from a range of outdoor industry manufacturers, nonprofits, and retailers. The aim, says co-founder Carrie Watson, is to drive real change within the industry by training the next generation of leaders to be more thoughtful, inclusive, and professional. Grassroots Outdoor Alliance shops have sent participants to the Futurist Project since its inception, and this year they have formalized the partnership by providing a space for the six-month program’s capstone event and graduation in Kansas City. Grassroots is also currently providing scholarships to supplement tuition for two class members from two of its member retailers. “That sponsorship is really special,” says Watson, and a huge benefit for the pro- gram. “No one understands the end consumer better than the retail participants. They have so much to teach the group.” As for the retail participants, they get the same leadership training the others get: conflict resolution, how to inspire co-workers, how to think strategically, and also get a glimpse into the larger outdoor industry ecosystem. “It’s absolutely energizing,” says Peyton Short, a 2024 Futurist participant and buyer at Pack Rat Outdoor Center in Fayetteville, Arkansas. “This industry has career options I never considered before the Futurist Project, and now I have the contacts to explore them if that’s where I want to take it.” Current Class Members who Work for Grassroots Stores: Kyla Basher, Peak Sports, Corvallis, Oregon; Emma Littman, Roads Rivers and Trails, Milford, Ohio; Peyton Short, Pack Rat Outdoor Center, Fayetteville, Arkansas Alumni: Carrie Watson, Outside Looks, Owner, inaugural class of Skip Yowell Future Leaders Academy, Class of 2016; Dana Howe, VP Grassroots Outdoor Alliance, Skip Yowell Future Leaders Academy Alumni, Class of 2017; Adam Higinbothom, Outdoor Cap Company, Skip Yowell Future Leaders Academy, Class of 2018, ; Maggie Perrault, Event Relations Manager, Grassroots Outdoor Alliance, Futurists Project, Class of 2022; Christian Baumeister, COROS International Sales Manager, Futurists Project, Class of 2023
The Community Gathering Place
Allen and Mohr both have also recommended associates to the Futurist Project, the six-month training and mentorship pro- gram aimed at creating cohorts of emerging leaders for the outdoor industry (see sidebar). Both want to help their young employees become future lead- ers, building professional skills as well as connections. Such connections are what led Sven Shiers to his current role as Patagonia’s sales man- ager from a winter-season gig as a sales associate at beloved western-Pennsylvania retail- er Nestor’s. After a stint in the Marines, Shiers liked his season at Nestor’s enough that he stayed a decade, ascending to outdoor category manager. He was eventually invited by one of the independent reps he worked with to join their
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ethic. Outdoor shops have long hosted trail-building days and have helped organize groups to preserve access to public and private open space. “In a time when so many people don’t trust the media and corporate brands, that authentic human connection at an outdoor shop is more important than ever to spread the conserva- tion message,” Luis says. “It’s the first point of contact to the outdoors experience for most people. It certainly was for me.” As an outdoor rec sales associate, Luis had an educa- tion that was not only ethical, though. It was also practical. A shy kid, he honed his social skills on the sales floor. While he was in college, his boss Lou English encouraged him to make his marketing class project about outdoor retail, suggesting he interview the
sales reps who visited the store. “Don’t just see this as a retail job,” English told Luis. “Think of this as your learning lab.” Luis has seen that kind of men- torship is more common than not in specialty outdoor retail. “I doubt many other types of businesses give their young employees that kind of empow- erment,” he says. “I always say that the first MBA you can get is in outdoor retail.” That’s certainly the point, says Sunlight’s Wes Allen. “We always want our people to be equipped to go out and do something great in the outdoor industry,” he says. “I think a lot of small business owners get upset when they lose the em- ployees they invest so much in. For me, I’d much rather have someone great working here for two years than have some- one here for a decade who is just biding their time.”
