Board of Directors - Outdoor Industry Association

Transcription

Board of Directors
Meeting Packet
September 2009
September 21, 2009
Dear OIA Board Members,
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Enclosed is your meeting packet for the September 28 - 29 board meetings in San
Diego, CA. In advance, please review the board packet and complete the “Dead Ideas”
homework outlined below (reference sections 4 and 5).
All meetings will be held in the Marriott Coronado Resort and Spa. The goals for the
Monday, September 28th, meetings are:
• Host the Outdoor Foundation Board Meeting
• In a joint OIA committee session, review changes in our retail tracking platform
• Host the annual OIA/Foundation board of directors dinner
On Monday at 2:00pm, the Outdoor Foundation board of directors will meet in the Black
Swan room, and all remaining OIA board members will meet in the Tidelands room. At
6:00pm, we will host the board dinner at Peohe’s at 1201 1st Street on Coronado Island.
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On Tuesday, September 29 , the OIA Board will meet at 8:00 a.m. in the Tidelands
room, and breakfast will be set up in the Tides Bar at 7:00 a.m. The objectives of the
meeting are as follows:
• Review the draft strategic plan prepared by management
• Identify, discuss and challenge the “dead ideas” within the industry
• Review and approve the 2010 operational budget
OIA Board Meeting Homework
The OIA Board of Directors has always primarily utilized the spring and fall board
meetings to delve into Strategy Work to inform the needs of the industry and the
direction of the Association. This upcoming meeting is no different, and we have an
exciting session planned to shake up our ways of thinking about the future.
In order to have a very effective session, we are requesting that each board member
prepare a brief presentation to share with the board per the instructions below.
Presentation Outline:
We will break into four groups during the meeting, and each individual board member
will be asked to deliver a brief presentation to your assigned group. The two best
concepts as determined by the group will be shared with the broader board, and all
ideas will be captured for strategic consideration and food for fodder.
Dead Idea Overview:
Dead Ideas are premises, assumptions or beliefs so deeply engrained in the way we
think and act that they become an unconscious way of being or operating. We accept
and act on them as if they are “the way things are” and “will always be.”
You have been assigned to one of four areas in which your presentation should be
focused for this exercise. Groups are:
1. Manufacturing Dead Ideas
2. Retailing Dead Ideas
3. Consumer Dead Ideas
4. Association/Tradeshow Dead Ideas
The Assignment:
• Within your assigned topic area, prepare for a three-minute, no frills
presentation, no power points, including these three steps:
1. State the Dead Idea – It is OK to think way out of the box here. The goal
is to shake up our way of thinking.
2. Describe the source of the Dead Idea’s power. What is the story that
supports the Dead Idea? Tell us why you think the idea is “dead”.
3. Describe a new way of thinking about the concept. How might we turn
the Dead Idea on its head? How would life be different if we stopped
doing things in the current way?
• We will use these Dead Ideas as a way to explore what the Board and Leadership
Team need to pay attention to in the coming years. In other words, identify new
and emerging paradigms that could impact us and the way we conduct
business. (When REI utilized this exercise with its board, they produced 14 dead
ideas and then funneled them down to four key ones.) The powerful part of the
exercise was to have leaders get outside of the box, challenge the status quo
and also have the discipline to articulate your concept in three minutes.
On behalf of the entire staff, I would like to thank you for volunteering your time and
energy to guide and support the Outdoor Industry Association. If you have any
questions, please feel free to call me directly at 303-327-3501 or on my cell phone at
720-320-7672.
Otherwise, safe travels, and we look forward to seeing you next week!
Frank Hugelmeyer
President & CEO
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Table of Contents
1. Association Board Meeting Agenda
2. July 2009 Meeting Minutes (DRAFT)
3. Executive Committee Actions
4. 2010-2013 Strategic Plan DRAFT
5. Dead Ideas Exercise/
HOMEWORK ASSIGNMENT
6. Outdoor Retailer Survey and Recommendations
7. OIA Retail Tracking Progress Report
8. The Outdoor Foundation—Report
9. Year-to-Date Financials
10. 2010 DRAFT Budget
Tab 1
Committee Meeting Agendas
Monday, September 28, 2009
San Diego, CA
Marriott Coronado
Time
Topic
Room
2:005:00
Outdoor Foundation Committee/Board Meeting
Black Swan
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Strategic Plan Review
Program Update
2010 Budget Review and Approval
______________________________________________________________________________
2:004:00
Special OIA Board Committee Joint Session:
Executive, Strategic Planning & Finance, and
Member & External Relations Committees
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Tidelands
Industry Market Research Briefing
o Strategic Objectives and RFP
o OIA Retail Tracking Platform – 2010
Sports Scan/SOS Presentation – James Hartford
Discussion
4:00
Additional Committee Breakouts (As Needed)
5:00
Adjournment
Tidelands
______________________________________________________________________________
6:00
Association and Foundation Board Reception and Dinner
Peohe's Coronado Island
1201 1st Street # 3, Coronado, CA
619.437.4474
OIA Board Meeting Agenda
Marriott Coronado, Tidelands Room
Tuesday, September 29, 2009
Time
7:00
Topic
Breakfast
Action
8:00
8:05
8:10
Convene General Session
Approval of Minutes – August Meeting
Approval of Executive Committee Actions
8:15
President’s Report
Report
• Miscellaneous Tariff Bill Trade Alert
Frank
8:30
2010-2013 Strategic Plan Review
Report/Discuss
Frank
9:45
Break
10:00
Strategic Breakout – Dead Ideas Exercise
Facilitate
Brian
12:00
Lunch in the Stuart Room
1:00
Outdoor Retailer Recommendations
Report
David
2:00
Committee Joint Session Report
Report
Brian/Jennifer
2:30
Break
2:45
Outdoor Foundation Report
3:15
3:30
Financial Report
2010 Draft Budget Review & Approval
3:50
4:00
Accomplishments and Action Items
Adjournment
6:00
Rendezvous Opening Reception and Dinner
Vote
Vote
Report
Report/Discuss
Vote
Review
Who
All
Dan
All
All
Jay/Chris
Lori
Lori/Sam
Dan
Tab 2
July 20, 2009
Outdoor Industry Association Board of Directors
Meeting Minutes—DRAFT
Marriott Downtown, Salt Lake City, UT
2:00 p.m. – 6:00 p.m.
Board members present:
Sutton Bacon
Tom Barney
Darren Bush
Norm Cavallaro
Fred Clark
Brian Cousins
Paul Fish
Joe Flynn
Bob Holding
Joe Hyer
Jeff Johnson
David Kulow
Mark Leopold
Will Manzer
Ed McAlister
Peter Metcalf
Jennifer Mull
Bobbie Parisi
Tony Post
Sue Rechner
Pam Schwarzbach
Gordon Seabury
Casey Sheahan
Steve Shuster
Scott Sible
Sam Solomon
Jay Steere
Bill Sweasy
Dan Templin
Beaver Theodosakis
Kim Walker
Mike Wallenfels
Zohar Ziv
Board members absent:
Blair Clark
Brian Unmacht
Staff members present:
Frank Hugelmeyer
Lori Herrera
Ann Obenchain
Amy Roberts
Chris Fanning
Karen McNamee
Special guests:
Kelly Lauber, Nike
I.
GENERAL SESSION (Mike Wallenfels)
Chair Mike Wallenfels called the meeting to order at 2:03 p.m., reviewed the agenda, and welcomed
new board members.
II.
APPROVAL of MINUTES from APRIL MEETING—MOTION (Mike Wallenfels)
Correction requested to add Will Manzer and Steve Shuster to the list of “board members
present.” With the correction, a MOTION was made by Joe Hyer to approve the minutes from
the ORWM board meeting in January 2009 as presented in the April 2009 board meeting packet.
Motion seconded by Tom Barney and unanimously approved.
III.
PRESIDENT’S REPORT (Frank Hugelmeyer)
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o 20 anniversary of OIA
o Series of celebrations during the show (thanks to Ann)
o Past decade of board chairs in an open panel discussion at the TLS this evening
IV.
OUTDOOR RETAILER UPDATE (Joe Flynn)
o Tradeshows in general have suffered and many big shows are ½ the size they were
o Outdoor Retailer Summer Market
• Sold out this year
• 175 brand new companies
• Sign of healthy industry
• Registration slightly surpassed last year
• Healthy expectation of attendance, but flat to last year would be a
victory
• $8.4 million in revenue expected this year
• Scholarship program for retailers courtesy of SLCVB
• New activities on the floor highlighting paddle, footwear, and endurance
sports
• Still questions concerning long-term what is done with the dates of the
show
o Outdoor Retailer Winter Market
• Slightly ahead of the sales trend
The board held a brief discussion on the trade show trends.
V.
GOVERNMEMT AFFAIRS UPDATE (Tab 3) (Amy Roberts)
Major issues: trade and sustainability, health care, and climate change. Amy hosted a
PowerPoint presentation with the following highlights:
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A. Trade and Regulations Focused on Sustainable Products
OUTDOOR ACT
• Introduced in House and Senate this month
• Average current tariff is 28% which translates to $100 extra cost at retail.
Savings to outdoor industry will be $600 million over ten years and will
generate about $110 million for sustainable manufacturing research (a
1.5% fee on import) over those same ten years.
Two years ago, OIA passed several bills through the miscellaneous tariff bill process
that eliminated the tariffs on several types of water-resistant hiking boots and trail
runners. Those bills are up for renewal this year, and OIA is working to further
divide these products into narrower tariff categories so we are able to stay under
the $500K tariff impact to the federal budget threshold that is allowed in the MTB
process.
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B. Eco Working Group
Board Actions in April 2009
• Approved Sustainability and Fair Labor as strategic initiatives
• Formed a Sustainability and Fair Labor Advisor Council, which will
develop a strategy including plan for a beta eco index. Current
members: Patagonia, MEC, Nau, Timberland, and REI.
• Requested that companies double participation fees
79% voted to focus on an index vs. a label
Index: guidelines, performance indicators, metrics, and scoring system
Nike Considered Index and MAT (materials assessment tool)
• Nike said they’d like to share their index next year; most of it is not
patented.
• The MAT is a very costly and burdensome thing to development.
• Nike said they’d begin sharing their MAT in the fall.
External Forces/Emerging Partnerships
• Walmart
• Portland Development Council may develop hub around materials tool
• Government regulation: to the extent that we can get ahead of
regulation with Congress, then there’s less impetus for the regulators to
target us. This could save us money and continue the goodwill we have
on the hill.
Questions & Comments
o Currently retailers and brands do some sort of labeling on product in store. Once
we start to determine what the index is, is the EWG going to look at industry best
practices? Are we looking to try to stop individual labeling? Timberland developed
index for footwear—that was the plan and still is. We want to make sure that the
EWG index is “consumerable” like the STAR energy rating and let the index be
part of the decision making process.
o Shannon from the EPA has been participating in the EWG. Their interest will
increase once there is a decision regarding the consumer-facing components.
o Issue of Greenwashing and analysis paralysis is a concern.
o Is there any level of consideration about how frequently a product needs to be
replaced—is this considered in the index? Yes. The advisory council is looking at a
draft scoring system that would include end of life. Our index is pretty far along
and not far from being able to provide additional tools for members.
o Component suppliers—(Vibram, for example) aren’t the biggest purchaser of
products from some of the suppliers from whom we buy. The automotive industry,
for instance, dictates and drives their business practices. We are exploring
collaboration and partnership with other industries.
VI.
GREEN XCHANGE PRESENTATION (Frank Hugelmeyer and Kelly Lauber)
A. Introduction, Frank Hugelmeyer
There are a variety of tools and partners who can help us create those tools. We’re
looking at three strategic elements: partnerships, tools to provide to the membership
to measure impact, and how do we advocate for a healthy regulatory, incentive-based
business climate.
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B. Presentation Highlights on the Green Xchange, Kelly Lauber, Director of
Sustainable Ventures for Nike
This initiative was formed at Davos last year at a working group meeting and few
organizations will be invited to be founding partners. Nike will just be a seat and
not at the helm.
The Green Xchange creates scalable, voluntary, private copyright licenses for
patents and processes:
• C all rights reserved
• CC Some rights reserved
• PD no rights reserved
Director of Green Xchange via the phone:
The core idea behind this is to take Creative Commons work and infrastructure
(Wiki, White House examples) and create a standardized low-transaction platform.
Creative Commons has been in the space for seven years. The Green Xchange work
comes from companies that might like to share things (like technology, photos or
music). This provides a standardized sharing and patent licensing, creating a twotier system. The core aspect starts with a waiver and getting people to do research
with your patent. The second stage is the license stage).
Founding partners include Nike, Best Buy, Mountain Equipment Co-Op; pending
partners include DuPont, Cisco, SC Johnson, ARUP, Marks & Spencer, Hermann
Miller, Yahoo, Coca Cola, SAP, and OIA). Universities include Berkeley, Stanford,
University of Washington, and University of Oregon. The Advisory Board includes
Deloitte, IDEO, Pop Tech, and Equilibrium Capital. We need an association; OIA is
our first choice.
o What are the biggest current challenges/problems, and what do you envision the
problems will be in the next two to three years? Getting critical mass of patents on
line in the system. Also, the problem of having users who take in the patents,
copyrights and processes and use them (back end vs. front end). OIA represents a
many companies who are going to fit into the corporate user model.
VII.
GREEN XCHANGE Q&A and DISCUSSION (Mike Wallenfels & Frank
Hugelmeyer)
A. Introduction (Mike Wallenfels)
When the Executive Committee heard that same presentation about Creative
Commons and the Green Xchange, we were collectively excited about how we could
use existing resources to surge forward our industry’s index? How would joining them
move us forward?
B. PowerPoint (Frank Hugelmeyer)
o Two issues: 1. How are we building green tools? 2. The impact of the
collaborative we just heard about.
o Global partnership and established resources.
• This exploration has brought companies like Nike and Adidas closer to
OIA (which can add clout to public policy issues)
o We could consider using the reserve to participate, since it’s aligned with our
strategic initiatives.
• What value do you see for the industry? How comfortable are you using
the reserve and what other considerations do you have?
OIA board discussion and feedback requested today; final authority to
accessing the reserve is an Executive Committee decision
A board discussion ensued regarding OIA involvement in the Green Xchange and the
appropriateness of utilizing the reserve.
• The majority of the OIA board expressed support for moving forward in some
way w/Creative Commons and The Green Xchange
• Board recommended that staff question additional targeted partners and
attempt to negotiate down the final cost of participation
•
VIII.
STRATEGIC PLANNING COMMITTEE REPORT—MOTION (Will Manzer and
Lori Herrera)
A. Overview (Will Manzer, Committee Chair)
OIA staff is working to complete 2010-2012 SP as well as the 2010 budget.
B. Audit (Will)
Copies of 2008 audit and tax report sent via email. The IRS is requiring all board
members review the 990 tax report before the filing. On June 25th, the SP committee
had a call with auditors at EKS&H (Ryan Sells, Lyndsy Schultz, and Dori Eggett). They
relayed that staff was well prepared and that the process went smoothly and timely.
OIA is in good shape with the 2008 990 tax report, which includes policies that OIA
and the Foundation have approved. Both OIA and the Foundation obtained
unqualified opinions (aka: clean/good). No material weaknesses were found, and no
adjustments were made; the SAS 112 requires that the auditors communicate this
information to the board. One small suggestion was made with regard to check
handling, and the staff is making the appropriate changes. A MOTION was made by
Tony Post to approve the audit. The motion was seconded by Paul Fish and
unanimously approved.
C. Financials (Lori) (Tab 5)
Request to board members to sign and submit the loose blue copies of the Board
Book Acknowledgment of Receipt and the Confidentiality Agreement, both new
requirements per the IRS. Copies of these documents appear in the 2009 Board
Manual.
1. Operating budget at front of tab
2. Combined comparative balance sheet
• Cash of $1.1 million and $35K in small money market fund
• Total operating cash of $1.335M vs. last year $1.321M— almost dead on.
• This year our reserve fund has increased by 32%, from $745K to $981K for the
period that just ended
• Overall total assets are up 1%, YOY
• Change in receivable process: the Foundation overhead is an in-kind
contribution this year as opposed to a receivable (in years prior)
• Current liabilities pretty consistent, with exception of payables (due to timing
issues)
• Overall YTD earnings are at $241K vs. $220K last year
• $2.5M total liabilities and net assets: $2M is OIA, $120K is OSI, and $477K is
Foundation
3. Combined statements of activities
• $250K in income for OIA (dips and valleys as we receive payments)
OSI: small profit
Foundation: small loss due to restricted grant money received in 2008 and
spent in 2009
4. Statement of cash flows
• Positive operating cash in OIA: $184K, YTD
• Small losses in OSI ($16K) and Foundation ($11K)
• Overall, the three entities are down in cash from the beginning of year, due to
timing issues (in September, we will receive the OR payment)
5. Budget, YTD (May 31, 2009)
• Up in revenue for OIA, down in expenses (timing issues)
• OSI above budget (adjusted in April) and slightly below in expenses
• Foundation: dead-on to budget in revenues, and slightly high on expenses
(grant issue)
6. Projection for EOY:
• In April, we adjusted our budget downward somewhat due to economic issues
(membership and FedEx, primarily). In OIA, we’re expecting to be close/flat,
but with Joe Flynn’s report, we expect an upturn.
• The Foundation projection is partly based on the good giving of many
companies in this room. How are we tracking with those total contributions?
We’re projecting 93% of the original board-approved budget revenue at year
end, and we’re projecting 100% of April’s re-budgeted numbers.
• In OSI, we are 29% below where we budgeted to be this fall, a direct result of
freight volume being down. As of July 1, we have successfully renegotiated a
contract with FedEx. We have eliminated the extra billing from OSI (instead we
get a direct royalty from FedEx) and now offer tiered discounts for Ground and
Home service for the members.
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IX.
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OUTDOOR FOUNDATION REPORT (Tab 6) (Jay Steere and Chris Fanning)
A. Overview (Jay Steere, Foundation Board Chair)
Three pillars of the Foundation: research, convening, and outreach. Thanks to
Jennifer Mull from the SP committee for filling us in on the audit.
Chris’s efforts recognized by Jay. With very little money and her tenacity, she’s
creating victories.
The board needs to be contributing 100% to the Foundation. Please participate
financially as well as emotionally—thank you.
B. Program Update (Chris Fanning)
We are seeing significant declines in youth outdoor participation, and we’re
working hard to reverse that.
Chris PowerPoint highlights:
• 2009 Program Goals: ground
Research: Special Report on Boating and Fishing, Special Report
on Camping, 2009 Outdoor Recreation Participation Report
Outreach & Education: media coverage, mentor’s toolkit
Convening Events: “I Will” Campaign, Summer of Service
• Looking Ahead
What’s missing in Children and Nature movement?
Developing power of youth
Outdoor Nation
X.
RATIFICATION OF BOARD ELECTIONS/NOMINAMTIONS COMMITTEE
RECOMMENDATIONS—MOTIONS (Brian Cousins)
As presented in the July 2009 board meeting packet:
Motion # 1
Approve the following voting board members to three-year terms as chosen and
elected by a confirmed quorum of the Outdoor Industry Association membership:
o Darren Bush, owner, Rutabaga Paddlesports
o Casey Sheahan, CEO, Patagonia
o Dan Templin, CFO, VF Outdoor, Inc.
o Beaver Theodosakis, co-founder, prAna
o Kim Walker, founder and president, outdoor DIVAS
A MOTION was made by Joe Hyer to approve the recommendation. The motion
was seconded by Pam Schwarzbach and unanimously approved.
Motion # 2
Appoint the following to three-year ex-officio board terms:
o Joe Flynn, VP, Nielsen Business Media Sports Group
o David Kulow, president & CEO, All Terrain
o Ed McAlister, owner River Sports Outfitters
o Sue Rechner, CEO, Confluence Watersports
A MOTION was made by Kim Walker to approve the recommendation. The motion
was seconded by Darren Bush and unanimously approved.
Motion # 3
Approve the appointment of Bob Holding, co-founder, Waypoint Outdoors to the
open two-year ex-officio board term vacated by Don Hildebrand.
A MOTION was made by Joe Hyer to approve the recommendation. The motion
was seconded by Casey Sheahan and unanimously approved.
Motion # 4
Approve the appointment of Bobbie Parisi, vice-president marketing, Keen, and Norm
Cavallaro, president, North Cove Outfitters to the open one-year ex-officio board
terms vacated by Mark Leopold and Dan Templin.
A MOTION was made by Will Manzer to approve the recommendation. The
motion was seconded by Tom Barney and unanimously approved.
Motion # 5
Approve the 2009 officer slate as follows:
o Chair: Dan Templin, CFO, VF Outdoor, Inc.
o 1st vice Chair: Peter Metcalf, CEO, Black Diamond
o 2nd Vice Chair: Will Manzer, CEO, Eastern Mountain Sports
o Treasurer: Sam Solomon, CEO, The Coleman Company
o Secretary: Gordon Seabury, CEO, Horny Toad
A MOTION was made by Mike Wallenfels to approve the recommendation. The
motion was seconded by Joe Hyer and unanimously approved.
