Almost all sports brands are competing for rich competition in the crucial North American market, and Gardenshark is no exception.
The UK brand has named Henry Spear president of North American Gardenshark. It’s not new hiring, he’s been working with the company for the last 10 months. Spear previously worked with Faherty, where she revived the women’s line, and back as Tory Burch’s shoe merchandise manager.
Spear will be at the Denver office in Gymnashark, where new members of the executive team will be joined by vice president of finance Annie Mitchell and vice president of the Sennai Atsbeha brand, who have extensive brand experience. The U.S. office team has grown to more than 100 people in less than 40 years.
Founder Ben Francis was a 19-year-old college student. He worked at Pizza Hut in 2012 when he formed a company with some friends. The company is constantly making sales in the US and has opened two distribution centers to meet demand.
Emphasizing the brand that Gardenshar listens to and responds to in its community, Spear said: “Over the next six to nine months, what you will see is more products and initiatives to respond to what the community has. has been demanding. That will be key to our success in the U.S. and will help us differentiate ourselves from our competitors. ”
Spear first joined Gardenshark as vice president of relations, overseeing North American merchandise and inventories. He later took on the role of CEO of North America. Spear will not be successful in that role, but someone will be hired to work on the merchandising, planning, and operations overseen by Spear.
Although the company has long had a brand presence in the US, Spears ’goal is to accelerate growth and increase its base here. This will mean boosting brand awareness and reaching out to audiences who didn’t speak to the company, according to Spear.
The U.S. market accounts for 50 percent of Gimnasiark’s sales and is expected to rise to at least 60 percent over the next three years, with overall sales strengthening at the same time, Spear said. The launch of new products every two weeks has strengthened the brand’s customer engagement. Next month, Gardenshark will launch a partnership with one of its key athletes: fitness leader Whitney Simmons. In addition, a community-focused campaign called “Build Together” will be launched over the next two weeks. Performance-oriented outfits are at the core of the business, but offer more leisure options.
U.S. shoppers tend to spend more than the UK, which is driven by the tendency of the average U.S. customer to spend, Spear said. U.S. shoppers are more likely to buy multiple colors for the same item or set, such as a matching costume and leggings, Spear said. “Also, the life value of the US customer has been slightly stronger than in the UK Once they find the brand, we see that they return fairly quickly,” Spear said.
Having had pop-ups in markets like New York’s Los Angeles, the next three years are marking the brand’s opening to more sustainable, community-oriented ones. “The idea of signing a five- to 10-year lease is a thing of the past. Yes [about] identifying how you capitalize on a physical space at the right time, based on a constantly evolving community of customers, and what makes the most sense for them? he said.
New York and Los Angeles are two options, as are Miami, Atlanta and Chicago. Spear said fitness-based activities could be offered with local loyal followers and teachers with youth initiatives.
Gym social networks will be key to taking advantage of the direct voice to talk to U.S. consumers about how they interact with sportswear brands, for example, through team sports, he said. “The U.S. is a unique market because other markets in the world don’t pay as much attention to college athletics and professional athletics. But there’s a lot of time outside to train and adapt to these sports for a lifetime,” Spear said, making sure the brand’s channels speak to sports training. and how Gardenshark will increase that is a key strategy for conditioning.
Working with sponsored athletes, the focus of any brand focused on sports, is another. The intention is to link with more key U.S. athletes who have their own social media channels to express how they are passionate about the brand and how it contributes to their performance. The digital-based brand has 3.3 million TikTok followers. Gymshark wants to partner with its brand, goals and other brands that will align with its goals, Spear said.
“Constantly looking at the customer,” the company focuses on the basic demographics of fitness and wellness, but other important factors include transparency, family and a trusted partner, Spear said. This means joining similar mindsets but not necessarily outfits or fitness partners who specialize in classes or adaptations. Gymshark customers could be another option for other lifestyle partners who are already involved. Spear said attracting the original audience can be rooted in experiences like music and entertainment.
Existing athlete partners include wellness advocate Simmons, bodybuilder Steve Cook and professional boxer Ryan Garcia. In the state, the company is looking at the possibilities of team sports athletes, especially college athletes, as the NCAA has cleared the way to protect college athletes. Spear said basketball, football and baseball are interesting.
With distribution centers in Rialto (California) and Columbus (Ohio), Gardenshark is looking at a third location it could open in the next three years. Spear said the locations are being evaluated in the northeast and southeast in the U.S. “Of course, speed of delivery is of paramount importance in the age of e-commerce,” he said.
Paid social networks, paid media, Gymnasium athletes, and branded organic channels and initiatives are helping to gain new customers. Spear has not specified how many new customers the brand acquires each month, but customer growth rates are rising in double-digit percentages from month to month.
Last year, General Atlantic took a minimum stake in the gyms and reported a value of $ 1.3 billion. Spear said: “So far we are not looking for foreign investment. We want to continue to self-finance our growth in an organic way and, essentially, for future growth. ”
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