“The business runs better when more people know how to drive it.” —WES ALLEN, SUNLIGHT SPORTS
society, says Luis Benitez, the former Everest guide who led his younger brother David into retail. Luis also worked at St. Louis outdoor shop Out- doors Inc during high school, but he also spent his child- hood knocking around the boys’ grandfather’s outdoor specialty shop, Kelly’s Sport- ing Goods. There, he helped stock the shelves and sell hunting licenses, but mostly soaked in the atmosphere at a shop best known for the sitting area furnished with leather couches, a woodstove, a small library, and even a pocket bar for the locals who gathered there to tell fish- ing stories. “That’s where I learned that the specialty shop is the gathering place for our community,” says Luis, who these days works as the VP of global government affairs at Lululemon after a similar stint at The North Face. As the person at Lulu- lemon tasked with building sustainability not only in the company’s supply chain but also within its workforce, Luis says that the outdoor industry has a built-in advantage with its focus on fitness, adven- ture, and community. “Any good company encourages its employees to stay physically and mentally healthy through recreation and community connection,” he says, echoing Shiers’ point. “In outdoor busi- ness, that ethic comes straight from the retailer level.” The other thing that rises from the grassroots level of retail in the outdoor industry is the advocacy and stewardship
small firm, repping up-and- coming brands like Chaco, Smartwool, and Arc’teryx. Three years later, that gig led to a conversation at a dealer event where the Patagonia in- house rep told Shiers he was leaving and that he should throw his hat in the ring. “You don’t say no to Patagonia,” says Shiers. His time at Nestor’s provid- ed him with the connections to get his current job, but also the skills he uses. Like Benitez, he learned how to talk to anyone about anything and “how to pair a customer up with something they don’t even know they need,” he says. Shiers describes the experi- ence of customers returning to the shop and sharing photos of their vacation and that the boot-fitting he’d provided had made all the difference. That gratitude—the sense of making people’s lives better— is what has kept him in the outdoor recreation industry. That and the perks: the great people who work in outdoor recreation, the emphasis on having the free time, and the knowledge to undertake the adventures he loves. “Most of us could be making more mon- ey doing something else, but we’ve decided that the tradeoff is worth it,” says Shiers. That work-life balance is what makes work in the outdoor industry not just attractive, but a model for our
Kodiak Cakes’ Meguire Broersma (left) and Pata- gonia’s Naomi Rutagara- ma sit down to connect at a Futurist Project event.
GRASSROOTS STORIES 15
MAKING A LIVING
The Good Sales Rep Immersed in the brands and lifestyles they sell—and often overlooked—trusty independent reps have always been key to engagement between brands and retailers. But, in an age of online dominance and manufacturers looking for easy outs, is the rep still relevant? And how do the best reps continue to make retailers’ lives better? By James Edward Mills
16 GRASSROOTS STORIES
Opposite page: Employee Red Aylor, rep Kurt Smith, and owner Holly Fussell (left to right) go through a pack line at Water Stone Outdoors. This page: Holly Fussell and daughter Lainer strike a pose in the shop.
GRASSROOTS STORIES 17
18 GRASSROOTS STORIES only just now getting around to doing the things they enjoy,” Camillo says. “I tell them, ‘It’s the best job in the world, so quit C hip Camillo has been an outdoor industry indepen- dent sales representative (aka a rep) for more than 40 years. Based in Madison, Wis- consin, he continues working the Midwest territory with the same zeal and enthusiasm with which he started his business back in 1984. Having raised two children, Camillo and his wife, Ann, enjoy an enviable lifestyle that includes fun and adventure at a time in their long marriage when most people would consider retirement. “I have a lot of friends who worked jobs they hate and they’re
asking when I’m going to retire!” Sixty-seven-year-old Camillo only works nine months out of the year. During the summer months, he cycles with friends, most recently through the moun- tainous roads of the French Alps. Energized, he returned to the job he loves with a series of store vis- its and product clinics in advance of the winter ski season. “It’s not that tough of a job. Re- turn phone calls quickly. Do what you say you’re going to do, and get your ass in the shop,” he says. Most reps will tell you, it really is that simple. The role of the independent sales rep is a hidden secret of the industry’s success, and is vital to its longevity. These dynamic professionals help to
build long-term relationships with specialty retail store owners and buyers while inspiring passion for the action sports and activities they promote. Whether it’s technical apparel, camping accessories, skis, tents, sleeping bags, or hiking boots, a good sales rep can make a difference when it comes to selling products through to consumers. “A good sales rep knows your business and even knows the personalities of your individual stores and can help save you a lot of time in curating your assort- ments,” says Lisa Hollenbeck, co-owner and lead buyer of the Alpine Shop in St. Louis, Missou- ri. “That’s what we do, and that’s what we offer to our customers.