XI.
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RECOGNITION OF DEPARTING BOARD MEMBERS (Dan Templin, New
Board Chair)
Jeff Johnson, four-year board member, MER committee member
Blair Clark, three-year board member, MER and SP committee member
Brian Cousins, six-year board member, nominations and MER committee member,
board secretary and past EC member
Paul Fish, six-year board member, nominations, GA, and MER committee member,
Mark Leopold, two-year board member, past chair of MER committee, served on
EC committee
Tony Post, seven-year board member, chair of finance committee, treasurer, past
EC member, SP and nominations committee member
Mike Wallenfels, retiring chairman, led efforts to renegotiate contracts with Nielsen,
major reason we have the resources we have today, launched OIA board shift to
strategic governance structure, involved in lobbying efforts and trade program in
Washington, advocate of retail research, long time executive committee member.
XII.
MEETING ADJOURNMENT (Dan Templin)
Dan Templin adjourned the meeting at 6:00 p.m.
Minutes taken and respectfully submitted by Karen McNamee, Outdoor Industry
Association.
Tab 3
Executive Committee Action
to be ratified
by the OIA Board of Directors
on August 19, 2009
Action #1
Motion:
Accept the resignation of Joe Flynn, VP Nielsen Business Media and appoint David
Loechner, Senior Vice President, Nielsen Retail Group to the vacant three year exofficio board term.
Motion by:__ Peter Metcalf
Second:_______Will Manzer
Motion Approved
_
Informational report on other Executive Committee decisions:
Appointed the following experts to serve one year terms on the OIA Sustainable and
Fair Labor Advisory Council. (Current council appointees include: Jamie Bainbridge,
Nau, Betsy Blaisdell, Timberland, Jill Dumain, Patagonia, Kevin Myette, REI and Greg
Scott, MEC)
AAFA/Coalition Representative
Colleen Kohlsaat, Environmental Affairs Manager
Levi Strauss & Co.
Fair Labor Representative
Sandra Cho, Corporate Responsibility Manager
Columbia Sportswear Co.
Federal Agency Representative
Shannon Davis, Environmental Scientist
Environmental Protection Agency, Region 9
European Outdoor Group Representative
Anne Girard, Petzl
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Tab 4
Rolling Three Year Strategic Plan
OIA Group Operating Plan
2010-2012
- Draft Prepared by OIA Management Team
September 2009
Executive Summary
• The following pages will provide our outline for an Operating Roadmap.
This document is designed to drive discussion and solicit guidance around
five key areas of strategic focus:
1.
2.
3.
4.
5.
Business Intelligence
Government Relations
Communications
Member Development
The Outdoor Foundation
• This document will serve the parallel purpose of providing management
and our Board of Directors with a dynamic tool to refine and measure the
performance progress for each focus area from year to year through 2012.
• This plan is a draft. We invite board input and will present a completed
final draft in January. Once approved, this plan will be updated annually.
• Special thanks to Will Manzer for his support in the construction and
formatting of this draft plan.
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9/18/2009
Our Core Ideology
Core Purpose
To ensure the growth and success of the outdoor industry.
Our Core Values
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Accountability to our members
Discovery and enjoyment of active outdoor recreation
Access to and stewardship of our natural places
Innovation and expertise in products and services
Integrity in all we do.
Our Higher Purpose
Be recognized for inspiring the world to love, preserve and play in the
outdoors.
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9/18/2009
Our Envisioned Future
Our Vivid Description of Our Future
• We are a vibrant, diverse and innovative industry, low in trade
barriers and strong in revenues and profits. We are global leaders
in sustainable and fair business practices and our members strive to
be responsible corporate citizens where doing the right thing is the
norm.
• We are passionate stewards of the lands in which we play and a
cornerstone of the coalition responsible for creating a unified,
abundant and sustainable outdoor recreation infrastructure for
future generations.
• We promote outdoor activities that are widely available. People of
all ages, means, ethnicities and cultures prefer outdoor versus
indoor activities and are more active and healthier as a result.
• We are inclusive, inspiring and fun and we invite everyone to share
our values.
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9/18/2009
OIA Board P.E.S.T Analysis – October 2008
Political Impacts
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Economic Impacts
Green is in for both sides of the aisle - more environmental
regulations can be expected
Trade protectionism increases with Democratic leadership
Increase in labor requirements and union issues
Federal debt will hurt public lands funding and create major
infrastructure challenges
US citizens must shift to be global thinkers
China becomes more dominate and is a wild card, relations will
impact sourcing, inflation and production costs (political, financial
and environmental influences are strong)
Asia and Latin America influence will be on the rise
Business and financial regulations will change
Urban access to recreation could create outdoor market challenges
More reliance on public/private partnerships
Global IP becomes a major issue: threats to IP increases with knock
offs
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Technological Impacts
Social Impacts
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Increased cost of goods (higher prices, lower margins)
Global Warming will impact our activities (ski industry highly
exposed)
Consumer behavior will shift with weather shifts
Emerging markets could change due to climate shifts
Dollar has weakened and exchange rates will fluctuate – U.S.
sourcing trends may shift as a result
Continued challenges in obtaining credit without high interest
rates
Unemployment grows which will directly impact retail
Extended wealth drain will impact retirement and leisure
spending
Decrease in discretionary spending
Brand and retail consolidation
Global companies and diverse industries will have more stability
•
Increase of educated thought leaders outside of the U.S.
Greater awareness for health, wellness and environment
Changing demographics (minorities become the majority, urban
living becomes the norm, younger consumer become a stronger
market)
Increasingly fragmented target consumers
Social media greatly expands
Social perception of the outdoors may change in an urban America
Awareness of green product standards
Staycations and close to home leisure on the rise
Volunteerism and family connectivity will grow
Migration back to urban areas and urban lifestyles
Emergence of a millennial lifestyle that becomes dominant – greater
global awareness
Consumers buy direct – online purchasing expands
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Access to product information is more available across the supply
chain
New innovation and efficiencies in business systems & processes
Increased industry competition with virtual experiences
Increased opportunities to include electronics and technology into
outdoor experiences
Challenge of making greener products and decreasing our footprint:
technology will help accelerate our progress
Customer data privacy issues increase
Manufactured adventure experiences will be on the rise
Immediate consumer expectations for information and services
Energy will trade on the internet (credit offsets, profit opportunity for
green companies)
Some technology will encourage people to play indoors
Social media innovations will cause major shifts in marketing practices
9/18/2009
OIA Board Market Analysis – October 2008
What will Outdoor Recreation look like in 2015?
•
•
•
•
•
•
•
•
•
•
•
What will Outdoor Retail look like in 2015?
•
•
Financial changes will be monumental – pressure to self fund initiatives
Balance lifestyle shift – increased desire to not work every minute of the
day
Closer to home recreation trend will increase – more staycations, location
influences recreation choices
Outdoor definition includes urban settings – outdoor recreation will be
redefined
Technology is integrated into the experience
Health, nature, government & social movements lead to a new generation
of outdoor enthusiasts
Sports with low impacts and energy costs will increase
More developed and centralized outdoor recreation facilities
Cause based adventure and eco travel will be on the rise
Outdoor recreation becomes a vital vehicle for promoting and providing a
healthy lifestyle
USA grows as a global recreation destination - National Parks visitation
increase
•
•
•
•
•
•
•
•
•
•
•
More consolidation and a reduction of doors
Increased consumer drive to the internet – as much as 50% of volume will
shift to online
Smaller big box store footprints – stores evolve to showrooms
Very high consumer expectations, much higher levels of service will be
required
Specialty retail will become more vertical, some will get more specialized
Messaging to consumer ties to nature, health and need for escape
Where and how to play packages and services will become much more
important
Retailers will be lifestyle centers and focused on local community
connections
China will expand as a retail market
Experiential retail representing multiple activities will expand
Retail stores become more about the experience and education
Retail focus is more about branding the consumer experience
Greener products and marketing will expand
What should OIA do to be most relevant in 2015?
•
•
•
•
•
•
•
•
Increase Government Affairs focus on trade issues (identify new legislative partners, provide industry standards and
tools for sustainability and fair labor)
Advocate for more urban outdoor recreation access
Expand tools and resources that support retailer and manufacturer success in the new business climate (i.e., trends
in supply chain issues, B2B efficiencies, sales and operations)
Accelerate research offerings to ensure members have the critical market data to make good businesses decisions
– get ahead of the curve
Expand consumer research on participation trends, Millennials, new markets, buying habits and demographics
Understand and communicate what is happening to retail and where it is going
Keep Outdoor Retailer relevant (redefine role of the show and its direction; make sure the show reflects retail and
make it more and more about the experience, education and outreach; understand the shifts in the buying cycle)
Provide a global view towards business practices, industry challenges, green standards, outreach (ensure access to
global supply/markets and assist members to go global
6
9/18/2009
Strategic Plan Discussion Document
Member Expectations
Target:
Active outdoor lifestyle focused businesses
Core:
Relevance bandwidth:
Suppliers, manufacturers, & retailers
Businesses from under $1M to over $5B
focused on any outdoor activity and based
anywhere in the world
Strategies to Meet Our Envisioned Future
Improve the relevance of Outdoor Industry Association
1. Provide a customized assortment of cutting edge business trends,
forecasts, business tools and best business practices for
manufacturers and retailers
2. Publish timely outdoor industry market trend and social research
that reflects the entire marketplace
3. Lobby the federal government to enact legislation that protects our
businesses, ensures low trade barriers and reflects industry
standards for sustainability and fair labor
4. Advocate for a strong unified national outdoor recreation
infrastructure
5. Build and expand the industry’s most effective on-line information
and education hub on critical business issues
6. Enable industry wide efforts that inspire diverse communities and
young Americans to pursue active outdoor recreation (i.e.: camping,
paddling, hiking, biking and fishing)
Our members prefer to align themselves with a trade association that:
Provides superior member service and a high return on investment
Provides easy to access, tangible and relevant market research and
business resources on best practices and innovation
Creates a material impact on public policy that positively affects their
businesses and industry
Maintains and measures data-driven programs and deliverables
Encourages networking and celebrates community
Promotes the culture and ethos of all the sports and activities
Is transparent, efficient and professionally run
Member Portfolio
Key Initiatives
100%
Business Intelligence: (1) Improve industry wide POS retail tracking for
1359
all channels (2) Expand best practices and business resources (3)
Broaden knowledge base for industry and member companies
80%
1194
1090
Government Affairs: (1) Pass legislation that ensures tariff relief (2)
1082
90%
1080
70%
1017
Advance sustainable and fair labor industry standards (3) Develop a
unified well funded national recreation infrastructure (4) Expand the
OIAPAC
Communications: (1) Deliver the most complete and relevant on-line
resource hub for outdoor business executives (2) Elevate OIA brand
perception
60%
50%
40%
30%
Member Development: (1) Increase core membership expansion (2)
238
232
Develop and leverage niche community relationships (3) Build key
account, cost savings and sponsorship sales and support
20%
185
216
276
344
10%
0%
Outdoor Foundation: (1) Fund and support initiatives and operations
2007
(2) Support research, youth empowerment platforms and education
7
2008
Total Members
2009
New Members
2010
2011
Retention $
2012
9/18/2009
Retention
#
Strategic Plan Discussion Document:
4 Year Key Performance Indicators
2009
2010
2011
2012
$3,637K
$3,772K
$4,490K
$5,523K
$3,182K
$242K
$212K
$3,486K
$242K
$342K
$3,775K
$291K
$424K
$4,553K
$348K
$621K
$768K
$770K
$892K
$1,034K
1017
$743
21.1%
1080
$714
20.4%
1194
$775
19.9%
1359
$761
18.7%
Royalties and Contributions
$2,189K
$2,176K
$2,458K
$2,926K
- Percentage of Total Revenue
60%
58%
55%
53%
Association Program Revenues
$437K
$525K
$699K
$925K
- Business Intelligence - Research
- Business Intelligence – Education
- Percent of Total Revenue
$24K
$413K
12%
$55K
$470K
14%
$136K
$563K
16%
$221K
$704K
17%
2.8%
$101K
$766K
$250K
0.1%
$5K
$797K
$250K
2.6%
$115K
$928K
$250K
5.7%
$315K
$1,074K
$250K
Gross Revenues
- Association
- OIA Contribution to Foundation
- Foundation Other
Membership Revenue
- Membership
- Average Revenue Per Member
- Percent of Total Revenue
Group
-
Net Profitability
Net Profit (to finance plan)
Reserve Fund Association
Reserve Fund Foundation
8
9/18/2009
Strategic Plan Discussion Document:
4 Year Key Investment Indicators
Total Expenses
- Program Investments
- Foundation Support
- Administration & Operations
Percent of total program investment
- Market Research
- Best Practices, Tools and Trends
- Education/Pro. Development
Government Affairs
- Trade, Regulations & Compliance
- Recreation Policy
- OIAPAC
Communications
2009
2010
2011
2012
$3,536K
$3,767K
$4,374K
$5,207K
64%
13%
23%
65%
15%
20%
66%
15%
19%
65%
17%
17%
$884K
$932K
$1,070K
$1,316K
25%
25%
23%
24%
$117K
$248K
$447K
$169K
$246K
$445K
$220K
$295K
$495K
$309K
$354K
$595K
$663K
$726K
$832K
$962K
19%
19%
18%
17%
$422K
$155K
$13K
$466K
$183K
$6K
$559K
$210K
$12K
$671K
$222K
$12K
$474K
$499K
$549K
$604K
13%
13%
12%
11%
- Marketing Services & Programs
- Marketing Centralized
%
%
%
%
%
%
%
%
$393K
$358K
$430K
$516K
11%
10%
9%
9%
$
$
$
$
Member Development
Percent of total expenses
- New Member Recruitment
9
9/18/2009
Key Metrics Roadmap
Revenue
Investment by Category
- Market Research
- Best Practices, Tools and Trends
- Education/Pro. Development
Net Investment
2009
$437K
2010
$525K
2011
$699K
2012
$925K
$117K
$248K
$447K
$169K
$246K
$445K
$220K
$295K
$495K
$309K
$354K
$595K
($375K)
($335K)
($311K)
($333K)
Initiative
Scope/Approach
Market Research:
Produce and increase timely and
relevant market research
Improve industry wide monthly retail sales reporting to include all active lifestyle segments and retail channels, move to just-in-time end of the
month reporting, secure long term ownership, brand rights and revenue.
Expand operational performance metrics for manufacturers and retailer.
Monitor and explain major consumer and social trends that impact the outdoor marketplace.
Measure industry position, influence and health.
Explore international sales and market trend data products.
Best Business Practices:
Expand best practices, business
tools and business trend resources.
Leverage membership to ensure OIA is focused on the burning issues facing the industry.
Ensure available tools and resources reflect our supply chain and targeted membership mix.
Partner with topic experts to expand resource assortment and frequency.
Record and catalog all tools and resources in a turn key web based format that members can easily search and retrieve.
Education:
Broaden knowledge base and
horizon for members
Establish a self funding financial model to sustain educational programming that ensures all educational conferences and research initiatives
achieve and maintain a stand alone P&L.
Through multiple and efficient delivery vehicles, build robust training initiatives and expand frequency of programming.
Leverage NBM partnership and other tradeshows to elevate market awareness and segment penetration.
Search for partners that challenge the status quo and expand the industry’s scope of understanding
Segment offerings to serve all core members and their executives.
10
9/18/2009
Business Intelligence:
Measurements of Success in 2013
• OIA point of sale retail sales research covers all channels of
distribution and all active outdoor lifestyle segments
• Dedicated department leadership is in place
• Department profit and loss improves and a market research
revenue stream is firmly established
• Tools have increased and a comprehensive portfolio of CSR and
fair labor best practices are provided to the membership
• Resources and tools on human resources, legal, marketing,
sourcing and communications, etc. are available and cataloged
• Combined stakeholder growth doubles at educational events,
seminars and webinars
• A global size of market report is published
• Retail training seminars at Outdoor Retailer are considered best-ofclass by members
• Operational reports have 100+ companies contributing
11
9/18/2009
Government Affairs: Key Metrics Roadmap
Revenue
Investment by Category
- Trade
- Recreation
Net Investment
OIAPAC Fundraising
Annualized Duty Savings
2009
2010
2011
2012
$
$
$
$
$577K
$649K
$769K
$893K
$422K
$155K
$466K
$183K
$559K
$210K
$671K
$222K
$
$
$
$
$25,000
$6.5M
$45,000
$56.7M
$35,000
$69.8M
$65,000
$76.9M
Initiative
Scope/Approach
International Trade:
Ensure fair treatment of the
outdoor industry’s innovative
products as they move through
the supply chain to retail.
• Work with the appropriate federal agencies to establish a delineation of specialized, innovative performance apparel and other outdoor products
from mass consumer goods.
• Providing tariff relief while creating a sustainable manufacturing fund
• Support passage of the Affordable Footwear Act and passage of MTBs on footwear and outdoor equipment
Sustainability and Fair Labor:
• Serve as industry leaders and advisors as Congress crafts legislation with a stronger focus on labor and environmental standards.
• Lead the industry effort to develop and test business tools and enhanced standards for eco and fair labor
• Increase OIA profile with Obama Administration and in public relations on issues of sustainability
Recreation Infrastructure:
Pursue increased federal
investment and a strategic
federal commitment to both
remote and close-to-home
recreation infrastructure
• Increase funding for recreation amenities and management on public lands
• Work to develop a national recreation infrastructure that ensures a place for quiet, active recreation
• Ensure that comprehensive climate change legislation reflects the needs of the outdoor industry and contains policies and funding that will
preserve recreational opportunities on public lands.
• Support management policies that preserve the availability and quality of human-powered recreation opportunities on public lands
Political Action Committee:
Establish a political
environment conducive to the
growth and success of the
outdoor industry
• Support candidates for federal office whose policy views and voting records are aligned with the OIA Policy Agenda
• Raise the profile and importance of the outdoor industry in the policymaking and political process
• Activate the industry to participate in the political process and OIA PAC.
12
9/18/2009
Government Affairs:
• Outdoor Act, Revised MTB’s & Affordable Footwear Act are law
• Federal regulations and legislation reflects OIA tools and standards on
sustainability and fair labor
• OIA has identified and passed federal legislation that significantly
increases the funding of our national recreation infrastructure
• OIA offers members a completed Eco Index which is widely adopted
• Green Xchange (or similar product) has become a valuable research and
R&D tool for OIA members
• An industry wide roll up of CSR reports is published
• OIA is viewed as a national leader in sustainable business practices
• Congress and Administration pass National Recreation Infrastructure Act
• Recreation that supports the active outdoor lifestyle is viewed on equal
terms with energy extraction when decisions regarding public lands are
made
• Funding for all federal land agencies is increased
• OIAPAC exceeds $60,000 in contributions per year
13
9/18/2009
Communications: Key Metrics Roadmap
To Be Completed
Revenue
Investment
-
Reach
Brand Awareness
Member Satisfaction
New Member Growth
Net Investment
2009
2010
2011
2012
$
$
$
$
$474K
$499K
$549K
$604K
#
%
%
#
#
%
%
#
#
%
%
#
#
%
%
#
$
$
$
$
Initiative
Scope/Approach
Asset Positioning and Promotion:
Deliver the full spectrum of member
services and programs to the industry
•
•
•
•
•
•
•
Proactively drive editorial calendars
Customize communications for key stakeholders
Deliver the most complete and relevant on-line resource library for outdoor businesses executives
Diversify communication vehicles in earned, print and online media
Build presence of OIA at vital industry events
Ensure OIA communications reflect a viewpoint that incorporates the full spectrum of existing and emerging activities and trends
Explore strategic partnerships with NBM on directory and career center
Brand Development:
Ensure that OIA is viewed as the
premiere outdoor lifestyle association
and business resource
•
•
•
•
•
•
Amplify OIA brand and resources with members, industry and Washington D.C. audiences
Leverage NBM partnership and promote brand and resources
Expand industry centric public relations that highlight OIA priorities and core competencies.
Develop trade specific communications strategies to expand awareness of OIA resources and enhance reputation
Leverage innovations in social media and facilitate industry networking
Identify emerging activities and communities and introduce OIA services and resources
14
9/18/2009
Communications:
• OIA website is redesigned and launched
• Website has a functioning quick to search, easy-to-use and extensive
resource library of the outdoor business best practices/trends, market
research and resources
• The on-line resource library are completed and growing
• OIA communications are segmented and meaningful to the supply chains
and core members of supplier, manufacturers and retailers as reflected in
high open rates, satisfaction and retention
• Micro market membership is rising on an annual basis
• Brand awareness has increased in all target membership markets
• OIA member satisfaction is ranked as high to very high by 80% of
membership
• 90% of OIA members state that they would recommend OIA
• The OIA board can clearly explain to our members the key initiatives of the
association
• Use of webinars, website, events and communication vehicles doubles
• Member rankings for OIA programs and services are rated as good to
excellent by more than 70% of membership
• OIA has a presence at all NBM sports group shows
15
9/18/2009
Member Development: Key Metrics
Roadmap
To Be Completed
2009
2010
2011
2012
Member Dues Revenues
$768K
$770K
$892K
$1,034K
Total Members ....................
