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Jack meets… New Balance
I knew I was on to something special when the Editor said ‘First USA and then back to the UK’ And as this was to be published in the December issue, I wanted to give the content a Christmas flavour. So what better than to start off with a Quiz? The Questions are in the panel and the answers will be found (or maybe not found) when you read the story.
"Hi, this is John Tompkins, calling you from Boston, USA. Is that Jack Lynes?” One hour later, Jim, the President and Chief Operating Officer of New Balance had more than confirmed my views about this remarkable brand. I did know that this issue would coincide with 25 years of manufacturing athletic shoes in the UK but had no idea that it was an English emigrant to Boston, Massachusetts, who, way back in 1906, making arch supports and orthopaedic footwear for problem feet, started the ball rolling. And it was observing the way that chickens maintained a perfect balance on their three clawed feet that gave rise to the name and from such humble beginnings to the $1.55 billion-plus worldwide sales, one hundred years down the line, NB still focuses on making footwear not simply fit for purpose but properly fitted to the individual’s feet.
Jim talked freely about his pre New Balance days. He left college in 1976, becoming involved in tennis racket manufacturing, recalling the early ‘big heads’ and while he certainly did not have one, it was a combination of youthfulness, aggression, energy, organisational ability and initiative that assured his success in running the factory and later marketing Le Coq Sportif, a subsidiary of adidas, then sponsors of the Tour De France. The matter of drugs had not yet raised its ugly head. In 1984 he was appointed NB’s Product Manager of their ‘Diversified Division’, which meant responsibility for everything except running, a reminder that whilst they have a well deserved reputation for athletic footwear, they have other strengths: Tennis, Basketball, Soccer (Association Football) Kids’ Fashion, Walking and Hiking. Before his next appointment as Sales and Marketing Director, Europe, he had tripled that side of the business.
We often joke that everything in America has to be bigger than anything anywhere else. Bigger, costlier, brighter, more this and even more that. Well, I have not researched sufficiently to say that NB (which could stand for ‘None Bigger’, though after my own searchlight on the company would suggest,‘None Better’) is indeed the largest sports shoe maker in the world. I think that if one inserts the word ‘serious' and adds ‘still growing’, there would be few, if any, contenders. Jonathan Ram, recently appointed Managing Director for Europe, the Middle East and Africa (EMEA) is charged with doubling NB’s market share within the region every three years. Quite how much of these extra sales will emanate from the UK one can only hazard a guess but suffice to say that the independent retailer will be helping himself by contributing to this considerable challenge. Product ranges and ways of trade differ considerably around the globe and Jonathan, who comes to these shores from Montreal, Canada, must take account of these differences when planning to realise his targets. We discussed the potential and found a comparison between the big scene and the relationship which must exist between that and the sharp edge on the shop floor. Those who work in a store must recognise not only the diversity of each individual who walks through their door and their specific needs, but also the shape of their feet, if they are in the market for footwear. To be able to offer the nearest thing to a bespoke shoe, fit for their feet, must surely be a good way to start any sale.
Jonathan knows about that sharp edge, earning an honest dollar while studying at Concordia University, (where he passed as a Batchelor of Commerce with a major in marketing) working at a local sports goods store. It was while so doing that he had his first love affair with New Balance, though, to be fair, he has other loves. His wife Cathy, whom he met at university is jointly responsible for three-year-old son Blake and five-year-old daughter Alissa. And one other, with whom he was reunited on the day we spoke, after a six-month forced separation, nine-year-old Nahari, a ‘rescue dog’ named after the river of that name. Before joining NB in 2002, as National Sales National for Canada, he held several marketing posts with Major League Football and various associations, responsible for licensing and retail development. “Selling in,” he says, but always “conscious of the importance of selling through as well”.
