Marketing Management For Regional Footwear Company
Please find under a summary covering project details and feedback. The innate facts are kept as they are, private information is amended.
Introductory information
Please draw your structure.
Shoe Station is a family shoe store chain, operating 19 stores in the Southeastern United States. We sell men',s, women',s, and children',s footwear and some clothes and accessories. The vast superiority of our goods is branded, and the stores range in size anywhere from 12,000 to 25,000 square feet. All are open shelf and self-help.
What is your position?
I am the executive vice chairman and the chief operating official of the organisation.
Desired goal
What business challenge were you trying to address with Mighty?
We have historically actd with local, high-powered marketing clusters that were bloated in provisions of their overhead. They could do very crisp work, but expected a high rate of pay in provisions of hours for that work. In our conviction, these firms got very pleased as to what they considered was an hour',s worth of work for an hour',s worth of pay. It got to the point that both of them were almost accounting companies that were bestowing so much time care track of how many hours their nation worked and less time on getting the job done.
When contract renewal time came about, the agency demanded a 35 percent increase in remuneration with a existing decline in the quantity of work that they were going to put in. That',s when we determined to look for other solutions.
Provided solution
Please draw the aim of Mighty',s involvement in detail.
We act athwart 12 separate media markets, and they coordinate between the media markets and me. Mighty feels all of our print media. They feel the creative as well as working with local papers in our 19 store locations. In accession to print, they superintend our radio, digital strategy, and television, which we exhibit, or have exhibitd, twice a year. They',ve coordinated to get us a Shoe Station app. In accession to that, they sit in on our weekly ad meetings and help us coordinate marketing strategies.
How did you come to work with Mighty?
Jarrett [McCraw, chief executive official of Mighty] worked for one of those companies that we',ve worked with in the past. Jarrett oversaw our account at one point, and we veritably enjoyed working with him, and saw how powerful and talented he was. At leading, we recruited him to join our team at Shoe Station full time, but we settled for just working with his new agency, Mighty.
He knew Shoe Station extremely well and was able to leverage our account to create an agency, and he',s assembled a core of some very talented nation. They',re able to crank out work faster, better, and more accurately with a much smaller cluster of nation than the larger agencies were able to do. They',re hungry, and don',t complain like the other agencies. If we need something changed, it',s changed. To me, it should be seen as a standard of a new type of agency. The larger agencies should be very fearful if nation like Jarrett could replicate his standard in other markets.
Could you prepare a perception of the size of this start in financial provisions?
If you factor in all of our forms of marketing that they superintend, our account is more than $4 million. We pay him a competitive rate. It',s not cutthroat, but it',s well worth the value. It',s within the range of what we were paying precedently and [now we are getting] infinitely better labor.
What is the terminal result of working with ?
We began attractive with Mighty in February [2015] in a tete. We switched in mid-March or mid-April, and we',ve been working with them since [September 2015]. Though, we',ve worked with Jarrett off and on for almost a decade in some space.
Results achieved
Could you share any statistics or metrics from this engagement?
Since Mighty has taken over, we',ve seen expressive increases athwart the board, including departments that haven',t seen an increase in half a decade.
What distinguishes Mighty from other preparers?
We',ve had agencies in the past where they were looking to push a bestow for the sake of pushing a bestow owing they were on a percentage standard. If they encouraged the client to bestow 20 percent more on marketing – whether or not that marketing was powerful – they got 20 percent more money.
With Mighty, we are on a monthly bestow that',s independent of our overall marketing bestow. By being on a monthly bestow, we',ve fully uncoupled those two. Jarrett will only push forms of marketing that he feels are fruitful for the overall goal, and that',s growing our overall business. It',s a symbiotic relationship instead of a parasitic one.
Is there anything Mighty could have improved or done differently?
My only recommendation is that they need to do more to get the word out owing there are so many companies out there that could boon from them.