1017
1080
1194
1359
- Core Supply Chain Members
78%
78%
79%
81%
- Retention Rate (core members)
- Retention Rate (all members)
80%
75%
85%
79%
88%
83%
90%
85%
- Retention Rate (% of revenue)
80%
83%
87%
89%
$
$
$
$
- Manufacturer/Supplier
$995
$XX
$XX
$XX
- Retailer/Sales Rep
$570
$XX
$XX
$XX
- Cost of Servicing a Member
- Ave Dues by Member Type
Initiative
Scope/Approach
Member Development:
Core Membership Retention and Expansion
Heighten member loyalty programs, best in class customer service and new member referrals.
Develop a robust key account service model for high return prospects.
Expand membership of OR exhibitors through contracted NBM incentives.
Focus membership acquisition strategies, measure return and invest in high return efforts.
Benchmark industry standards to ensure appropriate dues/benefit ratio.
Member Recruitment:
Micro Industry Development and Growth
Expand member recruitment into appropriate micro activity sectors (bike, fly-fish, hunt, ski, surf, etc)
Embrace all active outdoor lifestyle activities and focus on the commonalities of supply chain business issues
Explore Association partnerships to provide partial benefits and create incentives to join OIA.
Leverage NBM partnership and contract to provide greater visibility in related shows.
Acquire, lift up and incorporate supply chain members from struggling associations within target niche activities.
Conduct feasibility assessment of international expansion and/or chapters.
Sales and Sponsorships:
Coordinate key account, cost saving and
sponsorship sales
Leverage key account structure to allow one-stop sponsorship and support of OIA.
Amplify new non-dues revenue programs in research and cost savings.
16
9/18/2009
Member Development:
•
•
•
•
•
•
•
•
•
•
Dedicated department leadership is established and sustained
Dues revenue exceeds $1M
Expansion has occurred into one or more micro industries by 2012
OIA manufacturer membership has increased to 720
OIA retailer membership has increased to 380
Revenue retention rate for core member revenue is at 95%
Retention rate for the number of core members is at 90%
OIA has 100 key accounts providing multi-faceted support
Total membership reaches 1359
Member referrals program is established and referrals are at an all time
high
• Member and target member database is complete and up-to-date
• OIA has completed a feasibility study regarding options for international
expansion/chapters
• Cost saving revenues have grown 20%
17
9/18/2009
Outdoor Foundation: Key Metrics Roadmap
To Be Completed
Annual Investment
2009
2010
2011
2012
$XX
$XX
$XX
$XX
170,000
170,000
200,000
225,000
40,000
175,000
25,000
40,000
220,000
70,000
45,000
270,000
200,000
45,000
350,000
350,000
TBD
TBD
TBD
driven by…
- Association Grant
- Association Administrative Support
- Industry Grants
- External Grants & Funding
Other Key Measurements
- Joint Partner Programs
Initiative
Ground-Breaking Research:
Continue to develop
participation and adoption
Expertise
Scope/Approach
• Fully understand and broadly communicate youth outdoor preferences and attitudes as well as adoption trends that lead to an
active outdoor lifestyle
• Become the nation’s leading research resource and expert on recreation participation trends among core outdoor activities
• Produce new ground-breaking research that generates significant grant revenue
Empowerment:
Empower Youth to Reclaim,
Redefine and Rediscover the
Outdoors
• Reposition the outdoors as culturally relevant for young people from all backgrounds
Outreach and Education:
• Emerge as nation’s leading champion of ‘outdoor reform’ – ensuring that every young person has an opportunity to experience
the outdoors and enjoy an active outdoor lifestyle
• Launch and support multi-platform initiatives to support and empower youth to mobilize an outdoor movement at the local,
state and national level – ensuring that they have a strong and influential voice on outdoor issues
• Host annual high level convening events with public, private and nonprofit leaders that raises awareness and support for outdoor
initiatives, especially around youth.
• Elevate outdoor recreation & youth engagement to highest levels of nation’s consciousness – influencing key stakeholders in
public, private and nonprofit institutions as well as the general public.
18
9/18/2009
Outdoor Foundation:
•
•
•
•
•
•
•
•
•
Launch and grow ‘Outsiders’ online platform to be nation’s leading outdoor youth
research group of 25,000 individuals providing timely information and insights in
youth outdoor preferences, motivations.
Expand Participation Report to include the Full Report as well as 15 Special Reports
– that are revenue generating products and valuable information sources for all key
stakeholders interested in outdoors.
Research generates $150,000 in new grants for the Foundation
Launch and grow Outdoor Nation into the largest Youth Festival and Leadership
Summit with event sites across the country that serves as the backbone of a ‘youthroots’ outdoor movement on campuses and in communities everywhere -- building
momentum and excitement among young people, of all ages, around outdoor
issues
Outdoor Nation is a major presence on 50 college campuses and 50 high schools
across the country
Members of Outdoor Nation are consulted on outdoor issues by federal, state and
local officials as well as the media.
Develop national and regional training programs that provide youth and other
stakeholders with the tools, information and resources they need
Outreach efforts result in national and regional features highlighting the
Foundation, its research and its work to empower young people to reconnect with
the outdoors.
Secure more than $1.5 million dollars in direct grants and partner programs of the
Foundation
19
9/18/2009
Plan Highlights
• OIA will focus on and measurably advance its core competencies in business intelligence,
government affairs, communications, member development and the Outdoor Foundation
– Niche initiatives (such as CSR) will be efficiently advanced within the priority infrastructures listed above
• Total revenues reach $5.5M by 2013
− Association growth driven primarily by the realization of full NBM contractual benefits, new market research revenues,
expansion of educational events and services, and new membership recruitment.
− Additional Group growth driven by the maturation of Foundation initiatives and expanding external funders.
• Group reserve funds reaches $1.3M by 2013
− Driven by consistent achievement of 5% net profitability and conservative annual balanced budgets
• Association net capital expenditures total $240,000 between 2009 and 2012
− Gross capital spend of $740,000
− Market research platform investments of $350,000
− Website platform improvements of $125,000 in addition to regular technology updates
• Foundation net capital expenditures total $100,000 between 2009 and 2012
− Gross capital spend of $250,000
• Realizing annual net profitability of 3%-5% will enable self financing of plan.
20
9/18/2009
Investment Priorities – 2010 to 2013
1.
OIA Retail Point of Sale Research Platform – ensure OIA ownership, improve speed to market,
expand to measure full retail and all activities in the marketplace
2. Communications/Website Update – improve layout, guarantee quick information search and
retrieval, increase capacity and maximize efficiencies to reduce manual labor
3. Membership Management – ensure dedicated full-time membership and sales leadership,
increase the number of members and expand the number of members who sponsor OIA
initiatives
4. GA Administrative Support for Eco Standards Development – increase the administrative
support in Government Affairs to handle the significant increase in workload that is a direct
result of taking on the management of the Sustainability and Fair Labor Advisory Council and
the development of industry green standards
5. Trade Initiatives – ensure incremental contractor investment reflects the members aggressive
legislative goals and duty reduction opportunities
6. Business Intelligence Tools, Resources and Management – expand trend information, best
practices and market research and move towards dedicated management of all business
intelligence and market research initiatives
7. Expansion of Reserve Fund – ensure reserve remains at a minimum of three months operating
expenses
8. Database Integrity and Integration – collate and merge OIA/NBM data and ensure functional
support across all departments, data should be current and accurate for all members and
potential members
9. Education Platforms – Audit education initiatives and ensure platforms are managed as a stand
alone profit and loss center; assess resources needed to move to a positive total revenue and
expense model
10. Outdoor Foundation – Return to a base $200K in cash support and provide incremental
administrative support as needed and required.
21
9/18/2009
Outdoor Retailer Development and NBM
Partnership
• Ensure long term health and vibrancy of Outdoor Retailer and position it as
the iconic outdoor lifestyle tradeshow in the world
• Contain costs and ensure a very high return on investment for exhibitors
and retailers
• Merchandise experiences and primary activities within show
• Identify and highlight emerging sports and activities
• Increase focus on new products and provide a dedicated area to promote
new products and innovations
• Improve attendance and quality of the seasonal demo days
• Expand “retail of the future’ trend information, merchandizing and
educational seminars
• Grow and sustain east coast retail attendance
• Improve tradeshow advisory structure for retailers, reps, manufacturers and
individual activity segments
• Respond quickly to critical market needs and feedback
• Centralize and improve industry directory within NBM
• Explore other efficiencies in NBM relationship that are not being leveraged
22
9/18/2009
Board Development and Governance
• Review and update the OIA board governance objectives and structure
• Convene and facilitate strategy sessions to identify the OIA board of the
future strategy
• Maintain a balanced “C” level strategic board of directors
• Reflect the broad retail and supply chain market realities
• Ensure board or committee representation of major micro industry
segments
• Review board orientation process and implement a board buddy mentor
program
• Audit the long term member advisory structure and implement the most
efficient mechanisms that ensure continued strong and focused board
governance with increased member buy in and support
• Increase member participation in the annual board elections
• Conduct a review of the OIA bylaws
23
9/18/2009
Group Cash Flow – To Be Completed
Association
2009
2010
2011
2012
$1,017K
$790K
$765K
$935K
$730K
$797K
$928K
$1074K
$1,747K
$1,587K
$1,693K
$2,009K
3.6
2.6
2.8
2.8
2.5
3
2.6
3
2009
2010
2011
2012
Operating Cash Flow
$274K
$XX
$XX
$XX
Board Designated Reserves
$250K
$250K
$250K
$250K
Total Available Cash Flow
$524K
$XX
$XX
$XX
7.0
6.5
XX’x
XX’x
XX’x
XX’x
XX’x
XX’x
Operating Cash Flow
Board Designated Reserves
Total Available Cash Flow
Operating Cash Flow (Months)
Reserves (Months)
Foundation
Operating Cash Flow (Months)
Reserves (Months)
24
9/18/2009
Tab 5
OIA Board Meeting Prep Homework
September 29, 2009
Dear OIA Board of Directors,
The OIA Board of Directors has always primarily utilized the spring and fall board meetings to
delve into Strategy Work to inform the needs of the industry and the direction of the Association.
This upcoming meeting is no different and we have an exciting session planned to shake up our
ways of thinking and get out of our typical boxes.
In order to have a very effective session we have 2 pieces of prep homework for each of you.
1. Review the first draft of a new Strategic Plan and be prepared to give feedback on format
and content. A final draft incorporating board feedback will then be presented for final
board approval at the January meeting.
2. Prepare a brief presentation to share with the board per the instructions below.
Presentation Outline:
We will break into four groups during the meeting and each individual board member will be
asked to deliver a brief presentation to your assigned group. The 2 best concepts as determined
by the group will be shared with the broader board and all ideas will be captured for strategic
consideration and food for fodder.
Attached you will find a PDF on the Dead Idea concept format we will utilize for this exercise as
well as a breakout of group assignments.
Dead Idea Overview
Dead Ideas are premises, assumptions or beliefs so deeply engrained in the way we think and
act that they become an unconscious way of being or operating. We accept and act on them as if
they are “the way things are” and “will always be.”
You have been assigned to one of four areas in which your presentation should be focused for
this exercise. Groups are:
1. Manufacturing Dead Ideas
2. Retailing Dead Ideas
3. Consumer Dead Ideas
4. Association Dead Ideas
YOUR ASSIGNMENT:
•
•
Within your designated area, prepare for a three-minute, no frills presentation, no power
points, including these three steps:
1. State the Dead Idea – It is OK to think way out of the box here. The goal is to
shake up our way of thinking.
2. Describe the source of the Dead Idea’s power. What is the story that supports
the Dead Idea? Tell us why you think the idea is “dead”.
3. Describe a new way of thinking about the concept. How might we turn the Dead
Idea on its head? How would life be different if we stopped doing things in the
current way?
We will use these Dead Ideas as a way to explore what our Board and Leadership
Team need to pay attention to in the coming years. In other words, identify new and
emerging paradigms that could impact us and the way we conduct business. When we
utilized this exercise with the REI board, we produced 14 dead ideas and then funneled
down to 4 key ones using the above mentioned lenses. The powerful part of the
exercise was to have leaders get outside of the box, challenge the status quo and also
have the discipline to articulate in 3 minutes.
Some critical issues to consider that the Strategic Planning Committee have discussed are as
follows (These have not been formatted in to a dead idea concept):
•
What products and activities should be part of the Outdoor Industry? Especially in terms
of the changing demographics of the world around us. How do we ensure we are not
propping up products/activities like Detroit did for which people no longer want or will no
longer want? Our industry can be very parochial and tribal around this.
•
How do we ensure we are adding value to our customers? (this ties to the first question)
•
Is the financial model to our industry still viable or will continue to be viable? (i.e.
Reliance on inexpensive manufacturing, especially out of China. Harder to access lines
of credit in all parts of the product life cycle. Are there advantages to more freight
consolidation coming out of Asia?)
•
What are the inevitable paradigm shifts that will occur culturally, socially, economically
and politically as a result of the financial crisis?
•
Is our industry and is the Outdoor Industry Association organized in such a way as to
always focus on capitalizing on emerging paradigm shifts?
•
All of retail and particularly specialty outdoor retail is under siege and will evolve. The
question is how will that shift effect the outdoor industry as we know it today with its vast
and diverse retail points of distribution? How will today’s economic crisis hasten the
shift?
•
How will vendors and retailers work together as the timeline continues to get longer
between ordering and receiving product which ultimately causes more cancellations and
less accurate ordering?
•
How will retailers and vendors deal with being environmentally responsible (often more
costly) and the reality that many consumers won’t pay extra for it – it is a “nice to have”?
•
What unique role does the OIA need play within the industry? Who are the constituents
– as we can’t be all things to all people?
•
How should Outdoor Retailer evolve?
This session will be held on Tuesday morning, September 29 during the OIA board meeting. I
look forward to some wild ideas and ground breaking concepts.
Thank you.
Sincerely,
Brian Unmacht
Chairperson, OIA Strategic Planning and Finance Committee
STRATEGIC BREAKOUT SESSION—DEAD IDEAS EXERCISE
Group order
CONSUMER GROUP
Norm Cavallaro
David Kulow
Sue Rechner
Gordon Seabury
Sam Solomon
Beaver Theodosakis
Zohar Ziv
MANUFACTURER GROUP
Tom Barney
Fred Clark
Jennifer Mull
Pam Schwarzbach
Steve Shuster
Bill Sweasy
Kim Walker
RETAILER GROUP
Darren Bush
Joe Hyer
Will Manzer
Ed McAlister
Casey Sheahan
Scott Sible
Dan Templin
ASSN./TRADESHOW GROUP
Sutton Bacon
David Loechner
Peter Metcalf
Jay Steere
Brian Unmacht
Mike Wallenfels
Bob Holding
Alpha order by last name
Sutton Bacon ASSOCIATION
Tom Barney MANUFACTUER
Darren Bush RETAILER
Norm Cavallaro CONSUMER
Fred Clark MANUFACTURER
Bob Holding ASSOCIATION
Joe Hyer RETAILER
David Kulow CONSUMER
David Loechner ASSOCIATION
Will Manzer RETAILER
Ed McAlister RETAILER
Peter Metcalf ASSOCIATION
Jennifer Mull MANUFACTURER
Sue Rechner CONSUMER
Pam Schwarzbach MANUFACTURER
Gordon Seabury CONSUMER
Casey Sheahan RETAILER
Steve Shuster MANUFACTURER
Scott Sible RETAILER
Sam Solomon CONSUMER
Jay Steere ASSOCIATION
Bill Sweasy MANUFACTURER
Dan Templin RETAILER
Beaver Theodosakis CONSUMER
Brian Unmacht ASSOCIATION
Kim Walker MANUFACTURER
Mike Wallenfels ASSOCIATION
Zohar Ziv CONSUMER
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INTRODUCTION
TRAPPED
Three facts are now poised to shape our economic life for a generation. First, thanks to global competition and rapid technological
change, America’s economy is about to face its most severe test in
nearly a century. Second, our political and business leaders are
doing next to nothing to prepare us to cope with what lies ahead.
And third, the reason for this inaction is that our entire economic
and political culture remains in thrall to a set of “Dead Ideas” about
how a modern economy should work. This book is about the
threat that individuals, companies, and the country face from the
things we think we know, and about the new (and surprising) ways of
thinking destined to replace these Dead Ideas so that America will
continue to prosper.
The next decade will bring a collision of forces that threaten to disrupt U.S. society, sink the middle class, and call into question the political and business arrangements on which our prosperity and stability
have rested for decades. These perils have little to do with the housingrelated financial crisis that gripped America in the fall of 2008; in fact,
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2 • THE TYRANNY OF DEAD IDEAS
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the need to steer our way through this near-term credit crunch now
masks longer-term economic challenges that are far more consequential. The stakes couldn’t be higher: if America doesn’t decisively
manage these tides of change, we’ll face a backlash against our economic model—which, for all its flaws, has produced more betterment for more people than any other system in human history. If this
backlash proves contagious, and other advanced nations lose faith in
capitalism’s ability to improve the lives of ordinary people, the rich
world’s efforts to protect its citizens from economic change will
doom the developing world to dollar-a-day poverty.
The good news is that there are ways to avert this dark scenario
and to flourish. The trouble is we’re not doing what we need to
because of the Tyranny of Dead Ideas. By this I mean the tacit
assumptions and ingrained instincts broadly shared by business executives, professionals, policy makers, media observers, and other opinion leaders regarding the way a wealthy, advanced economy like the
United States should work. While current thinking about the American economy is hardly monolithic, the individuals who occupy its
most influential positions subscribe to certain key premises:
• our children will earn more than we do
• free trade is “good” no matter how many people it hurts
• employers should play a central role in the provision of health
coverage
• taxes hurt the economy
• “local control” of schools is essential
• people tend to end up, in economic terms, where they deserve to
These axioms have percolated through the culture for decades,
becoming second nature to many of us. They determine which
paths we consider, which large questions we view as settled, which
possibilities we allow ourselves to imagine. And therein lies the
dilemma: from the halls of government to the executive suite,
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from the corner store to the factory floor, Americans are in the grip
of a set of ideas that are not only dubious or dead wrong—they’re
on a collision course with social and economic developments that
are now irreversible.
As these new realities crash against what people believe, a
strange intellectual chasm is revealed. It’s not just ordinary people
who are disoriented. The stewards of our economy themselves are
lost, at least to judge from the bizarre reasoning on display in
exalted precincts. Consider:
• CEOs routinely bemoan skyrocketing health care costs, saying
they give foreign companies a competitive edge because governments abroad pick up these bills. Yet in the next breath most executives insist that America’s government should not play a bigger
role in bearing this burden. Who else do they think is available?
• Politicians and business leaders say we should cut taxes for most
(some would say all) Americans to boost the economy. Yet
America already has $40 trillion in unfunded promises shortly
coming due in Social Security, Medicare, and other programs
serving senior citizens—and that’s before we toss in the costs of
rescuing America’s banking system, not to mention assorted
sensible blueprints to insure the uninsured, develop clean energy,
rebuild roads and bridges, extend preschool, and more. Has anyone noticed that these numbers don’t come close to adding up?
• Everyone agrees that education is the key to improving future
living standards in a fiercely competitive global economy, and
that we need to lift all children, not just the most talented, to
higher standards of learning and achievement. Yet in the 2008
presidential campaign, not a single major-party candidate questioned our shockingly inequitable system of school finance,
which dooms schools in poor neighborhoods in ways no other
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advanced nation tolerates. How are 10 million poor American children supposed to compete?
• Top economists in both political parties perennially assure us
that free trade is “good for the country,” because the benefits to
some Americans outweigh the losses suffered by others due to
foreign competition. But wait: Who put economists in charge of
weighing the interests of one set of Americans against another?
As puzzles and contradictions like these ricochet across boardrooms, union offices, town hall meetings, and kitchen tables, the
questions ask themselves. Why are business leaders afraid or unwilling to say that we need government to play a bigger role in health
care? How can top officials and their advisers call constantly for tax
cuts when trillions in unpaid bills are coming due? Why do politicians
pledge to “leave no child behind” while overseeing public school systems that systematically assign the worst teachers and most rundown facilities to the poor children who need great schools the most?
Why do free trade’s losers get only lip service even from those elected
representatives who say that workers are getting the shaft?
The best explanation is not ultimately cynicism, selfishness, or
indifference, nor is it really an inability to perceive and act in one’s
own long-term self-interest. No, the deeper ailment afflicting today’s
confused capitalist is intellectual inertia. In every era, people grow
comfortable with settled ideas about the way the world works. It
takes an extraordinary shock to expose the conventional wisdom as
obsolete, and to open people’s minds to a new vision of what is possible and what is necessary. Yet eventually a point is reached when
what was once deemed unthinkable comes to seem inevitable. The
climate of opinion is transformed by events. It happened in the
Great Depression, when mass unemployment and hardship swept
away long-standing taboos against government intervention in the
economy. It happened during the civil rights movement, when
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televised horrors outraged the nation and brought a convulsion that
ended legal discrimination based on race. It happened in the 1970s,
when recession, oil shocks, and inflation mixed with the sense that
welfare programs had spun out of control to bring a new consensus
to renew capitalism’s “animal spirits” via lower tax rates. But the
forces of the twenty-first-century global economy, powerful as they
are, haven’t yet proved strong enough to topple the unquestioned
ideas that continue to shape American economic life—ideas about
the nature of economic progress, the role of the federal government
and the corporation, and the best way to balance the risks capitalism
brings with the security people seek. For now, in short, America’s
economic future is at risk because of the Tyranny of Dead Ideas.