This is our curation of all of the stuff that’s in the marketplace. And a really good rep can guide you and save you a lot of time and energy and make you money.” So-called “middlemen” in other industries often limit their involvement between the brands they represent and the retailers they serve to taking orders and managing inventory. Reps in the outdoor business help their customers to be well-versed in, and knowledgeable of, the best products and services the indus- try has to offer. On the sales floor,
CLASSIC POSSE: Rep Kurt Smith and owner Holly Fussell make Water Stone Outdoors tick.
THE GOOD SALES REP
I’m smack dab in the middle of everything. It affords a really nice learning opportunity from all those different avenues.” The knowledge that reps possess is not restricted exclusively to their brands. They also bring a lifetime of experience. Their travels through the territories they serve give them an intimate under- standing of the market forces they help their retailers navigate. Reps can provide a level of face-to-face customer service that is invaluable to their dealers who can always use extra assistance. “The good ones can really help you out and be an advocate for you with the brand and also with any events or events support,” says Deanne Echols, co-owner of the Great Outdoors Store in Sioux Falls, South Dakota. “A lot of general support comes from the rep rather than from the brand, and you just get way more personalized attention.” Shops in remote communi- ties, on the outskirts of a rep’s territory, don’t always get the service they need and deserve. A good sales rep can bridge the gap for their dealers with periodic
a rep based in Lakewood, Colora- do. “There are a lot of times when my schedule is dictated to me by the industry, but there are also in-between times that you get a lot of freedom.” Reps set their own schedules and can devote their free time to pursuing their favorite sports or outdoor pastimes. As skiers, climbers, snowboarders, moun- tain bikers, or backpackers, they are avid users and experts in the application of the products they sell. Reps make themselves valuable assets to both the com- panies they represent and the dealers they sell to. And through their active lifestyles, they can also inspire both the sales staff and the general public at in- store promotional events with their excitement for the brands they represent. “We’re in the middle, between the consumer and the retailer. We’re in the middle of the man- ufacturer and the retailer. We’re in the middle of the engineers and the product-development folks and the marketers,” says Overstake. “And so everywhere I go in this business, it feels like
“We’re not really salespeople. We’re kind of like business partners with all of our dealers—and they’re our friends.” —CHIP CAMILLO
on a job that paid commission.” Like most reps, Burns started his career in sales with an abiding love of the outdoors. As a ski patroller from Crested Butte, Colorado, he was content to make a modest living selling outdoor footwear and apparel with no promise of financial security. He spent long hours on the road, away from his family, earning very little money. But all the while, he enjoyed an exciting lifestyle of travel along the cutting edge of a new and emerging industry. “We weren’t out there on the road selling water pumps or microwave ovens. We were selling toys,” Burns says. “And if you love toys and love selling toys, you do what needs to be done. If that means working 100 hours a week, you do it.” Over the last 50 years, very little has changed. For decades, independent sales reps have leveraged all that hard work into a job description that is equal parts ecstasy and agony. With large territories across three or more states, reps drive thousands of miles each year to call on upward of 150 storefronts. Many reps spend 100 to 120 nights away from home. They typically cover their own expenses, includ- ing vehicle maintenance, gas, meals, and hotel rooms. Those out-of-pocket costs are paid for exclusively from their commis- sions on each sale. But the most successful reps thrive under this pressure to perform. “You’ve got the discipline to get yourself up and moving in the morning. You’ve got the organi- zational skills to do that and be where you need to be when you need to be,” says Ryan Overstake,
this translates into profound market credibility and boosts a shop’s ability to sell big-ticket items at high margins. Reps and their retailers enjoy a symbiotic relationship through which their combined passions create a beau- tiful work environment. “We’re not really salespeo- ple. We’re kind of like business partners with all of our dealers,” Camillo says. “And they’re our friends. We do stuff together, and we have fun. We have this com- mon denominator in the ski in- dustry and the outdoor industry, which I think kind of supersedes a lot of everything. And if they’re successful, I’m successful.” The outdoor industry got its start decades ago through the dedicated service and commit- ment of independent sales reps. Though officially retired, Mike Burns still works part-time as a retail sales consultant for Public Lands in Charlottesville, Virginia. Throughout his long career, Burns worked in the outdoor industry for many companies, including Merrell, Patagonia, and Oboz. In 1970, he was hired as the first sales rep for The North Face, calling on accounts east of the Mississippi River. “You have to look at where the industry was in 1970 and what the industry needed in 1970,” Burns says. “And what the in- dustry needed in the 1970s were people like myself—a lunatic who was willing to pick up my family and move across the country to an area where I knew no one, to work DYNAMIC DUO: Chip and Ann Camillo get some dolce vita in Italy. Chip calls Ann, who started working with him at trade shows, “the key to his success.”
