Successful independent footwear retailers know all too well that staying on top means constantly looking at ways to improve upon what they are doing. Implementing new initiatives and maintaining successful strategies is all part of the daily grind. In our recent conversations with several retailers honored with Footwear Insight’s 2024 Gold Medal Service Award for Customer Service, retailers shared some of the initiatives they found success with this past year. And for good measure, they also shared some of their wishes for 2025, as well.

Taking Initiative…

What new initiatives did you put into place that were particularly impactful for your store this past year?

“We added new manager training to our current training schedule. While we have had a very strong salesperson training program for several decades, we were excited to systemize how we improve our teammates at the store leadership level. We focused on leadership development, having constructive, difficult conversations, and organizing team efforts to align their personal goals with the broader goals of the organization.” - Garrett Breton, Comfort One Shoes

“We tweaked our marketing campaigns this year and we attribute that to the increase of traffic into our stores. Rinck Advertising proposed two additions for 2024 — an influencer campaign to attract a younger guest and a digital campaign focused on branding and image building. We are happy as our store traffic increased this year and sales did as well.” - Chris Stanley, Lamey-Wellehan Shoes

“I have let my staff become more involved with the training. We now have one person that is in charge of gathering all the product knowledge and then making sure everyone on the staff is up and running. No matter full time or part-time staff, if we know as much as we can, we can best help the customers and set ourselves apart from our competitors. Another staff member and I work on developing selling techniques to help the staff grow. All these together with more communication has made a difference.”- Steve Purdum, Brown’s Shoe Fit Co. Hutchinson

“We launched a few initiatives that made a significant impact, one of which was the introduction of a series of educational videos featuring our team members, like our Pedorthic Facilitator, Rob Orr, to engage with and expand our community online. These videos not only help customers understand common foot problems and solutions but also showcase the expertise of our team. We've gotten a positive response to these videos on YouTube and plan to continue them!” - Lauren Klapper, Shoe Fly

“I changed our return policy this year. Our new store policy on every slip says this: Exchanges are welcome, but WE DO NOT OFFER REFUNDS ON PURCHASES. Store credits are offered, and we will always make the effort to look for an exchange opportunity. All claims must be accompanied by a receipt of purchase. Items must be unworn and in like new condition with original packaging and tags. Returns or exchanges must be made within 30 days of purchase. Customers have accepted it with no resistance. It’s eliminated excessive refunds. Our POS system keeps up with the store credits.” - Bruce Wesley, Wesley’s Shoes

“A basic, easy change was in how we remunerate our staff when they sell accessories. We have opened it up and paid them more. Accessories sales have increased, therefore. We have made an interesting change in our marketing messages. For example, we make our TV ads rhyme. They are more fun and attention grabbing. Customers like it.” - Mark Jubelirer, Reyers

“This year we incentivized staff on the percentage of customer information (address, email, cell phone) they captured at checkout. This resulted in growth of our email database as well as our text club.” - Loren Martin, ELM Shoes

“Our primary focus was bringing the new generation salesperson up to speed with ‘old school’ techniques. We sought to simplify the sit-and-fit process by teaching the most basic things that make us different in a way that the new generation could grasp. By increasing their confidence, they saw the value as it pertained to their presentation and ensured they not ‘skip’ it. Measuring feet is different in this day and age — losing that was not an option. Making it easier for staff to accomplish it ensures that customers still receive that level of care.” - Josh Habre, Shoe Mill

“Separating from a franchise that I operated under for more than 20 years was and is a huge challenge for us. The franchise posted on Google that Foot Solutions Scottsdale is Permanently Closed which has confused many of our existing customers. We have launched new advertising and marketing campaigns with Omni Digital Marketing to retain existing customers and expand our customer base.” - Sue Orischak, Soleful Endeavors

“We have been striving to move product in more quickly for restocks and special orders. A speedy turnaround can often be a challenge especially if we are using vendors located on the west coast.” - Shari D. Kowasic & Dana Kowasic, Solely Comfort Footwear

“We updated to the most recent version of Albert technology from Aetrex. Albert allows for a more in-depth fitting process than a traditional Brannock device measurement. With the data from Albert, we can make better recommendations on orthotics and footwear. Every foot is different, and every customer has unique needs. Technology has allowed us to be-come even better at addressing those needs.” - Tammy Wellington, Earth Walk Shoes

“In 2024, we prioritized enhancing the customer experience across all touchpoints. We invested in website optimization, expanded our marketing reach, and strengthened vendor partnerships to cater to our customers' evolving needs. These efforts improved brand reputation, boosted website traffic by 30%, and drove higher in-store traffic during peak periods. Additionally, our Trade-at-Home, Give-at-Home program allowed us to connect more deeply with our local communities, fostering stronger relationships and driving customer loyalty.”- Paul Weitzel, Tradehome Shoes

