![\"Michael](\"https:\/\/i0.wp.com\/theusatwork.com\/wp-content\/uploads\/2022\/09\/Michael-Ray.jpg?resize=233%2C233&ssl=1\")
Michael Ray, Operations & Business Development Executive<\/p><\/div>\n
There were only 30 resort stores which accounted for about 10 percent of the company\u2019s store base.\u00a0 A significant and effective change would require an entirely different approach in merchandise mix, delivery timing, and marketing.\u00a0 Accomplishing this would require an additional workload for the buying, marketing, and supply chain teams.\u00a0 However, if the plan was to be a successful investment, the company needed to be shown the potential results of these efforts.\u00a0 Achieving this goal required the buy-in from upper management as well as the three departments most impacted.<\/span>\u00a0<\/span><\/p>\n Michael worked to develop the strategy by meeting with the management departments of these resort stores. He was then able to gain insight into what changes needed to be made to improve sales and profit.\u00a0 Michael proceeded to organize a focus group of select customers from these markets.\u00a0 From the information gathered in these meetings, he developed the resort strategy and presented it to upper management.\u00a0 Those in charge then endorsed the concept and gave the go-ahead to present to the buying, marketing, and supply chain<\/a> departments.<\/span>\u00a0<\/span><\/p>\n The first year that his strategy was introduced resulted in a $30 million increase in highly profitable sales. Furthermore,\u00a0<\/span>the stores he upgraded <\/span>led the company in year<\/span>–<\/span>ove<\/span>r-<\/span>year comparable sales increases for the next 10 years. These stores went from the least to the most profitable stores in the chain.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/span><\/p>\nWatch full video interview below.<\/span><\/h3>\n