GRASSROOTS STORIES 19
THE GOOD SALES REP
in-store visits and an intimate understanding of their territory, leading to greater success. “They have to be good busi- ness people. They have to be advocates for a brand, and they have to be advocates for their spe- cialty retailers,” says Ben Tindall, a former independent sales rep and now the sales manager of Yakima. “They have to add value to their specialty retailers by being educated about the bigger business, about the economy, about the impacts of the next six months of what that economy is going to mean.” A good sales rep offers advice and guidance along with their products. The rapport they estab- lish with customers inspires a lev- el of trust that can be even more valuable than the profit margins of goods sold. Smart sales man- agers recognize the importance of a good rep who can encourage buyers to take calculated risks on new merchandise or an increase in sales volume. Reps put a lot of effort into maintaining these relationships regardless of what brands they might represent. Brands come and go, but dealers are forever. “The best reps represent their stores and work to build a long-term relationship with their stores. And they balance the needs of the brand with the needs of the retailer. But their core allegiance needs to be to their independent stores,” Tindall says. “If they can […] earn that trust and maintain it, then they are of value to the brands.” Kenny Parker, co-owner of Water Stone Outdoors in Fay- etteville, West Virginia, says a good rep will secure his business by simply maintaining lines of A LIFE ON THE ROAD: North Carolina-based sales rep Katherine Corbett hits new highs in the Pyrenees.
communication between his shop and the brands he buys. “I’ve always appreciated the value of a good rep, not only for the nuts-and-bolts stuff of the buyer in the buying cycle, but with getting you the materials you need by reminding you of the deadlines,” Kenny says. “When new stuff comes up or availability comes up, they’re filling you in; they’re contact- ing you. They’re actually doing their job. They’re selling more stuff that they’re going to get commission on. And if they’re doing that work for you, then they deserve the commission and brands should pay them.” One thing that has changed dramatically for reps is the prepon- derance of more data and online sales. “The brands I rep have done a good job of keeping the focus on speciality, narrowing or eliminat- ing Amazon sales, keeping Amazon as a full price platform and also trimming the MAP windows to a bare minimum,” says Kurt Smith, a longtime independent rep. “The end result is driving more full price sales to the specialty partners.” And all that digital competition
“I’ve always appreciated the value of a good rep.” —KENNY PARKER, WATER STONE OUTDOORS
has forced reps to expand their toolset. “Today’s sales rep is often required to be more of a consultant and strategist versus the traditional traveling salesperson,” says North Carolina-based rep Katherine “K.C” Corbett. “We are required to use data and insights to add value for well-informed buyers. Rela- tionship building is still key, but it’s happening in new, often digital, ways. Technology continues to streamline processes, allowing reps to focus on building a personalized, informed, and efficient customer experience. Consequently, sales cycles are much faster, and many customers need and expect im- mediate responses. Sales reps are under pressure in this regard as it’s difficult to be on the road visiting accounts and available online simultaneously. Fortunately, we are aided by new tools that speed up follow-up, route planning, and order entry—such as intuitive B2B platforms, digital mapping, and robust CRM systems.”
Even with the advent of elec- tronic ordering and computerized sales analysis, the fundamental role of the independent sales rep is more critical than ever. No amount of social media engage- ment on Facebook or Instagram will ever be able to replace a passionate professional dedicated to the success of your business. “The thing that I like the most is working with a retailer to find out what’s going to make them successful,” says Keith Reis, a sales rep based in Louisville, Colorado. “And being able to do that—I really just, I love the shit out of it.” In an effort to lower costs, sales managers might be too quick to reduce the size of a rep’s territory or cut their commis- sion. To boost profits, there’s also the allure of less-expensive automated sales platforms or direct-to-consumer communica- tion systems that aim to prompt retailers to up their open-to-buy.
