Imagine your organization is growing, with plans for significant development in the years to come. Imagine now that you require a retail leader. Not only a buyer, but a person who knows the score and understands the big picture. If you were lucky, you would hire Kira Powell, our third expert merchant in this final Golf Inc. series post on great merchants. Although she did not have a golf background when she landed in Dallas, her eight years with the golf entertainment leader Topgolf have helped her round out a deep, rich retail resume. Before Topgolf, Kira had continuous success at both Hard Rock International and Planet Hollywood. Kira has been a strong, disciplined executive and leader for many years.
This Q&A will bring out the reasons why Kira has helped Topgolf grow and achieve merchandise numbers far beyond what most thought possible just a few years ago. Kira built a team, a supplier network, and a strong product menu, which combined to create a successful retail program in more than 100 locations under the Topgolf banner. The stories presented here are about experts. People who are committed to excellence, to bringing others along, while ringing the register with creative products and smart presentation. These merchants create unique, ever-inviting, and profitable operations: engaging for golfers, essential for their organizations.
What is your process, the steps you take to add a new supplier to your vendor mix?
It begins with the needs of the business. From the top down, I ask myself, what are we trying to accomplish? I go through the vetting process, considering what vendor might be the best fit. Included in that is reputation. With that, of course, are quality, strategic price points, and connection. Anything we put our brand mark on, I take very seriously. It needs to be a clear representation of who we are.
Everyone wants to partner with a big name…but can they deliver? We then work through the sample process. Is a vendor prepared and able to deliver to more than 100 locations? They must have a clear understanding of our supply chain. What that means: the demand and the quality necessary.
What is your program for adding new items, new SKUs to the merchandise mix?
It starts with need. We take opinions out of the conversation. Recognizing it may not be my personal style, but understanding what our guests like is the process we serve. What are they asking for? What are they voting for with their wallets? During our process, we make…
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