2. Omar Gonzalez
2 | P a g e
TABLE OF CONTENTS
INTRODUCTION …PAGE 4
MISSION STATEMENT…PAGE 5
SHORT TERM/LONG TERM GOALS…PAGE 5
BUSINESS DESCRIPTION…PAGE6
3. Omar Gonzalez
3 | P a g e
THE LODGE
INTRODUCTION
In our business, we strive every day to honor our nation's precious natural resources, and to give
each customer "More Outdoors for Your Money." We believe that the future of our business depends
not only on how we serve our customers, but also on how we manage our natural resources. The
people of The Lodge are strongly committed to the principles of sound conservation.
As we forge ahead, we hope to bring future generations and especially young people to love
the outdoors and fishing as we do, and so continue our nation's rich outdoor heritage. Further, at The
Lodge we want to be providing attractive products with a focus on fishing; one of the most popular
outdoor sports. Wind touching the skin, sunlight streaming through the trees and wave patterns
covering the water excite the hearts of people. We are aiming to become a company that creates
excitement amongst people. We want to support people to realize their dreams to create new lifestyles
to bring them closer to nature and share the joy of life with each other.
Our store will be unique blend of aquariums, waterfalls, educational classes, and much more.
The Lodge will not only sells a broad spectrum of merchandise in each of its categories, but it will
produce its’ own brand to ensure the highest quality of merchandise is available to its customers at an
affordable price.
4. Omar Gonzalez
4 | P a g e
MISSION STATEMENT
To inspire, educate and create lasting gear, while enhancing the quality of life via engagement
of wildlife and the outdoors.
SHORT TERM GOALS
1. Establish and reach my Target Market
2. Attract and retain talented employees.
3. Establish and cultivate quality customer relationships by providing innovative products, cost
efficient promotions and incentives, and overall customer satisfaction
4. Build a premier presence online through company website and social media networks such as
Instagram, Twitter and Facebook
5. Create brand identity and publicity by collaborating with popular entertainment magazines in
the Chicagoland area, for example Michigan Ave Magazine.
LONG TERM GOALS
1. Expand into new opportunities within 5 years.
2. Support the community
a. Sponsor charitable events, Fishing for Kids Event Every Summer weekend.
3. Increase profit and revenue by 10% each year
a. Achieve sales quotas
b. Reduce product costs
4. Receive consist 90% positive customer feedback via surveys and online ratings throughout each
fiscal year
5. Meet with employees on a regular basis – weekly, monthly or quarterly – to assess the progress
of each task.
5. Omar Gonzalez
5 | P a g e
BUSINESS DESCRIPTION
The Lodge is a new outdoor company that will provide high quality fishing gear while honoring
our nation's precious natural resources. Our store layout will be designed to promote fishing and the
outdoors. For example, a rock climbing
wall and large fish aquarium will be
incorporated in the back of the store to
attract customers. We want our customers
to immerse themselves in a fun and
adventurous outdoor world. This
experience makes it fun and exciting to buy
things from us. It also creates a community
of engaged people around our brand. We believe a community would rather buy from The Lodge than
our competitors who simply sell goods without this personal connection. People using our gear and
participating with our brand will experience a thrill they enjoyed in our store over and over again.
Further, we will sustain a reputation of quality through excellent service, customer care, and a
friendly, professional staff. Our guests are the focus of our company. We will generate a profit in an
ethical manner while meeting and exceeding our guests' expectations.
PRODUCTS:
Rods and reels.
Fishing Lures
Fishing Outerwear
Raingear
Gear bags.
Misc: drinks, snacks, souvenirs, etc…
6. Omar Gonzalez
6 | P a g e
INDUSTRY ANALYSIS
The recession radically altered consumer spending habits, unemployment reached its highest
level in decades, and federal and state deficits resulted in massive spending cuts.
Despite the uncertainty, more than 140 million Americans make outdoor recreation a priority in
their daily lives, proving it with their wallets by putting $646 billion of their hard-earned dollars right
back into the economy. Even better, this spending directly results in highly sought-after jobs for 6.1
million Americans. At the core of the outdoor recreation economy is the outdoor consumer, whose
diverse interests fuel a robust and innovative industry. Today’s outdoor lovers aren’t confined to
traditional demographics or activity segments. They seek meaningful outdoor experiences in their
backyards and in the backcountry. They are all genders, ages, shapes, sizes, ethnicities and income
levels. They live throughout America, and they view outdoor recreation as an essential part of their
daily lives. They fill their garages with bicycles, dirt bikes, backpacks, boats, skis, tents, hunting rifles
and fishing gear. This is redefining the outdoor industry, an evolution that is evident in the growth of
sales and jobs since 2006. In short, outdoor recreation is a growing and diverse economic super sector
that is a vital cornerstone of successful communities that cannot be ignored. Most importantly, outdoor
recreation is no longer a “nice to have,” it is now a “must have” as leaders across the country recognize
the undeniable economic, social and health benefits of outdoor recreation.
Outdoor recreation is a larger and more critical sector of the American economy than most
people realize. As a multi-dimensional sector, the outdoor industry pumps $646 billion in direct
spending into the American economy and fuels traditional sectors like manufacturing, finance, retail
trade, tourism and travel. Furthermore, 6.1 million American lives directly depend on outdoor
recreation. As the globally recognized leader in outdoor recreation, America is poised to drive an
7. Omar Gonzalez
7 | P a g e
industry that offers a diversity of rewarding and highly skilled career opportunities for people today and
into the future.