I’ve seen the distorting influence of these ideas from the inside.
As a consultant to major companies, I work with top executives
across corporate America, and I have heard the doubts and anxieties
they bring to such questions. I also know they’re too busy running
their businesses in the face of unprecedented global pressures to
have “connected the dots” on all this. As a government official, I saw
how ambition and fear shape political behavior and breed timid
thinking unequal to our challenges. As a journalist, I’ve spent years
moving among the voices on all sides of these debates; I’ve also seen
how hard it is for the media to address these questions without
resorting to caricatures that mask more than they explain. Together
these experiences have given me multiple angles of vision with
which to put the American economic mind “on the couch.” The
struggle to adapt to globalization is poised to dominate the next
generation of business and political life. What we need now are
not more out-of-touch assertions that faith in markets will see us
through, nor do we need well-meaning but naive “stop-the-world”
jeremiads. To get past these tired formulations and transform the
way we think, we need a burst of what might be called “economic
therapy,” offered by an ardent capitalist to help the American economy through another of its periodic turning points.
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The basic aim when our economy reaches such a crossroads is
to make sure that the infamous “creative destruction” of capitalism
doesn’t destroy so much for so many that America’s embrace of
innovation and economic change is also a casualty. This isn’t a new
worry, of course. The quest for a better blend of growth and justice
has preoccupied reformers since the dawn of the industrial age. But
reform is never easy. “Devotees of capitalism are often unduly conservative,” wrote John Maynard Keynes in 1926, “and reject reforms
in its technique, which might really strengthen and preserve it, for
fear that they may prove to be first steps away from capitalism
itself.” Today, after America’s own recent experiments, there is
much we already know. We know that old-style “big government”
liberalism in America is dead, and that its traditional social democratic cousin in Europe seems a poor model, having produced
record rates of joblessness even as it breaks the bank. We also know
that Bill Clinton’s vaunted “Third Way” came and went without
reducing the insecurity that Americans feel in a global age. Yet it is
equally clear that the latest conservative “strategy”—cutting taxes
(mostly for the well off ), standing idle while health costs soar and
the ranks of the uninsured swell toward 50 million, mortgaging our
future to nations like China via massive trade deficits, and deregulating our financial system with explosive results—has torpedoed
our public finances and fueled a pervasive sense of foreboding.
In this anxious environment, when the traditional alternatives
seem exhausted, we need a new way of thinking. And, as history
and luck would have it, we are on the cusp of the next of those
epochal shocks that opens our minds wide enough to discover it.
PRESENT SHOCK
The shock will be administered by four forces that are set to accelerate in the next decade. The first of these—call it White Collar
Anxiety—refers to the fact that jobs higher up the income scale
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(engineers, financiers, consultants, doctors, lawyers) will for the
first time be exposed to competition from places like China and
India. Alan Blinder, a professor of economics at Princeton University and a former member of the Council of Economic Advisers
under President Clinton, estimates that as many as 40 million
American jobs may be vulnerable in the coming decades, including
many assumed to be immune to such threats. It’s been hard
enough to maintain a consensus for free trade and technological
change as lower-paid manufacturing and service jobs have moved
overseas. How will business and politics be reshaped when hungry
foreign rivals set wage levels (and trigger “downward mobility”) for
better-educated and politically potent groups in ways not previously imaginable?
The second force—The Rush for the Exits—is corporate America’s desire to stop providing health care and pensions to its
employees. To be sure, these costs are soaring in ways that seem
unsustainable, especially when competing firms in other nations
bear fewer of them. Still, American business leaders act today as if
their search for an “exit strategy” on benefits is the end of the conversation. What happens to the millions of workers who are left
unprotected if companies simply walk away?
The third force is The Gray Boomer Fiscal Squeeze—meaning the
way the aging members of the baby boom generation will shortly
send government’s health and pension costs through the roof. The
result, at current levels of taxation, is that even “big” government
will be strapped, with little cash to devote to the other public purposes we expect it to support, from border security to schools to
basic scientific research. Nor will the federal government be in a
position to broaden its safety net as corporate America withdraws its
own. Will it simply abandon these vital functions? If not, how will it
cope without raising taxes to levels that wreck economic growth?
The fourth force is the rise of Extreme Inequality. Even as the
three forces listed above raise risks for most Americans, the very
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top of the wealth and income scale is pulling away at levels never
before seen. Yet it’s clear that many of the winners are reaping the
rewards not of the “free market,” but of clubby, manipulated
schemes that are as likely to reward failure as success. Bankers who
pocketed millions peddling subprime mortgages retire to their
country clubs while the rest of us are left holding the bag. CEOs
who preside over tumbling stock prices routinely walk away with
tens of millions for their trouble; hedge fund managers who barely
beat the S&P commonly earn such princely sums in a year. At what
point does the ubiquity of the undeserving rich become so corrosive in a democracy that it sparks a backlash that wrongly discredits capitalism altogether?
The collision of these forces will expose much of our traditional thinking as dangerously flawed. It will also hurtle us toward
a moment when fundamental questions are up for grabs in ways
not seen since the aftermath of World War II, when the architects
of a new economic order sat down to chart a course beyond
depression and war. Can middle-class societies be sustained in
wealthy nations in an era of globalization? Can democracy survive
the emergence of extreme inequality? How will these trends affect
our posture toward the hopes of the developing world? Can Americans build secure and happy lives amid this tumult?
SIX DEAD IDEAS
The answers to these questions will depend on how quickly we
escape the pernicious influence of six Dead Ideas:
• The Kids Will Earn More Than We Do. Broadly rising
incomes have been considered an American birthright. This pattern of generational advance is now at risk for as much as half
the population.
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• Free Trade Is “Good” (No Matter How Many People Get Hurt).
Though millions of people may be hurt by foreign competition,
we’re told, the overall gains from free trade so outweigh any downside that it is folly to question its ultimate advantages.
• Your Company Should Take Care of You. Business (not government) must fund and manage much of our health and pension benefits, this idea holds, or else we risk becoming socialist.
• Taxes Hurt the Economy (and They’re Always Too High).
The truth is that taxes are going up no matter who is in power in
the next decade, and the economy will be fine. We won’t turn
into France or Sweden.
• Schools Are a Local Matter. Americans need more skills to
maintain our living standards as developing economies rise up to
compete with us. America also spends more on schools than
nearly every other wealthy nation—with worse results. Yet our
unique model of “local control” and funding of schools remains
sacrosanct.
• Money Follows Merit. The most cherished illusion of today’s
educated class is that market capitalism is a meritocracy—that is,
a system in which people basically end up, in economic terms,
where they deserve to.
As we’ll see, the persistence of these Dead Ideas generally
involves a failure to adapt to new circumstances, a recurring feature of
human thought and behavior. In that sense, these outworn concepts are part of a broader phenomenon that afflicts every organization and each of us as individuals. The question at the heart of
this book—“Are old ways of thinking preventing America from
adapting to the challenges now posed by globalization?”—is thus
surprisingly kin to such questions as “Why didn’t newspapers realize more quickly that the Internet posed a fundamental threat to
their business?” and even to questions like “Why doesn’t John see
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that Emily’s new job means that he needs to help more with the
kids?” In each instance, intellectual and emotional inertia traps
people in antiquated ways of thinking even though circumstances
radically change. You can’t develop a strategy for a country or a
company (let alone for yourself ) if you’re blinded by preconceptions that no longer reflect the real world.
When the day of reckoning comes for a Dead Idea, things can
change very quickly—and also very painfully. In the fall of 2008, for
example, we witnessed the dramatic implosion of the idea that
“Financial Markets Can Regulate Themselves.” Within a matter of
weeks, as markets tumbled and seemingly impregnable financial
institutions collapsed, old ideas and convictions had to be tossed
aside and massive new government interventions put in place by an
ideologically conservative administration that only days before had
deified free markets. If this Dead Idea had been uncovered and
exploded earlier, a great deal of turmoil and suffering could have
been avoided. In much the same way, other Dead Ideas are waiting
now to ensnare us if we fail to open our minds and to act. What’s
more, while the fallout from today’s financial crisis is serious, it will
also be temporary; the system will almost certainly be restored to
health within a few years. In the longer term, the consequences of
failing to bury the Dead Ideas at the core of this book are far greater.
Our aim in the pages ahead, therefore, is to unearth premises so
deeply ingrained in American economic life that they’ve essentially
become invisible. They’re just “the way things are.” We’re going to
dig these ideas up, brush off the dirt, turn them over in the light, and
assess why they no longer make sense. Moreover, it’s perfectly safe
to try this at home. Breaking free of Dead Ideas entails three steps:
At any given time there
are dozens of Dead Ideas in our public life, and hundreds if not
thousands across our business and personal lives. Truth is, most of
us probably couldn’t get through the day without a few Dead Ideas.
FIRST: IDENTIFY THE DEAD IDEAS THAT MATTER.
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In my professional life, for example, I cling to the idea that “Rational Analysis Can Lead to Constructive Change”—which, if you’ve
read any history, may never have been that “alive” an idea in the
first place. But only a handful of Dead Ideas are big enough to pose
fundamental threats; fewer still have the power to shape the fate of
a society. Until the middle of the nineteenth century, for example,
millions of Americans believed that “An Economy Based on White
Human Beings Owning Black Human Beings Is Moral and Sustainable.” This idea seems grotesque and preposterous to us now, but it
determined the contours of countless lives. Similarly, before 1920 it
was perfectly reasonable in the United States to think that “Democracy Does Not Require Extending the Vote to Women.” Before
1913, when the Federal Reserve was established, sophisticated
businesspeople believed that “Economic Stability Can Be Maintained Without a Central Monetary Authority.” Today, on the international scene, many Western societies believe that “The United
Nations Security Council Should Have the Same Permanent Members It Had in 1945,” even though Britain and France are arguably
less consequential in global affairs than rising powers like India.
The list goes on.
Since there are so many potential Dead Ideas to choose from,
the key in any effort to improve the prospects of a country or a company is to focus on the ones that are truly strategic. We need to step
back from the rush of events to identify the premises that are central to an entity’s fate. For a company it may be assumptions about
key customers or competitors or technologies. (“Japan Will Never
Be Able to Compete with American Car Manufacturers” was an
idea that needed puncturing in 1980, for example.) For an individual
it may involve a tough-minded assessment of personal strengths
and weaknesses. For the United States as it strives to adapt successfully to the twenty-first-century global economy, the six Dead Ideas
in this book have the combination of high stakes and “sacred cow”
status that give them the power to derail America’s future success.
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We can’t move past
a Dead Idea without first understanding the source of its power.
Where did it come from? Why did it once seem to make sense?
What has changed that now makes it useless or wrong or harmful?
Who has a stake in its persistence nonetheless? We’ll examine these
and related questions through a mini-biography of each Dead Idea
in part one of the book. The mere act of reviewing the history and
trajectory of an idea, and dissecting the assumptions and circumstances that gave rise to it, almost immediately opens our minds to
alternative ways of thinking that make more sense.
SECOND: UNDERSTAND EACH DEAD IDEA’S “STORY.”
The final
step, based on a clear-eyed assessment of current trends, is to identify the new ways of thinking that are not only needed to thrive
but almost certain to come to pass because they better reflect new
realities. As we’ll see in part two of the book, these “Destined
Ideas” often seem taboo or paradoxical, because conventional wisdom has become so disconnected from the facts that ideas that
should be obvious (or soon will be) appear counterintuitive or startling or otherwise “off.” Don’t be fooled: the fact that they appear
this way only speaks to how skewed our vision has become. It’s
helpful to frame these Destined Ideas as paradoxes, because doing
so forces us to reconcile apparent contradictions that exist only
because our thinking today is faulty. As we’ll see when we get to
such Destined Ideas as “Only Government Can Save Business,”
“Only Business Can Save Liberalism,” and “Only Higher Taxes Can
Save the Economy,” the mental exercise of embracing paradoxes
has the power to stretch our minds as well.
THIRD: REACH FOR NEW (AND PARADOXICAL) WAYS OF THINKING.
Identify the Dead Ideas that matter; understand each one’s story;
and reach for new and paradoxical ways of thinking. This process
is so straightforward, it’s difficult to understand why we keep
3rdPages
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1:02 PM
Page 13
TRAPPED • 13
getting trapped in Dead Ideas. But we shouldn’t be too hard on
ourselves. The perils of orthodoxy at moments of sudden or pervasive change have been with us forever. The blind spots bred by
complacency or arrogance or certitude or habit fill the obituaries of
civilizations that didn’t make it, businesses that didn’t make it, even
marriages that didn’t make it. It’s human nature. And it’s the things
we think we know (but don’t) that are the chief obstacles to success
in nearly every endeavor. In the end, however, the true measure of
a person, an organization, or a society isn’t the Dead Ideas we fall
prey to. It’s whether we can summon the perspective and imagination to recognize the Dead Ideas in our midst, and bury them
before real damage—or more damage—is done.
3rdPages
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32S
33R
Tab 6
Q1. How well did this year's Outdoor Retailer Summer Market tradeshow serve your specific goals &
Response
Response
Percent
Count of those attending/473
Answer Options
7.8%
47
10%
Exceeded goals & objectives
60.2%
363
77%
Met goals & objectives
10.4%
63
13%
Did not meet goals & objectives (please indicate why in the comments section)
21.6%
130
Did not attend (please indicate why in the comments section)
206
Comments
603
answered question
3
skipped question
Q2. Please rank your top two date preferences for staging future editions of Outdoor Retailer Summer Market.
Second
Rating
First Choice
Choice
Average
Response Count
Answer Options
Third week in July
163
34
1.17
197
Fourth week in July
91
192
1.68
283
First week in August
137
273
1.67
410
Second week in August
212
104
1.33
316
Comments
140
answered question
603
skipped question
3
Q3. How important for your business are the specific days of the week the show is held?
Response
Percent
Answer Options
Very important
23.2%
Somewhat important
35.8%
Neutral
25.9%
Not important
15.1%
Comments
answered question
skipped question
Response
Count
140
216
156
91
91
603
3
Q4. Please mark your preference for the days of the week for future editions of OR Summer Market.
Response
Response
Percent
Count
Answer Options
Monday demo day with Tuesday to Friday show days
47.9%
289
Tuesday demo day with Wednesday to Saturday show days
18.9%
114
Wednesday demo day with Thursday to Sunday show days
21.2%
128
Thursday demo day with Friday to Monday show days
8.0%
48
Friday demo day with Saturday to Tuesday show days
4.0%
24
answered question
603
skipped question
3
Q5. What is the best length for Outdoor Retailer Summer Market 2010 to meet your business needs?
Response
Response
Percent
Count
Answer Options
Four expo days
40.1%
242
Three expo days
59.9%
361
Comments
59
603
answered question
skipped question
3
Q6. Please indicate your store type:
Answer Options
Independent/Specialty Retailer
Regional Chain
National Chain
Distributor / Importer
Govt/Educ/Military
Guide/Outfitter
Other
Response
Percent
68.5%
3.3%
6.8%
8.0%
2.5%
4.6%
6.3%
answered question
skipped question
Response
Count
413
20
41
48
15
28
38
603
3
Number 2
Product
Focus
90
167
132
51
137
26
Number 3
Product
Focus
95
108
121
33
141
105
Q7. Please rank your store's top three product focuses.
Answer Options
Camping, hiking, climbing equipment and gear
Apparel
Footwear
Paddlesports hard goods
Accessories
Other
Number 1 Product Focus
235
173
49
85
21
40
Outdoor Retailer Post Summer Market
Retail Buyer Survey (8/20/09 - 8/28/09)
Survey Invitations:
Opt outs:
Open Link Participation:
Survey Pool:
Total Started Survey:
Total Completed Survey:
Completion Rate:
Participation Rate:
8,072
90
29
8,011
611
607
99.5%
7.5%
Rating Average
1.67
1.85
2.24
1.69
2.4
2.38
answered question
skipped question
Respons
e Count
420
448
302
169
299
171
603
3
Q1. How well did this year's Outdoor Retailer Summer Market tradeshow serve your specific goals &
Response
Response
Percent
Count
Answer Options
Exceeded goals & objectives
3.9%
12
Met goals & objectives
57.2%
178
Did not meet goals & objectives (please indicate why in the comments section)
27.7%
86
Did not attend (please indicate why in the comments section)
11.3%
35
130
Comments
answered question
311
skipped question
4
Q2. Please rank your top two date preferences for staging future editions of Outdoor Retailer Summer Market.
Answer Options
Third week in July
Fourth week in July
First week in August
Second week in August
Comments
First Choice Second Choice Rating Average
94
18
1.16
46
105
1.7
73
140
1.66
98
48
1.33
answered question
skipped question
Response
Count
112
151
213
146
82
311
4
Q3. What is the best length for Outdoor Retailer Summer Market 2010 to meet your business needs?
Response
Response
Percent
Count
Answer Options
Four expo days
28.6%
89
Three expo days
71.4%
222
83
Comments
answered question
311
skipped question
4
Q4. Please indicate your company's top three product categories.
Answer Options
Camping, hiking, climbing equipment & gear
Apparel
Footwear
Paddlesports hard goods
Number 1
Product
Category
87
59
28
35
Number 2
Product
Category
63
48
19
15
Number 3
Product
Category
37
36
11
12
Rating
Average Response Count
1.73
187
1.84
143
1.71
58
1.63
62
Accessories
Other
Comments
65
37
131
35
67
148
2.01
2.5
answered question
Q5. Please indicate your company’s primary and secondary distribution channels.
Primary
Distribution
Channel
Answer Options
Independent/Specialty Retailer
183
Regional Chain
15
National Chain
66
Distributor / Importer
21
Govt/Educ/Military
7
Guide/Outfitter
2
Other (please specify in comments)
17
Comments
Secondary
Distribution
Channel Rating Average
65
1.26
90
1.86
76
1.54
42
1.67
11
1.61
14
1.88
13
1.43
answered question
skipped question
Outdoor Retailer Post Summer Market
Manufacturer Buyer Survey (8/20/09 - 8/28/09)
Survey Invitations:
Opt outs:
Open Link Participation
Survey Pool:
Total Started Survey:
Total Completed Survey:
Completion Rate:
Participation Rate:
1,536
15
59
1,580
259
255
98.70%
16.10%
Response
Count
248
105
142
63
18
16
30
35
311
4
263
220
81
311
WEST
ENTRANCE
Oggi
Corporation
35225
Dunwiddie
Custom
Packaging
On Way
(HK) Limited
Wisdom
Wands
36225
Jing
Mu
Int'L
Exhibition
Co
38224 38225
39225 39226 Ltd
40225 40226
Clik Elite
38221
Sanita Clogs
Sportsman
Corporation
Tasty
Bite
Pacific
Tactical
Solutions Inc
Redi
Medic
Home
Niches
Inc
38219 38218
35218
36217
37216
CORDURA (R)
brand
38217 38216
35212
39211
Altivera
Mac Sports
DreamSacks,
Inc./Bamboo
Dreams
Jeetish
Impex Inc.
36207
Strapworks.com
30198w
Kustom
30000W
SaraLee
Kiwi
Brands
29192w
Rider
Sandals
Rocket
Dog
Brands
LLC
29190w
Plasma
Wool
29187w
Cushe
Footwear
Halo
Innovations
29185w 30184w
Goodhew
LLC
30185w
Giesswein
USA
29178w
Cuffsox
LLC
I/O Bio Earth
Inc
Washington
Shoe
Company
29170w
32191
Choose Outdoors
Exxel
Outdoors/Prestige
Apparel
36197
36196
34198
E-Z
UP
International
Inc
32183
36186
TrekSta USA
Vibram USA
34182
Dakota
Watch
Company
36182
34183
30181w 31180w
Lorpen
North
America
32177
Rogue Shoes
31177w
Yaktrax
Teko
Socks
29173w
Sperry
Top-Sider
ECCO
31167w
30167w
29167w
36168
Lole
J-41
Footwear
Headsweats
Injinji
Footwear
Inc
29164w
Polar
Electro
36179
Ola
Loa
Products
Yankz!
(Sporting
Innovations
Group)
Zensah
29153w
Feetures!
30152w
31151w
GoMotion,
Inc.
Endurance
Zone
30147w
Zinetic
Inc.
K-Swiss
Inc.
29143w
Haflinger
EZ
Highgear
34145
37151
37145
30143w
SPIbelt
FHC
29140w
32139
29138w
FRS
Healthy
Energy
29136w
Live
Eyewear,
Inc.