20 GRASSROOTS STORIES
“The fact of the matter is, most of the buyers don’t have time to go through their inbox, let alone be analytical about it,” says Reis. “So, a trusted voice coming in that they’ve seen multiple times and they’re familiar with and they know is far more valuable than any direct marketing campaign anybody’s ever going to do, with- out question.” That familiar face that comes to a specialty store brings a wealth of knowledge and expe- rience that enhances the quality of every product they sell. With every call, email, buying show, or in-store visit, a good rep offers themselves as a bonus. “Because we don’t own anything. We have no equity. We don’t own a building. We don’t hold inventory,” says Jeff Sheets, a 40-year rep based in Los Angeles. “The only thing that we really have of tangible value is our rela- tionships—the faith and trust that our customers have in us.” Independent sales represen- tatives are the glue that binds to- gether the individual components of product development, man- ufacturing, marketing, delivery, inventory management, merchan- dising, sales training, and promo- tion. With a kind spirit and sheer tenacity, a good rep can make the difference between a business that merely sells stuff and an honored profession from which we can all build a worthwhile and deeply fulfilling community. “The highlights are the rela- tionships. That’s the best part. The money is just money, and it just buys you things that you need, and it’s important,” says Sheets. “But I never thought in a million years that I would be in this position to go, ‘Holy cow, look at how blessed I am to have these magnificent relationships, friends across the country.” For a good sales rep, that’s the bottom line.
Our reps will thrive, but they need our support. Here’s everything you need to know about what reps do for the outdoor industry and the challenges they face in the coming years. By Cami Floros-Garrison, director WWSRA
our shop owners, employees, and this industry. They know their success is directly tied to the success of their retailers and the brands they represent. As our industry faces growing pressure to maintain the rapid growth experienced during COVID, our sales reps are on the frontlines, writing orders, merchan- dising floors, training staff, managing emotions, and covering a lot of geographic ground. Our reps rely on our brands to continue recognizing the value of the relationships they nurture and the strong connec- tions they build with retail stores. Takeaways: • Our sales reps are the backbone of our indus- try: While brands and retailers are essential, our independent reps are the backbone that holds it all together. They endure significant financial and emotional volatility without the guarantee of a paycheck. • Pressures on reps: Most often our reps work entire selling seasons without seeing a pay- check. Factors like brands not shipping or retailers not paying bills dictate whether a rep will ever be paid. • Increased burden on reps: With the shift away from national trade shows, reps are covering larger geographic areas with tighter timelines, working in every possible environment to get products in front of buyers. Challenges: • F inancial uncertainty: With contract terms like “pay on ship” or “pay on pay,” rising costs, shrink- ing commissions and orders, and the inability to secure operating capital via banks, our reps are incredibly vulnerable to the financial strains and having to rework their entire business models to create financial stability. • Intense workload with limited resources: Reps are expected to be everywhere—regional shows, buying group shows, showrooms, and in stores—with limited time and resources, espe- cially for small agencies with only one or two employees, which represent the majority. • Everything to everyone: Our reps play multiple roles—salesperson, customer service rep, and crisis manager—all while balancing the emo- tional toll of uncertainty and the pressure to grow sales.
If our brands are what create excitement and drive consumer demand, and our retailers are the lifeblood of this industry, then our sales reps are our backbone. And they are built just a little bit differently. They can endure intense financial, physical, and emo- tional highs and lows in an industry that’s incredibly vulnerable to economic factors and weather conditions. What most people don’t know is, reps typically work through entire selling seasons without seeing a paycheck, and there are nu- merous variables that affect whether they’ll ever get paid. And, while brands and retailers can turn to banks for capital, they are unlike- ly to offer loans to commission-based sales reps, especially those just starting out. Most rep contracts include “pay on pay” or “pay on ship” terms, which mean there’s no guarantee of a paycheck and the ability to repay loans. We’re also seeing more independently owned stores selling to national retailers, disrupting distribution channels and reducing the num- ber of independent retailers for our reps. As the outdoor and snowsports industries move away from national trade shows, the burden of the sales cycle—both physically and financially—has shifted largely onto the reps. They cover large geographic regions with hundreds of storefronts while working on incredibly compressed timelines. It re- quires them to take every opportunity they can to get product in front of our buyers. Whether it’s at regional shows, buying group shows, showrooms, hotel rooms, storage units, trucks, or trailers, they’re there. The competitive landscape and number of trade shows only amplifies this challenge. Not to bring it back to COVID, but never was there a time when the role of our inde- pendent reps was more critical or clear. While many brands were laying off staff, including in-house reps, independent reps were working overtime to keep retailers sane and stocked with product, at no immediate or direct cost to the brand. They acted as customer service reps, sales reps, crisis managers, therapists, and best friends all at once. They do this because they can stomach it and they care deeply for
GRASSROOTS STORIES 21
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