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    Mountain Equipment

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    ChiragNarula
    Mountain Equipment Co-op (MEC), a retailer of outdoor goods, decided to stop printing its physical catalog to save $2 million annually. This money would fund MEC's new digital strategy to broaden its customer base beyond hardcore enthusiasts. Key goals included increasing outdoor recreation participation, supporting parks and public lands, and fostering sustainability. MEC's strategy included optimizing its website and launching an online store with better product images and reviews. It also focused on social media, user-generated content, search engine marketing, and video to engage customers and convert visits into sales. Staffing and budgets were examined to support website upgrades, digital promotion, and traditional advertising.

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    Mountain Equipment

    Uploaded by

    ChiragNarula
    53 views1 page
    Mountain Equipment Co-op (MEC), a retailer of outdoor goods, decided to stop printing its physical catalog to save $2 million annually. This money would fund MEC's new digital strategy to broaden its customer base beyond hardcore enthusiasts. Key goals included increasing outdoor recreation participation, supporting parks and public lands, and fostering sustainability. MEC's strategy included optimizing its website and launching an online store with better product images and reviews. It also focused on social media, user-generated content, search engine marketing, and video to engage customers and convert visits into sales. Staffing and budgets were examined to support website upgrades, digital promotion, and traditional advertising.

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    Mountain Equipment Co-op (MEC), a retailer of outdoor goods, decided to stop printing its physical catalog to save $2 million annually. This money would fund MEC's new digital strategy to broaden its customer base beyond hardcore enthusiasts. Key goals included increasing outdoor recreation participation, supporting parks and public lands, and fostering sustainability. MEC's strategy included optimizing its website and launching an online store with better product images and reviews. It also focused on social media, user-generated content, search engine marketing, and video to engage customers and convert visits into sales. Staffing and budgets were examined to support website upgrades, digital promotion, and traditional advertising.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    53 views1 page

    Mountain Equipment

    Uploaded by

    ChiragNarula
    Mountain Equipment Co-op (MEC), a retailer of outdoor goods, decided to stop printing its physical catalog to save $2 million annually. This money would fund MEC's new digital strategy to broaden its customer base beyond hardcore enthusiasts. Key goals included increasing outdoor recreation participation, supporting parks and public lands, and fostering sustainability. MEC's strategy included optimizing its website and launching an online store with better product images and reviews. It also focused on social media, user-generated content, search engine marketing, and video to engage customers and convert visits into sales. Staffing and budgets were examined to support website upgrades, digital promotion, and traditional advertising.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    MOUNTAIN EQUIPMENT CO-OP: DIGITAL STRATEGY

    Overview - The vice-president of marketing and communications at Mountain Equipment


    Co-op, a retailer of outdoor sporting goods, is examining its marketing strategy following the
    decision to stop producing its physical catalogue. The 40-year-old retailer wants to broaden
    its reach beyond its hard-core group of customers. Although it currently has an online
    presence, it needs to further develop its online sales and outreach programs, which must be
    solved tactfully to allow progression, as well as maintain a competitive position.  It identifies
    the issues or gap between the current and desired type of the organization, and thus requires
    to be stated in order for the management to look for change.

    MEC founders realised that the people’s leisure habits have changed dramatically and the
    youth was less active than from the past. They wanted to embody the spirit that the people
    were adventurous, entrepreneurial.

    MEC had three long-term goals. First, it aimed to increase participation in self-propelled
    wilderness oriented recreation in Canada, which was the core reason for its existence. They
    wanted to tap into the market for the consumers who were looking to become active, such as
    those buying their first pair of hiking shoes or their first serious bicycle. They wanted a
    broader customer base. Second, MEC aimed to support the creation and stewardship of a
    comprehensive network of parks, wilderness and outdoor recreation opportunities in Canada.
    Third, MEC aimed to foster change toward environmental, social and economic sustainability
    in the marketplace.

    Moving away from the printing and mailing of biannual catalogues — a total of one million
    copies per year — was thought to have saved MEC approximately $2 million a year. The
    savings, would be rolled into funding MEC’s new marketing effort, including outdoor
    advertising and online activities. In total, seven people worked in MEC’s social media areas.
    They wanted to strike a balance between generating fresh content and ensuring that the
    content fit with MEC’s brand also to manage the blog content to serve their needs. MEC also
    purchased a text analytics software from Clarabridge. The new online store was launched
    which featured sharper pictures of products, key product details and allowed customers to
    provide feedback for others to read. Also online store optimized for mobile phones was
    released. Customer engagement was the new but that still wanted all of Canada to feel that
    MEC is their outdoors store. The decision to stop producing and mailing a biannual catalogue
    would result in savings that the VP redeployed towards the new marketing campaign. Also,
    MEC wanted to do a better job converting website visits and PDF catalogue views into sales.
    MEC also looked into developing YouTube content and search engine marketing, harnessing
    user-generated content and creating content in-house. The staffing and budgeting was also
    looked upon as to places for website upgrading, digital promotion and also traditional
    advertising to reach out to the customers.The Marketing tools and its possible metrics were
    decided to measure the effectiveness. Some of them included conversion rate of visits to
    sales, page views, number of retweets. The staffing and budgeting was also looked upon as to
    places for website upgrading, digital promotion and also traditional advertising to reach out to
    the customers.

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