*
*
American
Sporting
Goods
AVIA,
Ryka,
Nevados
29134w
Hides,
LLC
29132w
30135w
34137
31135w
34133
Neo
Sport
Wetsuits
36132
Paddlers
Zone
PZ
30129w
29128w
Confluence Water Sports
36131
*
*
AWA
29111w
PADDLE
29105w
30112w
32113
O.S.
Systems,
Inc.
Tahoe
Running
Boardworks
Skirts.com
30108w 31107w
*
Speedo
34113
ACA
Bending
Branches
37125
36124
32108
Wheeleez,
Inc.
32106
32105
Cataract
Oars/Advanced
Composites
Inc
32104
Table in A
Bag
32102
La
Crosse
Technology,
Ltd.
32098
US Diver/
Aqualung
*
*
*
MTI
Adventurewear
Dragonfly
Innovation
39135 Inc
GoPro
CWR
Electronics
38127
Riverside
Cartop
Carriers
Inc
Bamboo
X
Inc
39131
Whitewater
Tallon
Research
& Safety
Marine
Institute
39123 39129 Ltd
Pelican
International
38121
Southern
California
Sports
Industries Inc
38122
Kole
Gear
37121 38120
36119 37118
Sea
Eagle/Harrison-Hoge
Ind
Inc
Astral
Buoyancy
Company
37117
38117
Hurricane Kayaks
Gaia
Paddlesports
Aire Inc
36113
37113
39113
38113
Predator
Helmets
FHC F/S
Snap
Dragon
Design
Paddlers
Supply
Co
Down River
Equipment
Company
38110 38111 38115
Voodoo
Technology
Inc/Riot
Kayaks
36104
34105
39139
38131
Coleman
34109
38139 39138
Kokatat
36112
New
River
Gear
&
Salamander
Paddle
Gear
Sierra Designs
FHC
Mooloolaba
FHC
Metro
Magic-Air
div of
Metropolitan
Vacuum Cleaner
Greenland
Sales
Corporation
36126
Advanced
Elements,
Inc.
29113w
39143
NFCT
We-No-Nah
Canoe/Current
Designs/C4
Waterman
34117
29115w
GoGirl (by
FemMed
Inc)
Rawson
Boat
Inc
Otter
Creek
Paddle
Works
Aquapac USA
37131
Immersion
Research
Stohlquist
Waterware,
Inc
Salomon USA
Trident
Performance
Sports
Inc
40149
F/S
29118w
Skins USA
40151
Freedom
Hawk
Kayaks
39147 Inc
Level Six
Incorporated
36128
2XU
Carb
Boom!
Nutrition
Inc
Caviness
Woodworking
Co
Surftech
36123
29120w
39151
37137 38136
36136
Malone Auto Racks
Walker
Bay
Boats
39142
37141 38140
Emotion Sea
Kayaks Dog
Corp
37139 38138
Salus
Marine
Wear Inc
Brooks Sports
Nike Acg
29129w
Jelly
Belly
Candy Co
NRS
Intex Recreation Corp
AquaBound
38145
38142
Torqeedo
Inc
F/S
OTBT
Off
The
Beaten
Track
Phubby
Yeti
Coolers
LLC
EMSCO
Group
Inside
Outdoor
Magazine
Beka
Publishing
Scotty
Fishing,
Marine
&
Outdoor
Products
Future
Beach
Leisure
Products
39155 40154
Jackson
Kayak
Jack's
Plastic
Welding
BL1
41163
39157 40156
38151 39150
Seals
Sprayskirts
37147
Pyranha
Nookie
Paddle
Sports
Eqpt
Kapitol
Reef
Aquatics
39156
Mysterioso
Wilderness Volunteers
Ecoflame
39111
Discovery Trail
68014 68015 68016
36101
Golite Footwear
Pacific
Boardsports/
NAISH
34095
Dolphin
Sealants
LLC
Woot
Wholesale
68012
Isis
Katadyn North America
Silverfoot
Activewear
Diablo
Paddlesports
68018 68019 68020 68021
Traveler's
Choice
Travelware
36097
Merrell
32094
260
RADISSON
ENTRANCE
Thule, Inc.
Carson
Optical
BL
Rec Repair
Alphatan
International
Ltd
39163 40162
38155 39154
Pyranha
Hi-Tec Sports USA, Inc
Ram
Mounting
Systems
Kahuna
Creations
37155
BL3
Balluck
Outdoor
Gear
Corp.
41169
Guyot
Designs
Water
Sports
LLC
Sweet
Protection
AS
40173
Innova
39167
Body
Glove
Int
38163
Crumpler
The
Life
Is
Good
Company
36144
34149
Ryders
Eyewear
41175
Energizer
39173
38167
37163
36151
The Life Is
Good Company
32149
31149w 32150
38173
Xcel
Wetsuits
37169
Carve
Designs
Freestyle
USA
34153
BODYGLIDE
Nuun
& Co
Inov-8, LLC
29149w 30150w
29144w
32154
Timex
Corporation
Goleader
Industries
37173
Dickies
41181
40179
Kamp-Rite
Tent
Cot
Grand Trunk
Outback
Trading
Co
36167
Catoma
Outdoor
Lifetime
Products
Inc
39179
Sherpani
36155
Dynaflex
Intl
30153w
SkirtSports,
Inc.
Icebreaker
Keen Inc
41187
Mahco Inc
38179
Dakine
Mission
Playground
31153w
29155w 30156w
Bellmart
Industrial
Co
40187
39187 40186
lilypond/fishpond
Rayform
Ltd.
Innate
Gear
36163
Timex
Corporation
Saucony,
Inc.
30163w
36164
FHC
29158w
34165
BL2
Trentino
Sprint
Ledge Miracle
Sports Straw
Unity (H.K.)
Company
Lowrance
Navico
37179
Delta
Kayaks
CEILING HEIGHT 9'
Oregon
Scientific,
Inc.
34164
31163w
30165w
29163w
32165
Roc
Gear
Inc
39191
37183
Toes
On
The
Nose
Quiksilver
Men's
Aetrex
Worldwide
Mountrek
Master
Vision
N-rit
38191
Mag
Instrument
36173
34172
Thorlo Inc
39197
38187
37187
36174
Evernew
America
Zamberlan
Calzaturificio
S.r.l.
El
Naturalista
Ahnu Inc
38197
37177 38176
Bertucci
Watches
34174
32173
31173w
30173w
Sport
ScienceRocket
9
Design
36178
Birkenstock
USA,
LP/Birki's
LP
Baffin
Westfield
Outdoors,
Inc.
36191
Neus
Trading
Inc/High
Peak
36187
34189
31183w
37197
Spot, Inc.
Rio
Adventure/All-Luminum
Products
34190
Wolverine
Ariat
International
Inc
Hypard
Trading
Corp
*
*
*
34196
Bearpaw
Olukai
Inc
29179w 30178w
29174w
32 North
FHC
CEILING HEIGHT 18'
Scott
Hawaii
29181w
Abo
Gear
31189w
30189w 31188w
Skechers
Kind
Snacks
34193 34194 34195
Sebago,
Inc.
Triple T
30191w
Polliwalks
29180w
Masterfit
Enterprises
Tecnica
29191w
AK
Sport
29188w
Tree Utah
31195w 31197w 32600
F/S
FHC
TwinCity
Knitting
Texsport
Qiaoyu
(USA)
Inc
FHC
35200
Jing Mu Int’l
Exhibition Co Ltd
J
World
Sport,
Inc.
36201
Green
Brand
/San
Segal
Recycle
atee
.com
38208
38207
FHC
35206
29198w 30197w
CEILING HEIGHT 9'
Rose
Plastic
USA
L.P.
THE BOAT LOFT
K
&
L
Developments
Inc.
259
36093
34091
32082
36084
F/S
32083
Witz
Sport
Cases
High
Sierra
Sport
Co.
Costa
Del
Mar
Sunglasses
Coolhut
LLC
9'high
F/P
F/S
32090
68010
36085
258
Loksak
Inc
32080
Penguin
Brands
F/S
Chaco, Inc
Paddler
Magazine
32078
O Loves
M Eco
Bags
36078
Yakima Products
*
*
Quick
Draw
Clip
Systems
Polartec, LLC
68009
S.O. Tech/
Special
Operations Tech
34075
32075
32074
FHC
F/P
Mountain
Shades
Moving
Comfort
Jansport
M.G.
Exhibition
Design
Company
SHOW OFFICE
257
US Canteen US Hang Gliding
68007 Association 68005
SO
12015
1013
3013
Boreal S.L.
Canaima
Outdoors
3010
1009
F/X
F/P
F/S
3006
Hydrapak
LLC
UP
3
Sun
Company
4
Larabar
5
Unique
6 Batik
8000
9001
10001
F/X
F/S
F/S
Minnetonka
Moccasin
Co
8
Product
Architects Inc
/Polar Bottle
10
F/X
Earth
Creations
Pantropic
11
13
Byer
of
16 Maine
Coghlans
Ltd
Gerber
Legendary
Blades
13001
15001
14001
16001
Bison Designs
Grabber
Performance
Group/MPI
DANALCO,
Inc
Katie's
Bumpers
Iron
Gloves
39034
F/S
Coast
Products
Fox 40
International
Inc
Vasque
Outdoor
Footwear
Montrail
Corp
25005
UP
UP
19001
18001
20001
23
30
Adventure
Babe &
Adventure
Dude Inc
25
Buck
Glacier PicnicF/Sat Ascot Knives,
126 Glove 130 132Inc.
33
Nomad
Adventure
Journals
28
Dajo
Adventure
Gear
29
41
Tarma
Designs
43
Spinnerstown
Shuttle
34
Blubandoo
Cooling
Headwear &
Accessories
35
Industrial
Revolution
50
60 Inc
Yellowman
LLC
62
Klean
Kanteen
Gibson
Enterprises
52
63
Haiku by
64
Inc
24001
25001
Luminox
Watch
Co.
30001E
28001
26001
F/S
Aloe Up
Suncare
Products
144
136
TyRy Inc dba
Alpineaire
&
Richmoor
F/S
E & E Acquisitions DBA
150 Ellington Leather & Elsapel
46
54
Dude
Girl
Eusebio
Sporting
Co Ltd
65
74
Auspit
Rotisserie
BBQs
56
67
Alpine
Club
Switzerland
68
Recreation.gov
31003
Bigfoot
Bag
340
342
Batz
Corporation
Eton
Corporation
336
332
Burt's
Smart Girls
Sheffield
Who Surf
Sealife
Bees Inc
Tools
347
343 341
337 335
Repel
Alpine
Zak
Ecousable
Craghoppers
Insect
Tackle Mfg Innovations
EcoGear Repellents
Inc
LTD
LLC
446 444 442 440
436 434
Better Energy
Systems
Sherpa
Pet Group
LLC
Wild
85
Sales
Global
LLC
Girlfriend
86
87
Bronwen
Jewelry
88
Knockout
Decals Inc
328
Twinlab
324
Peet
Clothing
Aerobie
Flojos
Arts
Shoe Dryer
Inc
320 318 316 314
Athena
95
Hog
Wild
Insta-Fire
Wiggy's
Inc
Minus 33
Merino Wool
Clothing
Inno
331 Advanced
Phillips
Car Racks
Environmental
Products Inc/
Cleanwaste
430
Dare
2 Live Thermos LLC
319
Vargo
Outdoors
321 418
327
Cockpit
Inc.
USA
Blue Canoe
Brands,
LLC
Tifosi
Inc. 443 441 439 437 435
431
Optics.
The
Global
Sven
IBert Hammock
Powerfilm
Sanitation
Inc.
MFS Eyewear
Design
Inc
Solutions
Source
Inc
447 544
540
536 534 532 530
Frogg
Toggs
Terra Nova
Equipment
Ltd
SolarFocus
315 313
Edgygear inc dba
Maxpedition
Hard-Use
Gear
414
Badger,
W.S. Co
412
Utilikilts Elemental Blue Ridge
Co.,LLC
Darn
419 417
Tough
Dorfman
Vermont
Pacific
421 Co Inc 516
Herbs
King Canopy
427
Chair
Works
127 129
Jade
Yoga
310
Friksn
Clothing
F/S
Outside
Baby
309
Whistle Creek
Hiking
Sticks
160
Zeal Optics
164
Sunday
Afternoons
168
Kershaw A.G.S. Labs
172 Knives
Granite
155 Gear
Hennessy Balance
Bar
Hammock
Dermatone
Laboratories
Dioptics
Medical
Products
Inc
Timolino
Ltd
176Inc
F/S
161
165 167
Ultimate
Lexage
Survival
Technologies Corporation
Cablz
Inc
Ortery
Locals Have More
Technology,
Fun LLC
Inc.
512 510
r
Gato rts
SpoInc
Outdoor
Industry
Association
56000
OBoZ
Footwear
506
188
190
Engel USA
547 545
Fundex Games Ltd
New Product
Showcase
Coldpruf
Base
Layer
Soto
Scientific
Utility Brands
Int'l Inc.
Russell Outdoors
535 533
Dometic
Corp.
Davis
Instruments
5.11 Tactical
640 638 636 634 632
Bornfit
LLC
Ando
BCB
International And
Ltd
Friends
Nux
Group Inc.
Louis
Garneau
USA 740
Wabash
Stratus-Pikpuk, Valley
Inc
Farms
Gabel Sports
Group (North
America) Inc
631
Bridge
Brands
Chocolate
KOS*USA
736 734 732 730
Big Rock
Hema Boulder Festino USGlobalSat,
Hotcakes
Inc.
Corp
Maps Balm
Caravan Sports
Inc 731
743 741 739 737 735
Canopy Zipvac Colantotte Nature's
Lost River
Neve
Retailer
Manduka
International,
Coffee
Intl
by CTI
Inc. Dba TrionZ
Web Services
Trading Co Inc.
Designs
747 844 842 840 838 836 834
830
* *
Trutent LLC
Aquaclip
Beverage
Bottle Holder
Action
Wipes
849 847 845
FAS
FA
AO
Coolers
FA
Jolly Pets
843 841
ITW Military
Products
833
J.R.Liggett
Ltd
831
626
The
Grifone
Rain
620 618
Rite In
Santiki
Trading
621
32˚
Weatherproof
627
Red Canoe - National
Heritage Brands Inc.
Flexfit
720
726
BALLROOM
BOOTHS BR300-BR849
Flair
Hair
616
Paragon
Luggage
Inc 612
Cobian
820
David
Dunleavy
Decos
Ogosport
LLC
823 821
High
Range
Designs 509
Old
Guys
Rule 608
Whooha
Kahala
Ergon
Gear
Sportswear
USA Inc
Group
617
613 611
Luna
Bruce Foods
Packaging
CYFI LLC Corporation
LLC
716
Feng Yi Outdoor
Leisure Equipment
Enterprise Co ltd
56027
Eagle
Industries
Unlimited,
Inc.
Imex
Morgan
Packaging & Milo
Inc
607
Remote
Medical
International
IST Sports
Corporation
Kenetrek
Boots
P3
Innovations
Ltd
Celerant
Technology
Corp
Heel Inc.
Trail
Power
E-Mail
Logic
809
AmeriGlo
807
56030
MR150B
Teijin
Fibers
Limited
MR150C
MR150D
F/S
F/S
PHD
Productions
LLC
Zing
Toys,
Inc.
181
Everlite
183 185
60069 60070Big
United
Sunglass
Apparel
Inc
187
Tallysoft
191
F/S
City
Mountaineers
8 60079
60076 60077 6007
3 60074 60075 Wildlands
60071 60072 6007 Climbing Wall
Alliance
Outward
Bound
Bonneville
Environmental Foundation
60068
REI
MR150E
1
56008
MR150
MR151B
Mighty Karma
Retailer Lounge
The North Face
Association
National Audubon
Society
60085
Ice Age Park and
Trail Foundation
Pacific
Crest
Trail
Association
National
Parks
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Association
Continental
Divide
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Alliance
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621
619
25
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613 615
American
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Yu
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Textile
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Ltd.
Fortune
Textile
Taiyuen
Textile
D5 D17
Horng Dah
ZippersCo.,
LTD.
D19
E.Textint Corp.
The North Face
MR151C
MR151
Shinkong
Textile
Co.,
Ltd.
D1 D15
MR251A
MR250
D7 D21
Danken
Universal
Webbing
Enterprise Co.,
Products Inc. Ltd.
D11D23
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MR251B
56020
801
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MAIN REGISTRATION
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62040
62047
DragonTimes
Accessory Co
Ltd
D13 D25
OC
Love
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62036
Taiwan
Textile
Federation
D14
IRabbit
Technical
Fabric Co.,
D16
Ho
Yu
Textile
Co
Ltd
D18
MurphyTex
Industrial
Co., Ltd.
Columbia
Taiwan
Functional
Textiles
D22
Colorful
Textile &
Apparels
Yuan Chan
Textile Co.,
LTD.
A1
MR253
Haojey
Co.,Ltd.
Polyunion
Industrial
LTD.
Burlington
Worldwide
252A 252B
D20
A5
A3
A7
D24
Anndywell
Co.,
LTD.
D26
56006
MAIN REGISTRATION
Optimer
Brands
Unifi, Inc.
62021
ORGANIC CAFÉ
Deer
Creek
Fabrics
60081 60080
60083 60082
Fulltide
28
703
Leave
No
Trace-Center
for
Outdoor
Ethics
Enterprises
560
Killtec
NA,
Inc
Wilderness
Institute
for
Leadership
Development
ALL BOOTH NUMBERS IN
THIS AREA BEGIN WITH MR251.
603
THIS AREA BEGIN WITH BR
Sierra
Club
Inner
City
Outings
Legacy
Paddlesports
MR151A
Picnic
Time
Inc
End
Footwear
Integral Designs
Nols
/
National
Outdoor
Leadership
School
Global Merino
Massif
5601
Lodge
Mfg
Co.
56026
711 709 707 point6 LLC
816 814 812 810 808 806
Channel
Orthosole,
LLC. 817 Craft 813FA
503
Casio
609
Catalina
Products,LLC
dba Mr.Beer
Cocona
Youngone Corp
3
Ground
LLC
Cache
Lake
Camping
Food
Flatterware America
712 710 708 706
Ivar-The Attitude TravelRest
Orion
D-FA
The Ultimate
Backpack
Safety
Jack Travel Pillow Products
Reinvented
Limited
721 719 717 715 713
Briggs
&
Riley
727
Hammock
Bliss 825
Message
517 Factory513
Solkoa
SNS
Sports
611
MR251
MR251A
TO
MR251D26
THIS AREA BEGIN
WITH “MR251”.
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Selected Suppliers
ADVANSA COMFORT ZONE
MR252
AND
MR253
THIS AREA BEGIN
WITH “MR”.
MR355A
MR355B
MR355
ORGANIC CAFE
ADVANSA COMFORT ZONE
MR355C
DN
Bobster
Eyewear
643 641 639 637 635 633
527
Apisphere Demeritwear
Inc 521 519
618
DN
645
Kanga
Tek LLC
LLC
M
62045 62044
Stanley
EcoExchange
DN
Heatmax,
Inc
Rhino-Rack USA
Trust Your
Bug
Band, Inc. Journey
541 539 537
Smokehouse
Products
LLC
644 642
DN
GT Industrial
Products
4B
Texbase,
Inc
Odwalla
Sample
Station
MR251D
403
Reserve
America
Zigo,
Inc.
177
F/S
MR150G
Ground
LLC
Ground
LLC
97
Pittman Products
International
171
Fun
Source
LLC
01
56
303
408
Defeet
International
Reef
Stevens 300
Terrasoles
LittleLife
SNS
614 616
Korea Dyeing
TechnologyCenter
Polartec,
LLC
KKBRM
F/S
Granite
Gear
Etowah Leupold
Outfitter
&
306 304
413 411 409 407
Conform'able
R
25
ISPO ONLINE LOUNGE
Pittards
Plc
F/S
MR150A
ChicoBag
77
Acumen Yellow Dog
Inc./Vetta Design
350 348 346
Alps
Mountaineering
80
Prism
Kite
Technology
Tearepair Odwalla
Inc.
Inc
125
151
Rafters Footwear/Bogs
Footwear (Div of Combs Co.)
F/S
Advansa
Marketing
GmbH
Cotec-Epo
International
519
Dong
Young
Dyetec
DN
Leisure
Trends
Group
Catalyst
Communication
72
KOR
73
Green Guru &
Green Goddess
Gear by
Ecologic Design
Naturally
Sharon
Bamboo Eisenhauer
44
Bradley Smoker
USA Inc
111
Spyderco,
Inc.
L.C.Corp
Columbia Sportswear Co.
