Running Room Case Study

1298 Words6 Pages
Running Room Case Study
T/TH 9:30 AM

Present Strategy
The Running Room company has been a successful and profitable business since its inception, catering to both avid runners and more casual joggers by selling high end running shoes. Its owner, Raina Cisco, used her background as a nationally ranked runner to establish credibility as a running shoe authority, especially for higher end products. In order to maintain this image of quality, Cisco chose to primarily sell Nike shoes. The Nike brand is associated with performance in the minds of her customers, and she was able to make a $5-$7 premium per pair of Nike shoes. Despite this success, after about 10 years of steady growth, profits began to decline due primarily to
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Cisco’s current strategy attempts to do too much and appeal to a much too broad target market, and thus needs to consider different strategies.
Alternative Strategies Based on The Running Room’s current situation, Cisco considers a number of alternatives to her present marketing strategy. On one hand, she could continue to maintain a broad target market to appeal to both casual athletes--with more fashion-conscious products that aren’t necessarily running shoes--and serious runners, while attempting to tap into the growing market for women’s athletic shoes with expanded product lines for female athletes. This strategy would help her maintain her aging loyal customers, as she could offer athletic shoes that reflect the new exercise programs that they are becoming involved in instead of running. Conversely, she could narrow her target market to just serious runners, by investing in the high-end molded running shoes and the additional training and promotion that would be required to sell them. An analysis of The Running Room’s strengths and weaknesses can help her determine that the second strategy is the most worthwhile to pursue moving forward. As a former nationally-ranked runner herself, and with both a proven track record for catering to serious runners (who make up a majority of her sales) as well as the flexibility to switch product lines fairly easily, Cisco’s business strengths would support a shift to a more serious runner target market with relative
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