Even though it has a proud history spanning over one hundred years, when James S. Davis, its current owner (yes, it is still privately owned) purchased the company in 1972, there were just six employees making only 30 pairs of “Trackster” running shoes a day. What singled it out from any other make was its the wide range of sizes. This, of course, is what even today makes it quite unique in the market place and most importantly for the independent, the specialist in fact as well as by name, one that the cut price merchants will not want to give them the time of day. ‘D’ fittings, ‘E’ fittings, ‘Double E’ and even ‘Four E’, why you must be joking. It's bad enough, they say, having to stock half sizes, and we try to avoid that when we can get away with it. But it is not only about width sizes. There is a growing market for women’s footwear and clothing, and studies have shown that to fit most ladies’ feet correctly, a different ‘last’ is required. It has been shown that while ladies’ feet may be as wide as men’s front-wise, the heel cup is usually narrower. But this is not the place to educate would-be expert foot fitters; NB employs experts who will come to teach staff before opening times or later in the day, and explain the shoes’ features and how best to ensure a good fit and a really happy (“do not be content with simply satisfied” said Jonathan) customer. These experts, often supplemented by the Sales Reps themselves, come under the so called ‘Tech-Rep Programme’ and are much to be welcomed by all who aspire to giving their customers a better service thus creating that all important goodwill with which to counter cut price merchants. In the interests of fair play, it should be stated that some multiples do pay attention to staff training and are able to do justify stocking and successfully selling the brand. Where the independent will always hold the trump card, though, is in the personal service he can provide.
Jim and I talked at some length on the subject of women. No, it was all strictly trade talk. We agreed that even where stores stock the right footwear and apparel (space does not allow for details of NB’s innovative and attractive ranges introduced and already giving rise to much interest and sales too), there is little if any attention given to providing the best welcome for the female customer. He suggested that with a little thought, this could be remedied. For instance, check out the likely time of day when the fair sex are more likely to visit than the not-so-fair sex, and if there is music in the background, how about changing what is played (I would stop it altogether, but maybe I am in a minority on that one) and most interesting, how about engaging one or two female staff specifically in the hours when they are most likely to be helpful? Jim even thought that a shop might take on a different ‘feel’ say between the hours of opening and 3 o'clock in the afternoon. Certainly some food for thought there. As to sponsorship and star names associated with New Balance, check around the borders of this page for their names. You can't see any? You guessed it, their absence is not a mistake. It has always been and continues to be company policy, though if there were a runner called ‘Good Will’ maybe they would have a change of mind. Sponsorship of local charity events however, is a different story and New Balance, in the UK as everywhere they have a base, enthusiastically supports and encourages, making itself, wherever possible, a significant part of the local community. One of many examples was the sponsorship of the Robin Hood Half Marathon in association with specialist footwear store ‘Sweatshop’ in which 12,000 runners participated. It was Chris Brasher, incidentally, Sweatshop’s founder, who originally introduced NB to the UK. (Who remembers ‘Fleetfoot’?)
Here in the UK, New Balance still make athletic footwear in their factory at Flimby, Cumbria, producing some 30,000 pairs every week. Yes, you read that right. Some ‘exotic’ footwear is even exported. New Balance is now a hundred years young. Jim Davis its Chairman and CEO still talks in very simple terms about the company’s ethos. It already sells in 120 Countries in six continents. Expanding and growing, seeking new markets, strengthening those where it already serves, it will continue to put the emphasis on the product and the consumer, not forgetting its beginnings, manufacturing to a quality standard, keeping abreast of new technology, remaining independent but never forgetting what that entails, and remembering too, surely, width fittings and that chicken. “Surely” said my proofreading friend, “you’ve gone a little over the top with your praise this time. It’s as though you really believe in New Balance”.
I carefully considered my friend’s comment. Perhaps my words had been somewhat one-sided. But “Believe in New Balance?” Well, yes, I do and I consider that to be a well balanced view.
Jack welcomes your comments and is always glad to discuss your ideas, problems and concerns, either person to person, or in print.
If there is anyone you would like him to meet or any product to write about please contact the Editor or Jack (writeawayjack@aol.com) His articles do not necessarily reflect the views of the publishers and are not ‘advertorials’. They are not seen prior to publication by any person or firm to whom they may refer.