62023
Retail Pro-BHD
Information
Systems
Korea
Silkroad
Co
515 517
BOOTHS 255-100 THROUGH 255-621
4A
BOOTHS 155-100 THROUGH 155-621
Wooyang
Advanced
Material
MR255
DN
Coleman Repellants
Falcon Guides
Ford Fiesta
Gibbon/Canaima Outdoors
Hotcakes
Chubasco
Sandals
World
Famous
Sports
F/S
P
R res
oo s
m
MR155
Liaoning
Jiulong
Swimwear
Group
516 518 520
THIS AREA BEGIN WITH 255
DN
South Plaza Exhibits
27
31
40
107 109
PR
Liaoyang
Fuhua
Garment
523
JML
Apparel
601Eschler 605
40034
THIS AREA BEGIN WITH 155
Dengta
Sinpraise
Wearing
&
Dressing
Liaoning
Datian
Outdoor
Products
419 421
DN
SOUTH
ENTRANCE
Wallaroo
Hat
Company
traser
H3
watches
FHC
Christian
621
DN
zzly
103
F/S
Columbia
River
Knife
&
Tool
MR255
DN
Gri
OllyDog
619
Korea Textile
Trade Association
30005E
22001
21001
F/S
124
Pepper's
Performance
117 Eyeware
Watershed
Couver
Corp
Project OR
Premiere
Fashion
Fengcheng
City
River
Garment
Lenzing
413Fibers 417
508 Corp. 512
Youngpoong
Filltex
Rogers
Corporation
527
Klingler
Textil
AG
504 506
Taiwan
Paiho
Tomlong
Techstile
Corp.
Ltd
409 411
511
Hyosung Corporation
610 612
501
DN
22
Green Label
Organic
Rome
Industries
All
Terrain
616
Tex
Ray
Los
Angeles
Group
Inc.
Taiwan
Vertex
Production
Corp.
Sunny
Special
Dyeing
&
Finishing
Co.,
Ltd.
525
519
40035
UP
21
Rum
Reggae
513
W L Gore
&
Associates
Inc
U.S.
Department
of
Commerce,Global
Trade
Programs
Molehill
Mountain
Equipment, Inc.
Bristex
523
Woojin
Plastic
Cubic
Tech
Corp
517
401
Tessile
Fiorentina
Company srl
405
Mountain Hardwear
26006
BOOTHS 1-191
Kaka
Tr du
Aust aders
ralia
Inc
Outlast
Technologies
Inc.
521
516518
509
Design
Center
Tabar Inc
Hyperbola
Ding
Zing
Chemical
Products
Co.
Ltd.
ELEVATOR
P3
HH Brown Shoe Co.
Tool
Logic
108 Outdoors 112 F/S 114 116Inc
Travel Chair Company
100
Hobie
Stansport
FHC
FHC
39033
413
419
417
2501126012
21009
Woolrich
Woolrich
Acorn
17001
F/S
F/S
18
Tibetan
Trader
24013
26015
38034
United Knitting
414 317
Everest
Textile
Co.,
Ltd.
Snow Peak
1800919008
Princeton
Tec
F/S
F/X F/S
F/S
F/P
Canine
Hardware
Inc.
14
12001
Eze-Lap
Diamond
Products
22013
37034 38033
Vanguard
ID Systems
Giant
Knitting,
Co.,
LTD
Inc.
410
King
Tech
Industry,
Inc.
315
DN
UP
Hook & Tackle /
Weekender
8001
Accessories,
Inc.
15007
Bushnell
Outdoor
Products
Pistil
FHC
F/S
1
6001
Deuter USA Inc
Gramicci
17009
GoLite
Sog
Specialty
Knives
& Tools
1801119010
Nite Ize
Essential
Gear
/ E Gear
Benchmade
Knife
Co
Magellan
Thomas
Bates
18013 Designs/Bates
17013
15011
14009
20015
19015
28017
25017
DC
Nifco Group
F/P
31027E
Outdoor Research
Mountain
House/Oregon
Freeze
Dry
Mountain Khakis
Rocketship
F/S
3point5 Inc
406
TITEX
vertriebs-GmbH
311
DN
5000
F/S
10007
GCI
Outdoor
Chairs
Jetboil,
Inc.
13011
Cocoon
by
Design
Salt
13007
21017
39043
Nuwa
National
Webbing
Products
Textile
504506
409
401
39037
Eclat
Textiles
Co.,
LTD.
DN
3001
Teva
Pacsafe
Outpac
Designs,
Inc
16017
Reliance
Products
LP
Steripen /
Hydro-Photon,
Inc.
12009
Best
Sports
16014
1301514014
NEMO
Equipment,
Inc.
Sea to Summit
8008
15017
Brunton
22019
Nalge
Nunc
International
36032
Horizon
Agency, Inc.
(Outdoor Sports
Insurance)
Murdock
Webbing
UP
F/X
UGG
Australia
Canada Goose
Scarpa
North
America
Inc
Walltopia
Ltd.
5001
Rock
and
Ice
10013
6007
CZ
3000
1001
6011
5008
Climbing
Zone
Camp USA
8012
Millet
Mad Rock
3009
Kayland USA
CW-X
/
Wacoal
Sport
Science
Corp.
Rab
Fisher
Space
Pen
Co.
18019
17019
30027E
Kelty
Carhartt Inc
Foundton Co
405407
Ideal
Fastener
Corporation
Cubic Tech
Corp
American
Apparel
&
Footwear
Association
(AAFA)
25
St
Moritz
Watch
Corp
9017
Bota of
Boulder Nation's
29027E
40051
Invista
38037
307
301
319
313
Triple-S
Zipper Co
Smith
Optics
Kamik
28027
36000
F/P
F/S
38036
36037
309
Carol
Textile
Co
Ltd
Toray
International
America,
Inc.
M
R
Simple
Shoes
6017
5016
Sanuk
Footwear
15019
13019
Liberty Mountain
Suunto USA
Mountainsmith
27027
Calamai Figli di
Michelangelo Spa
ITW Nexus
34037
Nu
trio
32 LLC m
01
7
5.10/Five Ten
True
Grit
C/O
Genexus
Intl
24019
GSI Outdoors
Victorinox/Swiss
Army
26027
24027
22027
40049
Universal Trim
Supply Co., Ltd
32031
30031E 31030E
McNett
Corporation
SOLE
33035
Peregrine
Outfitters
Climashield
404
301
Gibor
Sports
Jana
Designs
&
Manufacturing
Ltd
Formosa
Taffeta
Co.
CoolVisions
by
FiberVisions
Taiwan Textile Federation
3016
Royal Robbins
21027
Wisconsin
Pharmacal
Company,
Wigwam
Mills
Bergans
of
Norway
Croakies
20027
Pacific
Cornetta
31035
32034E
E
38043
40045
PrimaLoft
Chori Co Ltd
32 Cilog
01 ear
8
2017
Lafuma America Inc
Chums/Beyond
Coastal
18027
17027
Slumberjack
Falcon
Guides/GPP
Indigenous
Designs
Corporation
Suncloud
Polarized
Optics
38042
S
B tr
Adventure
Medical
Kits
LLC
16027
Alpenbooks
28031 29030
Garmont
North
America
29035E
Sporthill
W L Gore
& Assoc,Inc.
33039 34038
32039
GU
Energy
Labs
30035E
Leatherman
Tool
Group
Wilderness
Press
Ojai Intl
30039E
36041
C a o
32 ha ck ng
01 ir
6
F/S
2019
8020
15027
13027
Eagle Creek
Metal
Ware
Corporation
31041E
Leav
e
Vehi No Tr
cle ace
Area
12027
28035 29034
Gregory
Mountain
Products
National
Geographic
Maps
Marmot Mountain LLC
33041
YKK
(USA)
Inc
40054
Thermore
305
Pertex
AORE
M
FHC
FHC
10027
9027
Kenyon
Consumer
Products
29039E
32043
JRC Reflex
39051
322
UP
8026
28039 29038
Bridgedale
Johnson
Outdoors/Eureka/Silva
Kiss
30043E
Schoeller
Textile
USA
Sherpa Adventure Gear
3M
38051
312
225
Ventex
Co.,
Ltd.
316 219
217
DN
6027
Petzl
American
Alpine Club
21031
27039 28038
Cyclops
Solutions,
LLC/GSM,
LLC.
24033
Overland
Equipment
20031
26039
Nomadic
Traders
ACR
Electronics,
Kiss
My
Face
EK
EKcessories
Aventura
Clothing/Sportif
USA
38050
Quick Feat
International
UP
Black
Diamond
Equipment
Hilleberg
the
Tentmaker
24037
22035
21035 22034
White
Sierra
Outdoor
Products
Kuhl
Camelbak Product
Naot
Footwear
23037
Nomadic
Traders
Horny
Toad
Activewear
36051
304 306 308
Erictex
Fashion
Co.,
Ltd
CTF
Ent Inc
Crowning
Technical
Textile
Co Ltd
DN
5027
DeLorme
24041
29043E
28043
Bimini
Bay
Outfitters
Ltd
23041
Seattle
Sports
Co
Filson
27045
WL
Gore
&
Assoc.
35051
201
223
209
Qingdao
Hu-Sheng
Intl
Trading
124
Taiwan
Sporting
Goods
Manufacturers
Association
Labtex
Co.,
213 Ltd
Zote
Foams
UP
4027
Mammut
Sports
Group
20037
Patagonia
ExOfficio
Clif Bar
Nicros
Climbing
Walls
22039
Pacific
Teaze
Inc.
Komperdell
Sportartikel
Gmbh
Adventure
16
1021
Access Fund
21041
North
American
Gear
1703918038
Eagles
Nest
Outfitters
Sunbelt USA
34051
235
219
316
113
210
206
Paltex
Company
205 Ltd.
DN
FHC
3027
Arc'teryx Equipment
E-Z
Sales
& Mfg Inc
1603917038
Cascade Designs
Prana
Pacific
Outdoor
Equipment
Bluewater
Ropes,
Inc.
15039
17041
Appalachian
Trail
Conservancy
18041
Pacific
Fly
Group/Hans
Global
Corp
12036
10037
Osprey Packs
La
Sportiva
N.A.
Edelrid
4031 5030
Metolius
Mountain
Products
10036
Backpacker's
Pantry
20043
30000E
28000
The
Timberland
Company
LEKI USA Inc
30049E
28050
33051
314
UP
Yates
Gear
Inc.
9036
8034
4035 5034
3033
SureFire
Buff, Inc
Lifeline
First
Aid
Totem
MT.
Koop.
E.
(Totem)
12041
Stanley
Exped AG
Probar
LLC
Kavu
28049
Centerstone
Technologies
32051
Horny
Toad
Activewear
30051E
F/S
211
The
Merino
Company
UP
Omega
Pacific
Polarmax
/Opedix
8038
5039 6038
17043
16043
Crazy
Creek
Products
Inc
22045
Native
Eyewear
26049
24000
Horny
Toad
Activewear
Coyote
Eyewear
Kestrel
Pocket
Weather
Meters
F/S
Acopa
Intl
LLC
10041
Garmin USA
24049 Tilley Endurables
F/S
Mental
27049
201
Industries
Inc
Miti
Spa
UP
3034
So Ill
Krieg
Climbing
4039 5038
6041
SMC/Seattle
Manufacturing
Corporation
Wenger NA
Mountaineers
Books,
The
H
V P ig
F/X
F/P
Joshua Tree
Products
LLC
3038
Asana
Climbing
Fox
River
Mills
Inc
Red Ledge
15043
21000
18000
F/S
Backpacker
22050 Magazine
AFM
306Inc
Kolon
Fashion
Material, Inc.
Hemp
Fortex
Industries
Ltd.
DN
4041 5040
17051 18050
Asolo USA
13043
F/S
Pelican
Products
Inc
Down
Lite
International
Cotton
Incorporated 215
207
Toyota
Tsusho
Corp
40061
Mitsui
Sixup(Hong
Kong)
Limited
101
Coville,
Inc.
223
111
107
DN
3041
Big Agnes
F/X
WW Norton/
CountrymanPress
16049
15000
Patagonia Footwear
F/P
F/S
Stackpole F/S
Books
40055 40057
Milco
155-216 155-120
DN
Grivel
The
Infinity
Sports
Group
Ltd.
5043
O'Keeffe's
Company
Helly
Hansen
(U.S.)
Inc
FHC
Zodi
Outback
Gear
15049
12050
12000
10046
F/S
F/X
Dash Hemp
Santa Cruz F/P
FHC
10051
Sigg USA
9045
Liston
Concepts
Inc
Concept
III
Textiles
Int'l
155-214
Elaine
Ferguson
Designs,Inc
Singtex
Industrial
Co
LTD
224
DN
4043
Julbo
8044
Trango
F/S
9051
9000
Nikwax
North
America,
Sterling
Rope
Co
Excalibur
DMM
Pigeon
Mountain
Ind Inc
Evolv Climbing
6000
American
Park
Network
FHC
32 entuoint h
01 res
5
4051
New
England
Ropes
3045
Cloudveil Mountain Works
Brooks Range
Rock
Mountaineering
Co
8048Exotica 8050 Equipment
F/S
FHC
F/P
Pro
Trainer
4050
3000
F/P
F/S
F/S Grip
38057
Shin
Han
Industry
DN
FHC
155-208 155-210
155-116
Seong-An.,
Co., Ltd.
SOSFO
(Seoul Olympic
Sports Promotion
Foundation)
118
UP
Fixe
Hardware
Verve
3051
104
Pontetorto
SPA
38056
Lowa Boots LLC
100
124
Dae
Hyun
Textile
& Bu Sung Textile
Conference
Room
155-114
Wooil
Textile Co., Ltd.
Euromax
Corporation
114
110
DN
2049
F/X
Revolution
2051Climbing
Kiva
Designs
Inc
39061
Easton
Technical
Products
155-108 155-110
Tweave
LLC
DN
F/S
Ortik for
alpine
use
X-Bionic &
X-Socks USA
38061
Vermont Outdoor
Corporation
People
N' Nature
Textile Co.
Designer
Textiles
International
102
DN
F/P
F/P
F/P
Terramar
Sports
Ltd
32054
Concept
Designs
38060
Duraflex
DN
Dansko
Inc
32057
Western
Mountaineering
36059
34059
38064
M
Co its
rp ubi
or sh
ati i
on
F/P
FHC
Ruff Wear
Montbell
America
Brookwood
Companies,
Inc
Cyberknit
100
115
DN
33060
32058
F/P
Superfeet
Worldwide,
Inc.
Sawyer
Products
Alaska
Down /Pro
Cam-Fis
Camp Chef
113
UP
32062
New
Balance
Athletic
Shoe
111
MR155
UP
UP
32065
Lonely
Planet
UP
FHC F/S
DN
DN
36069
UP
UP
Smartwool
32068
Brandwise,
Inc.
36075
34071
American
Backcountry
New Wave
Enviro
Products Inc
68003 68002 68001 68000
36072
F/S
FHC
Heat
Factory,
Inc.
Cable
Industries
68008
32076
Outdoor Retailer 2010 Update
David Loechner, Senior Vice President, NBM
A. Tradeshow Survey Results
B. Paddle Community Efforts
1. Show timing/Dates; Based on recent, specific research and feedback of
both 2009 Outdoor industry exhibiting and non exhibiting companies, in
addition to specific research and feedback from attending and non
attending Outdoor industry retailers, it is the recommendation of OR and
endorsed by OIA to move the show back into August for 2010 and the
foreseeable future. (it has been proposed to SLC the demo on
Wednesday 8/4 and the show Thursday-Sunday 8/5-8)
2. Demo Location; 14 specific demo location criteria for all possible Open
Air Demo locations within 50 miles of the SLCC were created. Each site
was carefully reviewed against that criteria; It is the recommendation of
OR and endorsed by OIA that this demo be located at Jordanelle State
Park
3. Show Costs
a. Large boat booth space discount; due to the nature of shipping
and displaying boats and SUP boards at ORSM, Canoe, Kayak,
Paddlesports inflatable and SUP companies exhibiting boats or
boards will receive a 40% discount to the booth space reserved on
the show floor where exclusively boats or boards are displayed.
For all paddle companies (Boat companies or otherwise) who are
also OIA members, an additional 8% booth discount would apply
to their total booth fees for 2010 increasing to 10% discount in
2011.
b. Boat shipping and exhibiting logistics; GES and OR will be
conducting a thorough study of each 2009 exhibiting paddle
company shipping and logistics actual methods and costs and
making recommendations to each company towards more cost
effective methods in 2010 including caravan and point to point
shipping as well as discounts to on site services including logistics,
material handling, electrical and furniture rental.
c. Hotels; After an audit and review of all 2009 exhibiting paddle
company personnel and the hotels where each of them stayed
while at OR, OR will be making a recommendation to each
exhibiting company on specific 2010 hotel savings opportunities.
i. Note; 63% of all exhibiting paddle companies attending
personnel stayed in the 6 most expensive hotels in town.
These hotels average daily rate for OR is $158/night; ($230$144) for reference the average daily rate for the remaining
21 hotels outside of those 6, within the OR block still within
10 miles of the SLCC, and on the complementary OR
shuttle route, is $117 ($76-$154)
d. Parking; OR has secured overnight boat trailer parking at no cost
for exhibiting paddle companies
e. City wide discounts; SLCVB and partnering hotels will be
assembling a category specific package of hotel and city wide
discounts that will be distributed to 2010 exhibiting paddle
companies
4. Category Prominence
a. Category location on floor plan; The Paddle category will be
moved to a new more visible and defined location on the show
floor (see attached map)
b. Visual Merchandising and branding of Category; Paddle@OR will
feature new visual branding and merchandising techniques
including unique signage, carpeting and other identifying features.
c. Segmented marketing; OR will be defining and executing a
specific audience marketing strategy to speak to the paddle
retailer.
5. Special Events/Paddle Tank; OR will be seeking the input of the paddle
subcommittee for direction of 2010 paddle industry special events onsite
including;
a. Boat City (Boat Loft)
b. Paddlesports innovation center
c. Paddle Tank
d. Paddlesports networking event
e. Paddlesports industry awards
f. Paddlesports seminars
6. East Coast Retail Attendance; OR and OIA will define and execute a
specific and comprehensive Outdoor Industry eastern USA audience
acquisition strategy for ORSM 2010.
C. Fly Fishing Retailer Update
D. Request OIA Board of Directors Endorsement for the Following:
• Endorse a shift of summer market Outdoor Retailer dates from the third
week of July to the first week of August in 2010 and beyond.
• Endorse the new portfolio of tradeshow benefits for the paddlesports
community.
Tab 7
Five Year Strategic Recommendation
OIA Retail Tracking
Progress Report
Prepared by OIA Management Team
September 2009
Executive Summary
• The following pages will provide our outline for an improved retail
tracking report for the outdoor industry. This document is
designed to frame the strategic decisions that support a change in
our research reporting model. The primary areas of consideration
are as follows:
1.
2.
3.
4.
Full Retail Market Reporting
Quality and Speed to Market of Information
Ownership of Brand Rights, Platform and Research
Profit and Loss
• As this strategic initiative moves forward, OIA seeks to expand its
ownership rights, generate revenue, engage in productive, turnkey
partnerships, and reflect a full and complete picture of the outdoor
industry market.
2
9/17/2009
Full Market Reporting
•
Outdoor Industry Association is developing a more robust research effort that
provides a complete picture of the point of sale research for active outdoor
recreation products on a weekly, monthly and annual basis.
•
Why consider a change in the model?
–
OIA conducted an industry research audit to fully understand the challenges in the current
model and to identify emerging research needs of OIA members
•
•
–
Overwhelmingly, members have requested a broader market picture that allows a drill down into the
specific segments and retail channels
Members also asked for more timely information and easier access and analysis.
Retail sales of niche activities are now distributed across many outdoor retail channels and
it is vital that OIA provide a more accurate picture of how market shifts are impacting the
industry and individual segments.
•
Currently, OIA reports only on the specialty outdoor market and utilizes an old and narrow definition
of the outdoor market place.
• Brands and retailers that sell across several specialty channels or activities are unable to see full
market reporting.
• Outdoor, ski and/or bike products that cross over into multiple categories or channels are being
counted in only one category or channel.
–
–
OIA’s current model was created over a decade ago. Since then, numerous shifts have
occurred (internet, recession, speed of information) that requires a significant upgrade in
our support of POS data to the industry.
Despite numerous requests to evolve the product as mentioned above, OIA’s current
vendor has not kept pace with the market changes and has not addressed the major
considerations in the OIA RFP.
3
9/17/2009
Quality and Speed to Market
of Information
•
•
Point of sales data is a critical piece of research for OIA member companies,
however, our reporting has not evolved as quickly as the market has evolved. The
goal of the new platform would ensure that OIA and its chosen research partner
would create a dynamic partnership that is able to reflect and measure the market
changes.
OIA is determined to achieve significant improvements in the current product
offering by implementing the following:
–
–
Increase point of sale research beyond specialty retailers to reflect a broader and more
complete market picture of both retailers and market segments.
Improve functionality and usability of reports so that the data is easier for OIA members to
access and easier to understand.
•
–
•
•
Ensure the data is interactive and that OIA members are able to quickly customize reports to
support their needs.
Provide OIA members with a tiered selection of information access such as brand, market
segment and geographical distribution, and inventory and give OIA the ability to promote
those additional services.
Increase speed to market reporting to weekly and monthly models within 3 -5 days
of close of respective week or month.
Improve the customer support, communications and speed of analysis of major
trends.
4
9/17/2009
Ownership of Brand Rights,
Platform and Research
•
•
•
At the formation of the current OIA Top-line report nearly fifteen years ago, the
industry association did not contractually secure the data, marketing, or long term
access rights of the research.