“This year, I spent more time outside of the store promoting who we are and why we do what we do. Fashion shows, fundraisers, discussion groups, working with people in the medical community, teacher groups, and local Chamber involvement. Our store has become a destination and getting in front of people and sharing our story makes a more personal impact and reason for the customer to come see us. We also used new terminology with the staff and the sales floor that helped give all of us a new perspective.” - Amy Becker, Becker’s Best Shoes

“We put on a few more community engagement initiatives in the store with guest speakers, as well as a 10-week running and walking group and a 1/2 marathon training program for beginners. These were wildly successful when incorporating brand partners to help with footwear clinics and demos.” - Ted McGreer, Ted's Shoe & Sport

“We've worked hard this year to hire the right people who love people.” - Julie Pierce, Valley Sole

“In 2024 we added Orthofeet and American made SAS shoes to expand our offerings for more sizes and widths. We also updated our interactive website bestmadeshoes.com.” - Marc Rosen, Best-Made Shoes

“Chiappetta Shoes executed on a major expansion in early 2023. Our focus this past year has been to continue to build the Pedorthic sales capacity, with three of our sales members going through the Pedorthic certification process with Steampunk Bionics. Pedorthics, foot typing, and gait assessments are all tools and sales tactics that people don’t get in most of their sales experiences. It takes weekly dedication to have our sales staff comfortable in talking about their client’s feet in a confident and informative manner. With the new shop and larger sales floor, we have been hosting sales events for other local businesses and that’s been another great way to connect with our local community. Those can be difficult as we have had some duds but also some great successes.” - Anthony Chiappetta, Chiappetta Shoes

“We implemented a detailed and structured training program, equipping our team with the essential knowledge and tools to excel both individually and collectively. This initiative has strengthened our ability to adapt to the changing industry and reaffirmed our commitment to continuous improvement for both the benefit of our customers and our Snyder’s team. Maintaining our culture is a priority. It is a way we can respect and honor the past generations and God willing be here for next.” - Jill R. Snyder, Snyder Shoe Corp.

“We opened a new location that was closed for three years for a development improvement. A huge undertaking that is proving early to hit benchmarks we set for our new shop, and the response from the community has been overwhelming positive.” - Stephanie Stout, Stout’s Footwear

“The newest and most impactful initiative would be the implementation of Bob Phibbs Sales RX. We have been fans of Bob Phibbs for years and have used his book ‘The Retail Doctor’s Guide to Growing Your Business’ as a blueprint and training tool and are now using his Sales RX program for our managers and sales team.” - Ryan Stauffer, Market Street Shoes

“We run monthly promotions and highlight a different product each month. This seems to keep people’s interest, and we get positive feedback from customers. We also have an annual sidewalk sale that has also done very well for us for the past two years.” - Erika Boger, Boger’s Shoes

“This year we have concentrated on training! Again, the MOST VALUABLE asset is the staff. We must give them all the tools they need to be successful. If they are successful, then my business will naturally follow suit!” - Brenda Felger, Felger’s Footwear

WISH UPON A STAR…

If you had one wish for the footwear business in 2025, what would it be…

“I would love for retailers to leverage their collective strengths by sharing honestly and openly with one another. The problem with being an ‘independent’ retailer is that it can be lonely, and we are all working on similar issues separately. We are much stronger when we work together.” - Garrett Breton, Comfort One Shoes

“We wish success and prosperity to all independent retailers. Small shops helped to build the footwear industry, and a broad and strong base of retailers helps everyone — shoppers, manufacturers, and retailers alike.” - Chris Stanley, Lamey-Wellehan Shoes

“My aspiration for the industry is that we, as a collective, can effectively convey to the public the necessity of shoe stores. Many of our clients express deep gratitude for our presence in the market. We change lives. It is our duty to communicate this message more effectively to the broader community.” - Jeffrey Seidman, Ahh Comfort Shoes

“Wow, this is tough. It would be to have our vendors to not look so much like each other. Be adventurous in design and comfort. We merchandise our stores to be on the cutting edge of comfort and style, so why does the footwear industry get so stagnant and afraid of stepping and looking a little different than their competitors? Our customers will only buy that same item maybe two or three times, then they want something different.” - Steve Purdum, Brown’s Shoe Fit Co. Hutchinson

“My wish for the footwear industry in 2025 would be for better support from vendors in not discounting their current MAP pricing with online specials and sales.” - Sue Orischak, Soleful Endeavors

“I’d wish for a crystal ball to show me exactly what brands and styles to buy and how much of it!” - Kellee Bussard, The Shoe Box

“For customers to take risks on trying new brands!” - Josh Habre, Shoe Mill

“Our wish for the footwear business in 2025 is to see the industry embrace sustainability as a core value—making eco-conscious materials and practices the standard, not the exception. Consumers are becoming more mindful of their purchases, and as retailers, we have a responsibility to meet their expectations with products that respect both the planet and the people who create them. That extends to the convenience of online ordering as well. We hope that consumers continue to make sustainability a priority and come to understand that shopping with small businesses might not give the immediate satisfaction that checking out online does, but it has a direct impact on real people and supports local jobs and economies.” - Lauren Klapper, Shoe Fly