Supporting the outdoor recreation economy are our nation’s public recreation lands and
waters. Not only is access to quality places to play outside critical to our businesses, it is fundamental to
recruiting employers and at the heart of healthy and productive communities. Open spaces and
recreation areas are magnets that draw after-work activity and tourists alike. Most importantly, the
outdoor recreation economy can continue to be a growing generator of jobs and an economic
powerhouse if we manage and invest in America’s parks, waters and trails as a national outdoor
recreation system designed to reap economic dividends for America. The continued growth and
success of this great American industry hinges on outdoor recreation opportunities for everyone.
9. Omar Gonzalez
9 | P a g e
COMPETITORS SWOT
CABELAS
STRENGTHS
- Creates great value and relations with
customers
-Large Audience of consumers
- Multiple ways to make purchases (Online,
retail, catalog, mobile app)
-Many niche products that can only be found at
Cabelas
-Own brand of many products
-Offer their own credit card
WEAKNESSES
-Higher prices due to branding
-Fewer physical locations than most competitors
(currently expanding)
OPPORTUNITIES
-Can develop Cabela's branded products further
-Online marketplace can be exploited better
-Market share can be taken from discount
retailers
THREATS
Competitors expanding to foreign markets
-Number of substitute stores exist such as Bass
Pro Shops, Cabela’s, and Dicks Sporting Goods
-Niche Stores, eg: local tackle shops, boat/kayak
stores
10. Omar Gonzalez
10 | P a g e
BASS PRO SHOP
STRENGTHS
-Bass Pro has over 50 retail locations in North
America making it one of the largest companies
of its kind.
-Stable and well educated sales force
-Wide variety of product and price points on
multiple product lines.
-Strong brand name among hunting, fishing, and
outdoor products
-Financially stable, privately owned
- Employee loyalty
WEAKNESSES
- Higher costs than competitors
- Limited distribution of manufactured products
by Bass Pro to other retailers
- Limited amount of specialty products that
competitors carry
-In store displays lack creative innovation
-Old fashioned management
OPPORTUNITIES
-Large market growth with increasing population
-Competitors lack financial resources to attack
leaving Bass Pro large margin for growth
-Potential for foreign market expansion
-Change of demographic in who is hunting,
fishing, and boating.
-New technology available for today’s
outdoorsman
THREATS
-Competitors expanding to foreign markets
-Number of substitute stores exist such as
Academy Sports, Cabela’s, and REI
-Specialty stores such as Archery USA, and Back
Country Outfitters sell products that Bass Pro
does not sell
-Stores such as L.L. Bean offer excellent
customer service that far surpasses Bass Pro
-Political and international turmoil threaten new
markets
11. Omar Gonzalez
11 | P a g e
DICKS SPORTING GOOD
STRENGTHS
-skilled workforce
-existing distribution and sales networks
-high growth rate
-monetary assistance provided
-barriers of market entry
WEAKNESSES
-Higher costs than competitors
-Limited amount of specialty products that
competitors carry
-Many large outdoor store competitors
OPPORTUNITIES
-growth rates
-new products and services
-new acquisitions
-global reach of business
-growing economy
THREATS
-Physically inactive population
-Competition
-Economic slowdown
-Department stores selling cheaper
12. Omar Gonzalez
12 | P a g e
THE LODGE
STRENGTHS
-Stable and well educated sales force
-Wide variety of product and price points on
multiple products·
-Employee loyalty
WEAKNESSES
-Higher costs than competitors
-Limited amount of specialty products that
competitors carry
-Many large outdoor store competitors
OPPORTUNITIES
Large market growth with increasing population
Potential for foreign market expansion
Change of target market
New technology available for today’s
outdoorsman
THREATS
Competitors expanding to foreign markets
-Number of substitute stores exist such as Bass
Pro Shops, Cabela’s, and Dicks Sporting Goods
-Niche Stores, eg: local tackle shops, boat/kayak
stores
13. Omar Gonzalez
13 | P a g e
MARKETING PLAN
The marketing plan for The Lodge will generally focus on the millennial generation. Millennials
range from 18 to 35 years old. They will comprise more than one in three of adult Americans by 2020
and currently account for more than $1 trillion in U.S. consumer spending. 89% of millennials express a
stronger likelihood that they would buy from companies that support solutions to specific
environmental issues, which is what we focus at The Lodge. Our customers live in an urban area of the
Chicagoland area and on average, make about $40,000 a year. Our customers recognize that outdoor
recreation and open spaces are key ingredients to healthy communities, contribute to a high quality of
life, and most importantly, attract and sustain businesses and families. Today’s outdoor lovers aren’t
confined to traditional demographics or activity segments. They seek meaningful outdoor experiences
in the backcountry.
A huge marketing and advertising tool The Lodge will use is social media. Many millennials use
social media networks as a resource when shopping, or simply to express their opinions about brands
because every aspect of millennials’ lives is documented online. 77% of consumers between the ages of
18 and 35 are more likely to buy a product if they have seen it shared, “liked” or “favorite” on social
media platforms. The Lodge will promote and advertise on Facebook, Instagram, and Twitter, giving
special deals and discounts to the online consumers.