OIA has been unsuccessful in shifting the original terms of the agreement, despite
an investment of nearly $1M over the life of the partnership.
In the new arrangement, OIA will secure equal rights to the platform and have the
right of first refusal to acquire the platform.
–
–
–
Unlike the current research, the new platform would be an OIA industry asset that is
expected to grow in value for OIA and its members over time.
In exchange for its initial investment, OIA will also obtain a license for the data that will
survive for two years in the event of a termination of the contract.
Under this new strategic initiative, OIA will secure its brand rights to the retail research.
•
•
•
i.e., OIA Retail Tracking Report powered by Sports Scan Info (the official P.O.S. research for the
outdoor industry)
In addition, as new products are introduced and the total market product evolves,
OIA will have first right of refusal and the ability to shape the product.
In this new partnership, OIA has the ability to course correct its research products
on behalf of the membership and a level of collaboration that is on par to its other
major partnership with Nielsen Business Media.
5
9/17/2009
Improved Profit and Loss
•
For many years, research has been one of the most valuable free benefits
the association has offered. It has repeatedly scored high to very high as
one of our most important benefits.
• In the new agreement, OIA will continue the practice of providing free
access to new and improved top line retail market research to all its core
members.
• Association best practices show that market research, when properly
managed, can also make a material contribution to the bottom line and
expand the level of new resources for the membership.
• Under the new platform, OIA will now have full access to the more
detailed brand by brand and product by product reporting for all markets.
(OIA currently does not have any contractual rights to this information.)
• As OIA member access this detailed information, OIA will receive a
revenue share that will offset the initial investment and cost of providing
an expanded portfolio of research to members.
• With a share of the scalable services provided to members, OIA can now
promote the detailed reporting and products that allow companies to drill
down to the brand share and product level.
– Presently, all revenue for this product and service only goes to the vendor. OIA
has no contractual rights or revenue share.
6
9/17/2009
Contract Comparison between
Sports One Source and Leisure Trends
Objective/Issue
Sports Scan Info
Leisure Trends
Full Retail Market Reporting
Specialty Market Reporting
Yes
Yes (Needs improvement)
No
Yes (Built in partnership w/OIA)
Just-In-Time Reporting
Current Speed of Reporting
Yes
5 Days after End of Month
No
45 Days after End of Month
Co-ownership of Platform
OIA Asset
Yes
Yes
No
No
Co-ownership of Data
Extended License Rights for Data
No
Yes
No
No
Revenue Share w/OIA
OIA Access to Detailed Reporting
Yes
Yes
No
No
Online Member Access Tools
Yes
Yes
Interactive Analysis Capabilities
Yes
No (coming soon)
First Right of Refusal
(for expanded activity reporting)
Yes
No
Yes (20+ Years)
Acquired in 2006 by SOS
Yes (20+ Years)
OIA vendor for 15 years
Market Research Experience
7
9/17/2009
Anticipated Financial Impact
OIA Retail Tracking Research Projections
2009
2010
2011
2012
2013
2014
Current Partner
Maintenance Expense
(100,000)
(128,000)
(150,000)
(155,000)
(160,000)
(165,000)
Net Cash Flows Impact
(100,000)
(128,000)
(150,000)
(155,000)
(160,000)
(165,000)
New Partner
Aggressive Projection
Investment
Revenue share
Maintenance Expense
New market investment
(125,000)
-
(125,000)
97,500
(100,000)
184,500
(100,000)
271,750
(100,000)
(100,000)
367,750
(100,000)
463,750
(100,000)
(100,000)
(125,000)
(127,500)
84,500
71,750
267,750
263,750
(125,000)
(125,000)
24,000
(100,000)
55,350
(100,000)
135,875
(100,000)
(100,000)
220,650
(100,000)
324,625
(100,000)
(100,000)
(201,000)
(44,650)
(64,125)
120,650
124,625
Conservative Projection
Investment
Revenue share (conservative view)
Maintenance Expense
(125,000)
5-Year Totals
$
(858,000)
$
435,250 *
$
(189,500) *
*Before asset sale/valuation
8
9/17/2009
Tab 8
THIRD QUARTER REPORT,
REPORT, 2009
Overview
The Outdoor Foundation continues to make significant progress on all major initiatives
outlined in its 2009 Strategic Plan. Working closely with OIA and aligning with its goals
and objectives, The Foundation is investing in programs and partnerships that inspire,
engage and empower the next generation of outdoor champions – a critical audience
for the future success and sustainability of the outdoor industry.
In the last quarter, The Foundation released valuable new research on outdoor
participation, earned publicity in high profile media and moved forward on its major
2010 event, Outdoor Nation. In addition, The Foundation secured funding and more
than 25 partners for its online youth project, the Outsiders, that will at once serve as a
valuable research resource and a powerful platform to empower and engage youth.
Youth empowerment is an increasingly important strategic focus of the Foundation and
will drive many of its initiatives over the next few years. Attached is a visioning document
that outlines our Outdoor Nation operating plan for 2010 and beyond.
Research
I. Outdoor Recreation Participation
This quarter, The Outdoor Foundation released two major outdoor participation reports
that provide valuable insights and analysis into the recreation trends among all
Americans as well as key target audiences. These influential publications will raise
awareness of and support for outdoor recreation among important stakeholders –
including federal and state agencies, local communities, funding partners and
passionate individuals – as well as generate additional revenue for The Foundation.
•
This month, The Outdoor Foundation released its signature research project -the 2009 Outdoor Recreation Participation Report,
Report which details Americans'
participation in outdoor activities. The much anticipated Report is the only
detailed study of its kind tracking American participation trends in outdoor
recreation. The study captures responses from over 40,000 Americans ages six
and older and covers 114 different outdoor activities, making it the largest survey
of its type examining participation in sports and outdoor activities. The survey
represents a collaborative effort among five partner organizations.
•
In partnership with OIA, The Foundation published a first-ever Special Report
on Paddlesports
Paddles ports -- providing demographic information and insights into the
participation patterns for this important outdoor activity. The Report provides an
overview of all paddling enthusiasts, presenting detailed data on participation by
gender, age, ethnicity, income, education and geographic region.
II. Market Research and Youth Empowerment
Launching later this fall, The Outdoor Foundation has secured funding for the
‘Outsiders’ initiative – a first-of-its-kind online platform and network that will initially
bring together one thousand diverse young people from across the country, ranging
from those who have a passion for the outdoors to those who don’t and everyone in
between. This important group will be empowered to use its collective voice to inform
the national agenda around children and nature – adding a unique and needed
perspective. In addition, the platform will serve as a valuable research resource to the
entire outdoor community – providing critical qualitative and quantitative feedback on a
range of issues including attitudes toward the outdoors, barriers to participation and
behaviors that lead to sustained adoption.
ActionAction -Oriented Convening
Youth empowerment through action-oriented convening is a core strategy and key to
our mission of inspiring the next generation of outdoor enthusiasts.
Outdoor Nation
Next June, The Outdoor Foundation will join the New York City Parks and Recreation
Department, Backpacker and many other partners to launch Outdoor Nation-- the
nation’s largest multi-faceted outdoor event for youth, by youth. Shaped by college
students and teenage leaders from across the country -- Outdoor Nation will harness the
passion, energy and ideas of a new generation that realizes its power and influence and
stands up for change. Spanning two days and attracting thousands of young people, the
event will make the outdoors come alive through nature-based activities and
competitions as well as an action-oriented, high-level outdoor summit where youth host
the meetings, set the agendas and lead the conversation.
Education and Outreach
The Foundation is working with a range of national and regional partners and outlets to
elevate the outdoors, outdoor recreation and youth participation to the highest levels of
the nation’s consciousness. In just the last two months, the Foundation and its programs
have been featured in some of the nation’s top media outlets. In addition, the
Foundation is working with two leading authors to promote upcoming books about
youth and the outdoors, both of which benefit the Foundation.
•
Working with Backpacker magazine, the Foundation unveiled the Best Cities in
America to Raise an Outdoor Kid. This special report was featured on CBS this
Morning Show as well as many regional outlets.
•
The Outdoor Foundation has been working with national and regional outlets to
promote outdoor recreation. Reuters, LA Times, Backpacker, MarketWatch,
Voice of America and several local and regional outlets.
•
Shouting at the Sky and Outdoor Offspring are two books promoting the need
to connect youth and the outdoors. The Outdoor Foundation is the charitable
partner for both – generating support and awareness for our mission.
Outdoor Nation
A youth-led movement to reconnect young people and the outdoors
Background
A growing grassroots movement has emerged over the past few years to raise awareness
about the critical need to reconnect children with nature as a primary means of addressing
the decline in the physical, mental and emotional health of children. Catalyzed by
Richard Louv’s book, Last Child in the Woods: Saving our Children from Nature Deficit
Disorder, and brought to the national stage by The National Forum on Children and
Nature, leaders from public, private and nonprofit institutions increasingly are focused on
the crisis in children’s health and the benefits of reconnecting children with nature.
As a result of the Nation Forum and other efforts, many programs currently are underway
across the country, yet none is focused on young people as leaders. To succeed in
reconnecting young people with the outdoors, we will need to create a youth-led
movement that will give young people a voice and provide them the opportunity to
champion lasting changes to our political and business agendas.
The Outdoor Foundation, with more than 25 partners, is creating a new vehicle, Outdoor
Nation, to identify and train young people who will be strong leaders in the movement to
reconnect young people with the outdoors. Outdoor Nation, through entertainment,
education, engagement and action, will harness the passion, energy and ideas of young
people, empowering them to become leaders on campuses and in their communities in
order to influence public and private leaders across the country.
The Challenge
Over the past 30 years, children of the digital age have become increasingly alienated
from the natural world with disturbing implications, not only for their physical fitness,
but also for their long-term mental and spiritual health, and of course, for the
environment:
•
Young people born in the digital age increasingly are alienated from the natural
world, with disturbing implications for the physical, mental and spiritual health,
and for the environment.
•
The average young person spends 6 hours each day in front of an electronic
screen and less than 4 minutes outdoors, and young people who grow up without
spending time in nature are much less likely to be strong champions of the
environment when they reach voting age.
•
Obesity has reached epidemic proportions among young people – 20% of children
in America are clinically obese – and the rates of diabetes, depression and heart
disease among children are rising dramatically. The medical costs of obesity
were estimated to be $147 billion in 2008, doubling over the previous decade; and
as many as 80 million Americans will have diabetes by the year 2050 if we do not
change course.
•
Reconnecting children with nature is a profound and important step in improving
children’s health – nature as the first prescription.
The Plan
Outdoor Nation will achieve its mission through four key programs:
1. The Outsiders® – a growing community of young leaders;
2. The Outdoor Nation Festival and Summit – the first of future high profile events
that accelerate community organizing and cultural change;
3. Youth leadership development;
4. Campus and community engagement.
1.
The Outsiders:
Young people today are forging new models of civic engagement. Through online
technologies and social media, they are connecting, coordinating and communicating like
never before. Outdoor Nation, through its on line Outsiders platform, will bring together
thousands of young Outsiders from across the country to share ideas, organize activities
and inform the national agenda around children and nature. The Outsiders platform will
enable its young members to organize around geographies, areas of interest and outdoor
passions.
In addition, through bi-weekly professionally managed sessions, this online community
will be asked to provide critical advice and feedback to the broader outdoor community
on a range of issues including attitudes toward the outdoors, barriers to participation in
outdoor activities, and behaviors that lead to a sustained outdoor lifestyle. This ongoing
online exchange will give young people an extraordinary opportunity to shape the
national dialogue about children’s health and reconnecting children with nature.
The Outsiders platform will launch in the fall of 2009 with at least one thousand young
people, ages 13 - 24. The group will continue to expand virally as members invite friends
and their friends to join.
The goal of this program is to directly engage and learn from our most important
stakeholder group – youth – in an effort to better understand their relationship with the
outdoors.
2.
The Outdoor Nation Summit
In 2010, the Outdoor Foundation will host the first-ever, two-day youth festival and
summit, Outdoor Nation, in New York City’s famed Central Park. This event will unite
young people from across the country with a common mission: to reclaim, redefine and
rediscover the outdoors through a revolutionary youth-roots movement. The Outdoor
Nation Summit will harness the passion, energy and ideas of a new generation that is
eager to influence the future and stand up for change.
Overview – Day One
On day one, Outdoor Nation will turn Central Park into the ultimate, outdoor adventure
playground and entertainment festival complete with multiple concerts, a youth film
festival, fashion and photography competitions, as well as nature-based activities and
challenges. Our objective is to introduce young people to the outdoors in ways that are
fun and culturally relevant, using a variety of platforms to engage young people of all
backgrounds and interests.
In partnership with New York City, Outdoor Nation will re-brand and re-position the
existing Adventures NYC festival (which already draws more than 25,000 attendees) as
the nation’s biggest event celebrating youth and the outdoors. Working with the largest
talent agency in the country and other entertainment and outdoor partners, Outdoor
Nation will feature some of the world’s most popular artists and celebrities – fusing pop
culture with an outdoor ethic and lifestyle. All activities will be inclusive, open to the
public and free of charge.
Event Components / Sponsor Opportunities (partial list):
• Outdoor Concerts
•
Outdoor Film, Photography and Fashion Competitions
•
Traditional and Nontraditional Outdoor Adventures and Challenges
o Kayaking
o Rope Jumping
o Skateboarding
o Climbing
o Biking
o Fishing
o Trail Running
•
Union Square Event
•
Youth Lounge
•
Recycling Program / Eco-Partner
•
Central Park Clean Up / Service Partner
•
Exhibitor Alley
Day Two Overview:
On day two, Outdoor Nation will convene the first-ever youth-led National Summit on
youth and the outdoors—where delegations of young people from each of the 50 states
will set the agenda, host the meetings and lead the conversations. Held in the world’s
media capital and most popular urban park, Summit delegates will not only craft and
deliver their message of change to the country, but strengthen the outdoor youth
movement by infusing young leaders with new ideas, skills and connections as well as
opportunities for employment and action.
The goal of the Summit is to motivate and mobilize hundreds of thousands nationwide to
reclaim the outdoors for this and future generations. Potential key topics for the Summit:
o Summer of Service - President Obama has launched the Summer of Service program
to engage young people in community service. Outdoor Nation will work with the
Administration to make this an opportunity to lead the nation on one of the defining
issues of our time – the growing reality of an “Indoor Childhood” – and the impact
this has on the future of American conservation, health, education and the economy.
o Health, Wellness and the Outdoors - Explore how youth can influence health and
wellness executives to include nature and nature-based activities, which have been
shown to positively impact childhood obesity and depression.
o Green Jobs and the Economy - Green jobs represent one of the fastest growing sectors
in the economy. Discussions on how youth can shape policies that help them prepare
for and secure nature-based careers and green jobs.
o Eco-Education - Schools across the country are cutting outdoor education and naturebased experiences – resulting in students that are unprepared for and unfamiliar with
the environment. Panel discussions on how youth can force schools to reintroduce
this important curricula, which not only leads to strong environmental stewards but
also to better test scores and youth development.
o Outdoor Recreation Programs - Unlike in years past, outdoor programs for youth
today can be difficult to find and expensive, despite the research that shows the
positive impact these experiences can have on health, education and youth
development. How can youth encourage public and private officials to invest in these
proven programs, especially in urban areas?
o Diversity and the Outdoors - The outdoors is not a major cultural influence for most
minorities. Youth may be best positioned to lead the effort to expand and broaden the
outdoor community. What are some programs and policies that can help achieve this
critical goal?
Campus and Community Campaigns - Workshops that teach the skills needed to start a
local Outdoor Nation community. Media, advocacy, and organizing training will provide
the foundation for anyone to take a leadership role in organizing their precinct and
activating their community.
3.
Youth Leadership Development
For youth to truly lead a lasting outdoor movement, young leaders must be identified,
trained, empowered and mobilized. Through a variety of proven strategies, from inperson workshops to local events to online training, Outdoor Nation will support a robust
youth development program that provides ‘Outsiders’ the tools, information, access and
resources they need become national leaders and respected change agents.
Day two of the 2010 Outdoor Nation Summit in New York City will focus on providing
the leadership training and development young people need to put their ideas and agenda
into action. Expert organizers and experienced civic leaders will facilitate workshops and
discussions to ensure that participants leave the Summit ready to mobilize their campuses
and communities.
Through the online Outsiders web portal, young leaders will have the opportunity to
share experiences, exchange ideas, organize gatherings and engage in peer-to-peer
learning on a variety of issues – from campus activism and outdoor outings to media
outreach and policy campaigns. In addition, professionally facilitated online sessions will
be held regularly to focus on specific topics requested by the community.
The Outsiders site will also provide a comprehensive action toolkit to help young people
learn how to get events off the ground – including powerful web-based organizing tools,
outreach templates and organizing and fundraising guides.
Outdoor Nation and its partners will host a series of regional trainings that will give
youth the one-on-one skills, resources and confidence required of leaders. These events
will be structured to provide a more comprehensive training experience to the nation’s
top young individuals committed to the Outdoor Nation principles. Proven models,
practical strategies, tangible ideas and real regional opportunities will all be covered in
these in-depth meetings.
Young leaders will be challenged to develop innovative ideas and solutions that can
advance the Outdoor Nation movement in a significant and lasting way. Regular
competitions will be held focusing on a variety of outdoor issues – from barriers to entry
to outdoor access to minority engagement.
4. Campus and Community Engagement
Following the Summit, youth leaders will join together on campuses and in communities
across the country to recruit new members, identify local issues, develop specific
strategies and build awareness and support among key stakeholders. Outdoor Nation
chapters will help young people to connect, coordinate and communicate with one
another and to activate initiatives that will generate greater support and awareness for
outdoor activities among youth. These individual efforts will address unique regional
issues but collectively impact policies, programs and the very principles that underline
America’s relationship with the natural world. Through this coordinated outreach, young
people will begin to truly lead a movement that connects youth and nature – from small
towns to urban centers to the rural countryside.