“My wish for 2025 is that there would be a steady stream of great resumes coming to my inbox.” - Loren Martin, ELM Shoes

“We’re still really hoping to see a paradigm shift in our vendors holding MAP on their DTC platforms and perhaps leveling the inventory playing field with us so customers aren’t con-fused as to why they can get it from the brand and not from us.” - Ted McGreer, Ted’s Shoe & Sport

“I would love to see more customers come back to brick-and-mortar retail, especially locally owned businesses. I understand how convenient it is to shop online, but they’re missing out on incredible customer service experiences. Plus, when you shop locally, you support your community. We’re all in this together.” - Tammy Wellington, Earth Walk Shoes

“If we could have one wish for 2025 it would be that the public realize the importance of independent shoe stores and the fantastic services and selection they give to the community. The reason we have prospered over all these years is because we go above and beyond to put a smile on our customers faces and a spring in their step. We get people who have no hope and are in pain and we change their lives for the better.” - Marc Rosen, Best-Made Shoes

“I would like to see brands stock more products. Especially since we have to compete with DTC. It’s not worth bringing in a shoe in a size run and then it takes off and nothing is available to fill in from the manufacturer, but we can see it available on their website.

 Also, in 2025 I would like to see some fresh new colors and styles. Things have been a little stale for the last couple of years. I would like to see more creative dating and discounts from brands. If you really want to carry a brand, it sells better when it comes in at the beginning of a season. Many retailers have to trickle the colors in because of all of it being due all at once.” - Amy Becker, Becker’s Best Shoes

“That more people would understand the importance of quality footwear and being fit in person rather than buying online.” - Erika Boger, Boger’s Shoes

“My wish for the footwear business in 2025 is that consumers will increasingly prioritize foot wellness and comfort over price and convenience. This shift will improve their overall well-being and encourage footwear manufacturers to innovate and develop products that cater to the needs of this more discerning and health-conscious consumer group.” - Paul Weitzel, Tradehome Shoes

“For 2025, I’d like to see old-time seasonal weather once again. I’d wish that spring would come early, with sunshine and warmer weather. And I’d wish that autumn would present sooner and chillier, so that customers would look to boots and booties, rather than wearing sandals until November. It is indeed unfortunate that we do not control the weather.” - Mark Jubelirer, Reyers

“I hope we can further strengthen the partnership between independent footwear retailers and our vendors. By working collaboratively, we can aim for a more balanced and equitable playing field, ensuring mutual success in an ever-evolving market. This was a passion for a friend/mentor of mine Bill Van Dis. I hope to continue to carry this torch for him.” - Jill R. Snyder, Snyder Shoe Corp.

“I wish for brands that are still looking only for DTC growth to take a hard look at the independents who are the backbone of this industry. We are still the first stop for customers looking to explore, try, and purchase your brand. We can do the business in our stores, we just keep getting overlooked or rejected for reasons that we feel are not justified.” - Stephanie Stout, Stout’s Footwear

“Continued innovations of styles from multiple brands. Newness creates excitement, which in turn creates customers in our store ready to experience the excellent service we provide.” - Michael Wittenstein, Karavel Shoes

“Better partnership from brands — that they be less of a competitor, and respect and support the independent brick-and-mortar channel, using their financial and marketing power to drive traffic to brick-and-mortar through geo-targeting. Most brands work very hard to drive traffic to their own websites and it wouldn’t take much to call out their brick-and-mortar dealers in the markets that they are advertising in.” - Ryan Stauffer, Market Street Shoes

“My wish is that we have a stellar year. We are all overdue! And that people continue coming back to brick-and-mortar stores for their shopping experience. There really isn’t anything better!” - Brenda Felger, Felger’s Footwear

“Bring back more paper. Paper catalogs, paper invoices. Our customers, especially the older ones, still like paper catalogs. We get a better response from our direct mailers over email blasts. Digital invoices can sometimes go to Spam or Junk.” -Bruce Wesley, Wesley’s Shoes

“Originality. We don’t want the same thing over and over again. We want new, fresh product that is well made and feels great.” - Julie Pierce, Valley Sole

“Chiappetta Shoes has been working on a top-secret project that has been stirring around the office for over a decade. 2025 is the year to make it happen. We will let everyone know once it’s up and running. The focus is on offering everyday Pedorthics in a scalable way online to the masses. Finally having the digital infrastructure is key in making dreams come true. Speaking of dreams, my brother Nicky and I learned early on one person isn’t able to do everything so having a motivated, entrepreneurial, and activated crew is another wish for 2025. Keeping good people and putting them in the right position is key to building a business.” - Anthony Chiappetta, Chiappetta Shoes