Tab 9
OUTDOOR INDUSTRY ASSOCIATION
COMBINED COMPARATIVE BALANCE SHEET
August 2008 to 2009
UNAUDITED DRAFT
ASSETS
2009
Total
CURRENT ASSETS
Cash
Money Market
Certificates of Deposit
Accounts receivable, trade (OSI net of allowance)
Other Receivables
Prepaids
Dividend and Other Receivable
Total current assets
*
*
$
PROPERTY AND EQUIPMENT
Furniture and fixtures
Less: accumulated depreciation
Net property and equipment
2008
Total
934,492
37,152
5,936
1,930
67,912
1,047,422
$ 1,065,257
113,729
26,274
1,683
61,289
1,268,232
-17%
467,107
(336,428)
130,679
3%
15%
-29%
481,575
(388,277)
93,298
OTHER ASSETS
Intercompany - OSI
Intercompany - Foundation (Outreach)
OTHER ASSETS, net
-
INVESTMENTS
Reserve Fund w/ current maturities
General Operating Investments
Long-term Investments
Total Investments
*
TOTAL ASSETS
$
%
Increase/(decrease)
-12%
-67%
-77%
15%
11%
-
981,382
200,000
43,143
1,224,525
746,143
52,837
798,980
32%
-18%
53%
2,365,244
$ 2,197,891
8%
185,198
48,998
466,251
700,447
168,824
48,807
472,685
690,316
10%
0%
-1%
700,447
690,316
1,694,307
25,000
(54,510)
1,664,797
1,522,936
29,300
(44,662)
1,507,574
LIABILITIES AND NET ASSETS
CURRENT LIABILITIES
Accounts payable
Accrued expenses
Prepaid Dues Revenue
Deferred Revenue
Total current liabilities
Intercompany - Foundation
Intercompany -OIA
TOTAL LIABILITIES
NET ASSETS
Unrestricted - Fund Balance (Retained Earnings OSI)
Temporarily Restricted
Dividends Payable
Dividends Paid
Current year earnings
Total stockholders' equity
TOTAL LIABILITIES AND NET ASSETS
Total Operating Cash
*
$
2,365,244
$
$
1%
1%
11%
-15%
-22%
10%
$ 2,197,890
8%
1,171,644
$
-1%
0
$
1,178,986
(1)
COMBINED STATEMENTS OF FINANCIAL POSITION
AS OF August 31, 2009
UNAUDITED DRAFT
ASSETS
OIA
CURRENT ASSETS
Cash
Money Market
Certificates of Deposit
Accounts receivable, trade (OSI net of allowance)
Other Receivables
Prepaids
Dividend and Other Receivable
Total current assets
$
PROPERTY AND EQUIPMENT
Furniture and fixtures
Less: accumulated depreciation
Net property and equipment
OTHER ASSETS
Intercompany - OSI
Intercompany - Foundation (Outreach)
OTHER ASSETS, net
616,808
37,152
1,930
65,970
$
98,318
$
219,366
106,196
219,366
394,928
(321,020)
73,908
52,379
(35,147)
17,232
34,268
(32,110)
2,158
1,797,990
-
$
$
-
250,922
-
250,922
$
472,446
934,492
37,152
5,936
1,930
67,912
1,047,422
481,575
(388,277)
93,298
(19,254)
(9,365)
(28,619)
-
123,427
Total
-
721,860
730,459
200,000
43,143
973,602
$
Eliminating
Entries
OF
5,936
1,942
19,254
9,365
28,619
INVESTMENTS
Reserve Fund w/ current maturities
General Operating Investments
Long-term Investments
Total Investments
TOTAL ASSETS
OSI
-
981,382
200,000
43,143
1,224,525
(28,619)
$
2,365,244
LIABILITIES AND NET ASSETS
CURRENT LIABILITIES
Accounts payable
Accrued expenses
Prepaid Dues Revenue
Deferred Revenue
Total current liabilities
185,109
48,998
466,251
700,358
Intercompany - Foundation
Intercompany -OIA
TOTAL LIABILITIES
89
$
89
19,254
700,358
9,365
9,365
1,157,474
89,460
(59,842)
1,097,632
24,603
114,063
1,797,990
185,198
48,998
466,251
700,447
-
-
NET ASSETS
Unrestricted - Fund Balance (Retained Earnings OSI)
Temporarily Restricted
Dividends Payable
Dividends Paid
Current year earnings
Total stockholders' equity
TOTAL LIABILITIES AND NET ASSETS
-
$
123,427
19,343
(19,254)
(9,365)
(28,619)
700,447
447,373
25,000
1,694,307
25,000
(54,510)
1,664,797
(19,268)
453,105
$
472,446
(28,619)
$
2,365,244
$
0
COMBINED STATEMENTS OF ACTIVITIES
FOR THE EIGHT MONTHS ENDING AUGUST 31, 2009
UNAUDITED DRAFT
OIA
REVENUES
Membership dues
Fundraising
Event Revenues and Sponsorships
Member benefit rebates
Contributions
Outreach Contributions
Research/Product Sales
Dividends
Royalties and Interest
In-Kind Contributions
Other Income (trade and working groups)
Reimbursed Expense & Miscellaneous
Total revenues
COSTS AND EXPENSES
Membership
Communications & Events
Government Affairs
Market Research/Business Innovation
Outreach General
Foundation Public Relations
Foundation Programs and Resources
Foundation Market Research
Freight Programs
Total program expense
General and administrative (net of reimbursable expense)
Total costs and expenses
$
OSI
522,754
851,591
331,867
0
0
0
0
0
33,004
0
81,110
0
1,820,326
Total
$
155,137
-
245,430
-
1,169
47,733
52
155,189
101,595
493,759
400,343
206,342
141,483
1,343,522
Eliminate Intercompany
Income
OF
294,332
99,811
58,101
65,360
90,328
130,587
130,587
313,600
(135,597)
0
(135,597)
522,754
851,591
331,867
155,137
109,833
34,173
47,733
81,110
52
2,134,250
101,595
493,759
400,343
206,342
105,697
58,101
65,360
90,328
130,587
1,652,112
(135,597)
0
(135,597)
536,647
-
-
536,647
536,647
-
-
536,647
1,880,169
130,587
313,600
2,188,759
CHANGE IN NET ASSETS
Before taxes (OSI)
Tax Provision
(59,843)
24,602
(19,268)
(54,509)
-
-
-
-
NET EARNINGS
(59,842)
24,604
(19,270)
0
$
(54,509)
COMBINED STATEMENT OF CASH FLOWS
FOR THE EIGHT MONTHS ENDING AUGUST 31, 2009
UNAUDITED DRAFT
OIA
Change in net assets
Adjustments to reconcile change in net assets to cash
Depreciation
Loss on Disposal of Assets
Changes in operating assets and liabilities
Decrease (increase) in:
A/R
Prepaids
Other assets
Increase (decrease) in:
A/P and accrued expenses
Other liabilities
Deferred revenue
Net cash provided by operating activities:
Cash flows from investing:
Purchase of marketable securities
Dividend receivable
Purchase of equipment
Cash flows from financiing:
Dividend payable
Net Increase in Cash and cash equivalents
Cash and Cash Equivalents, beginning of year
Cash and Cash Equivalents, end of month
OSI
Eliminating
Entries
OF
Total
(59,842)
24,604
34,002
-
7,369
-
721
-
42,093
-
11,252
(11,732)
17,307
17,970
(1,569)
621
601
-
29,222
(12,701)
621
(64,647)
(2,502)
(31,342)
15,150
(15,008)
14,035
(18,920)
-
(76,033)
70,437
(3,223)
(350,000)
(19,270)
(54,508)
(17,307)
17,307
(426,032)
(12,855)
(438,888)
(12,855)
(362,855)
(82,157)
70,437
(6,993)
-
(76,033)
-
-
15,150
(94,953)
1,020,038
83,168
314,319
1,417,525
653,960
98,318
219,366
971,644
(366,078)
0
-
-
0
(445,881)
0
0
OUTDOOR INDUSTRY ASSOCIATION CONSOLIDATED GROUP
August 31, 2009
UNAUDITED
TOTAL
REVENUE
YTD Budget/
% of YTD Budget
TOTAL
COMPANY
EXPENSE
YTD Budget/
% of YTD Budget
NET
INCOME
(after tax)
Association 501 c 6. Member trade organization.
Main revenue streams, trade show, dues and events.
Generally pays no income tax, dues and contributions are not
fully tax deductible as some portion of income goes toward
lobbying.
1,820,326
1,663,699
109.41%
1,880,169
1,885,428
99.72%
155,189
201,014
77.20%
130,587
138,816
94.07%
24,602
294,332
270,470
108.82%
275,230
113.94%
(19,268)
(59,843)
OSI
For profit subsidiary of Association. Houses fed ex rebate program
revenues. This organization pays income tax.
OSI Board can approve payment of dividend
to parent (OIA) from time to time.
THE OUTDOOR FOUNDATION
Not for profit Foundation of the Outdoor Industry. 501 c 3
Research and Outreach program resides here. Contributions
made to the Foundation are fully tax deductible.
Inter-Company Eliminations
TOTAL CONSOLIDATED GROUP
(141,483)
2,128,364
313,600
(141,483)
2,182,873
(54,509)
OUTDOOR INDUSTRY ASSOCIATION COMBINED GROUP
Projected to December 31, 2009, as of August 31, 2009
TOTAL
REVENUE
Annual Board
Approved Budget/
% of Budget
TOTAL
PROGRAM
EXPENSE
Annual Board
Approved Budget/
% of Budget
Dividend
from OSI**
NET
INCOME
(after tax-OSI)
Association 501 c 6. Member trade organization.
Main revenue streams, trade show, dues and events.
Generally pays no income tax, dues and contributions are not
fully tax deductible as some portion of income goes toward
lobbying.
3,268,727
3,165,117
103%
Adjusted
Operating Budget
3,112,098
105%
3,124,777
3,164,785
99%
143,950
3,110,033
100%
OSI
For profit subsidiary of Association. Houses fed ex rebate program
revenues. This organization pays income tax.
OSI Board can approve payment of dividend
to parent (OIA) from time to time.
276,893
60%
165,140
Adjusted
Operating Budget
195,983 (1)
210,964
78%
276,715
71%
(30,843)
204,211
96%
THE OUTDOOR FOUNDATION
Not for profit Foundation of the Outdoor Industry. 501 c 3
Research and Outreach program resides here. Contributions
made to the Foundation are fully tax deductible.
460,556
99%
454,418
Adjusted
Operating Budget
Inter-Company Eliminations
TOTAL COMBINED GROUP
(242,489)
3,645,796
468,461
430,556
106%
460,184
102%
(14,043)
430,092
109%
(242,489)
3,546,732
99,064
(1) includes federal income tax
2009
Operating
Budget
Combined
Group
Group Variance
9,282
$
89,782
Tab 10
Outdoor Industry Association
Draft - Budget
Combined Budget - 2010
Revenues
Expenses
Net Rev/Exp
Projections to Year End 2009 Actuals
YTD July 31
Revenues
Expenses
2009 Revised Budget
Revenues
Expenses
Management & Operations
100
111
150
160
Royalty - OR & Other
Operations & Overhead
Executive General
Board Relations
Sub-total
2,152,618
14,000
2,166,618
853,148
62,596
39,500
955,244
2,152,618
(839,148)
(62,596)
(39,500)
1,211,374
159,291
2,031,328
2,190,619
920,912
63,259
40,180
1,024,351
195,364
1,948,490
2,143,854
905,469
34,924
39,100
979,493
770,756
770,756
287,640
287,640
483,116
483,116
768,507
768,507
322,381
322,381
742,603
742,603
355,662
355,662
-
266,301
98,640
63,566
428,507
(266,301)
(98,640)
(63,566)
(428,507)
-
274,402
61,375
67,248
403,025
-
237,415
65,004
62,992
365,411
314,500
314,500
105,806
307,600
31,780
445,186
(105,806)
6,900
(31,780)
(130,686)
12,949
315,513
124,908
306,348
16,551
447,807
9,996
326,080
336,076
125,644
305,254
21,800
452,698
35,000
35,000
351,142
15,000
34,500
50,004
199,000
5,996
655,642
(351,142)
(15,000)
500
(50,004)
(199,000)
(5,996)
(620,642)
40,000
311,047
29,885
41,783
195,525
13,967
592,207
40,000
40,000
299,792
37,840
29,032
205,077
15,216
586,957
Market Research General
State of the Industry Report
Top-line Report
24,000
Manufacturer Ratio Report (delay until 2011?)
Retail Financial Ratio Report
Sub-total
24,000
113,251
169,804
283,055
(113,251)
(145,804)
(259,055)
-
-
98,546
286
94,867
2,419
19,998
216,116
-
108,500
104,704
21,500
234,704
680
CSR, ECO, B2B, Fair Labor
120,000
133,000
(13,000)
97,411
149,705
60,529
98,687
800
Grant and In-kind to Foundation
Sub-total
-
242,353
242,353
(242,353)
(242,353)
-
240,632
240,632
-
240,632
240,632
Membership
200
General, Renewal, New Member
Sub-total
Communications and Events
Communications
255
Member Communications General
254
WebSite and Webnews
260
Member Comm Collateral
Sub-total
Events
Events
300
Events General
310
Education Events/Seminars
320
Trade Show - Logisitics
Sub-total
Government Affairs
400
410
420
435
470
480
GA General
Public Relations/Communications
Capitol Summit
Recreation Funding Lobby Efforts
Trade Lobby Efforts
OIA PAC
Sub-total
328,462
40,000
Market Research/Business Innovation
600
610
630
650
660
Working Groups
Outreach
OIA Revenue and
Expense Totals
3,430,874
3,430,626
247
3,424,999
3,396,224
3,323,062
3,314,244
* Note: ~$213k overhead and health insurance allocated to departments at year end for final audited financial statements
Chg 2010 over 2009 projected
REVENUE DECREASE OVER 2009 PROJECTED ACTUALS
EXPENSE DECREASE OVER 2009 PROJECTED ACTUALS
5,875
0.19%
34,402
1.09%
0.2%
1.0%
2010 budget final draft 9-15-09.xls - Summary-Consol
9/18/2009 - 10:40 AM
Draft - Budget
Combined Budget - 2010
Revenues
Expenses
Net Rev/Exp
Projections to Year End 2009 Actuals
YTD July 31
Revenues
Expenses
2009 Revised Budget
Revenues
Expenses
Management & Operations
111
111
111
111
111
111
Industry and Other Contributions
OIA Grant
OIA In-Kind
Play it Forward
Other Income
Operations & Overhead
sub-total
200,004
170,000
72,304
2,004
444,312
125,580
125,580
200,004
170,000
72,304
2,004
(125,580)
318,732
30,000
35,000
65,000
40,502
68,300
60,400
169,202
(40,502)
(38,300)
(25,400)
(104,202)
-
86,517
3,750
90,267
(86,517)
(3,750)
(90,267)
75,000
75,000
83,338
110,600
193,938
(83,338)
(35,600)
(118,938)
185,496
170,000
72,287
0
1,987
0
429,770
185,496
170,000
73,056
2,004
138,697
138,697
430,556
127,052
127,052
25,000
25,000
50,635
58,218
25,000
133,853
-
40,692
50,500
25,000
116,192
-
98,356
3,907
0
102,263
-
97,500
9,000
106,500
-
76,326
5,000
14,445
0
95,771
-
75,348
5,000
80,348
454,770
470,584
Research
600
620
640
PR/Communications
250
254
270
Programs and Resources
300
320
340
360
Market Research General
Participation Study
On-line Teen Research Forum
sub-total
PR/Communications General
Foundation WebSite
Collateral/Newsletter
sub-total
Program and Resources General
Teens Outside
Outdoor Nation
New Program 3
sub-total
OIF REVENUE AND
EXPENSE TOTALS
REVENUE DECREASE OVER 2009 APPROVED BUDGET
584,312
578,987
123,756
EXPENSE DECREASE OVER 2009 APPROVED BUDGET
5,325 #
26.87%
118,803
25.82%
430,556
430,092
170,000
28.5%
23.0%
Inter-company eliminations
Foundation Grant
170,000
170,000
170,000
170,000
170,000
-
-
48,000
48,000
48,000
72,287
72,287
3,589,482
3,576,521
OSI Management and Licensing Fees
Foundation Facilities/Accounting/Administrative
OIA & OSI & OIF
GROUP TOTALS
72,304
72,304
3,772,882
3,767,309
5,573
48,000
73,056
73,056
3,462,562
3,453,280
REVENUE DECREASE OVER 2009 APPROVED BUDGET
EXPENSE DECREASE OVER 2009 APPROVED BUDGET
215,372
6.05%
209,799
5.90%
5.1%
5.3%
2010 budget final draft 9-15-09.xls - Summary-Consol
9/18/2009 - 10:40 AM
CASH FLOW PROJECTIONS
2010
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Beginning Cash
*
1,017,400
776,645
498,712
321,810
135,813
775,194
784,637
770,288
658,817
450,912
243,453
789,951
Projected Revenue
Projected Expenses
Less Depreciation
Add Capital Purchases and/or Prepaid Projects
Reserve Funding
191,433
288,659
11,471
155,000
-
46,200
335,604
11,471
77,156
255,530
11,471
10,000
-
72,997
255,464
11,471
15,000
-
951,214
303,305
11,471
20,000
-
218,164
220,192
11,471
264,430
275,250
11,471
15,000
-
111,954
234,896
11,471
95,303
299,678
11,471
15,000
-
42,858
261,788
11,471
1,139,783
429,755
11,471
50,000
125,000
218,085
244,272
11,471
Projected Ending Cash
776,645
498,712
321,810
135,813
775,194
784,637
770,288
658,817
450,912
243,453
789,951
775,235
1,098,997
1,034,999
673,680
1,079,226
1,109,270
1,153,650
1,062,372
952,278
1,844,354
333,270
1,176,504
1,017,400
2.7
1.8
1.1
0.5
2.7
2.8
2.7
2.3
1.6
0.9
2.8
2.7
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2009 Ending Cash Balances
Months of Working Capital (not counting reserve)
Months of Reserve at year end
3.0
Reserve Balance at Yr End
$
855,459
-
-
-
-
-
Beginning Cash
275,492
268,027
391,312
328,245
312,178
332,429
226,581
225,982
219,236
195,639
189,142
270,196
47,859
30,477
153
5,000
75,000
85,000
72,859
34,727
153
-
22,859
86,079
153
-
22,859
39,079
153
-
72,859
52,761
153
-
27,859
133,861
153
-
27,859
28,611
153
-
27,859
34,759
153
-
22,859
46,609
153
-
22,859
29,509
153
-
85,000
22,859
26,959
153
-
22,863
35,559
153
-
Projected Ending Cash
213,027
391,312
328,245
312,178
332,429
226,581
225,982
219,236
195,639
189,142
270,196
257,653
2009 Ending Cash Balances
318,296
300,667
178,539
250,870
226,488
214,745
222,767
219,366
214,884
284,802
278,970
275,492
4.4
8.1
6.8
6.5
6.9
4.7
4.7
4.5
4.1
3.9
5.6
5.3
OIA Grant*
Other Projected Revenues
Projected Expenses
Less Depreciation
Add Capital Purchases
Reserve Funding
Months of Working Capital
Months of Reserve
Reserve Balance at Yr End
6.8
$
325,992
2010 budget final draft 9-15-09.xlsCASH FLOW
9/18/20091:32 PM
Investment Priorities – 2010
1. OIA Retail Point of Sale Research Platform – ensure OIA ownership,
improve speed to market, expand to measure full retail and all activities in
the marketplace.
2. Communications/Website Update – improve layout, guarantee quick
information search and retrieval, increase capacity and maximize
efficiencies to reduce manual labor.
3. Membership Management – ensure dedicated full-time membership and
sales leadership, increase the number of members and expand the number
of members who sponsor OIA initiatives
4. GA Administrative Support for Eco Standards Development – increase the
administrative support in Government Affairs to handle the significant
increase in workload that is a direct result of taking on the management of
the Sustainability and Fair Labor Advisory Council and the development of
industry green standards
5. Business Intelligence Tools, Resources and Management – expand trend
information, best practices and market research and move towards
dedicated management of all business intelligence and market research
initiatives
6. Expansion of Reserve Fund – ensure reserve remains at a minimum of
three months operating expenses
1
9/17/2009
Major Revenue Assumptions
1. Total budgeted revenues flat to 2009 actuals
2. Outdoor Retailer revenue share will remain flat in percentage
shared from 2009 to 2010. OR is projecting flat exhibit square
footage and decrease total SMOR revenue due to paddling space
discounts. Total budget at $50k below 2009 actuals.
3. Membership dues projected at 3% increase over 2009. Projecting
that renewals will return to pre-recession rates of 85+% by late
2010. New members will grow by 25% based on recent trends and
dedicated leadership. It will take time to recover decreased
renewal rates from late 2008 and early 2009
4. Sponsorships flat to 2009 actuals
5. Anticipating nominal research revenue stream towards year end
6. FedEx and other cost savings programs flat to 2009 with program
changes fully implemented.
7. Projecting EWG participation fees will increase by 20% and will fully
cover contractor expenses
2
9/17/2009
General Expense Assumptions
1. Total budgeted expenses up by 1% to 2009
actuals
2. Addition of two FTE’s, total of one less than
early 2009 FTE’s
3. Staff compensation changes of 3-4%, after
salaries frozen since January 2008
4. OSI structure absorbed into OIA with FedEx
contract and revenue structure changes (need
for OSI structure still under evaluation.)
5. ECO index contractor support continued
6. The Outdoor Foundation grant level with 2009
actuals
3
9/17/2009
Green Exchange Opportunity
• As advised by the board at the July meeting,
OIA requested that an initial investment
requirement of the Green Exchange be waived
for the Association
• Agreed that OIA will not participate in the initial
investment and will not be considered a
founding member
• OIA will, however, have a seat on the advisory
board and be able to guide the work of this
ground-breaking partnership
4
9/17/2009
Cash Flows
• Website investment, depreciated over threeyears
• Above investments can be absorbed safely with
operating cash flows, however, twice a year
cash flows do get low while awaiting OR
payments
• Request approval of up to 45 days short-term
reserve access if necessary to cover operating
needs
• Retail Tracking initial investment
5
9/17/2009
Retail Tracking Investment
• $250,000 initial platform investment for 50% ownership
with survivorship and right of refusal expansion rights
• Annual maintenance investment level to historical
investments in same
• Revenue share model for all detail branding report sales
specific to the OIA platform sales
• Lessor revenue share for all outdoor company vendor
research sales
• Projected to move from significant cost center to profit
center within three years with investment fully recouped
in less than five years
6
9/17/2009
Retail Tracking Anticipated Financial Impact
OIA Retail Tracking Research Projections
2009
2010
2011
2012
2013
2014
Current Partner
Maintenance Expense
(100,000)
(128,000)
(150,000)
(155,000)
(160,000)
(165,000)
(100,000)
(128,000)
(150,000)
(155,000)
(160,000)
(165,000)
New Partner
Aggressive Projection
Investment
Revenue share
Maintenance Expense
(125,000)
-
(125,000)
97,500
(100,000)
184,500
(100,000)
271,750
(100,000)
(100,000)
367,750
(100,000)
463,750
(100,000)
(100,000)
(125,000)
(127,500)
84,500
71,750
267,750
263,750
(125,000)
(125,000)
24,000
(100,000)
55,350
(100,000)
135,875
(100,000)
(100,000)
220,650
(100,000)
324,625
(100,000)
(100,000)
(201,000)
(44,650)
(64,125)
120,650
124,625
Conservative Projection
Investment
Revenue share (conservative view)
Maintenance Expense
(125,000)
5-Year Totals
$
(858,000)
$
435,250 *
$
(189,500) *
*Before asset sale/valuation
7
9/17/2009
Motion to Approve 2010 Budget
• Motion to approve 2010 budget as
presented (or with agreed upon changes)
and to grant permission to OIA staff to
utilize board designated reserve funds, if
necessary, during 2010 as anticipated in
cash flow projections. Reserve utilization
shall not exceed 45 days and $200,000.
8
9/17/2009

Board of Directors - Outdoor Industry Association

Transcription

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