Northern Tool & Equipment markets heavy-duty tools and equipment through catalogs, retail stores and the Internet. Because financial performance had been unsatisfactory in 2001, we were engaged to guide them in developing a Strategic Vision. Working with their senior management group, we helped build a plan for integrating multiple channels, creating a more efficient supply chain, bringing together internal services, and building a base of customer knowledge.
In 2003 we were engaged to develop their Brand Strategy. After fully understanding the needs and motivations of their male customers and how men relate to the Northern brand, we guided Northern’s executives in developing an emotionally-based Brand Promise that was compelling, believable and distinct.
We then guided plans for implementation of the Brand Strategy into all aspects of the company. This included hiring and managing an advertising agency for creative development of a new logo, store merchandising, advertising, promotion, events, etc.
The following year we worked with management in the United Kingdom to develop a Brand Strategy with their unique customer base that would fuel their International Business Strategy. Following three years of strong business performance we were engaged in 2005 to update their Strategic Vision.
In 2008 we held a Brand Summit to understand how customers were now relating to the Northern brand, and determine how the brand needed to evolve in the future. Following this we once again guided creative development with internal and external resources to ensure efficient marketplace implementation through all customer/brand touch points.
In 2012 the company acquired 2 companies that market directly to consumers via e-commerce and catalogs: The Sportsman’s Guide and The Golf Warehouse. We were engaged to guide each of these companies in developing their Strategic Vision and Brand Strategy, and also to guide implementation into all aspects of the companies. This included hiring and managing advertising agencies for creative development of a new logo, website, catalogs, advertising, promotion, events, etc.
In 2015 the founder decided to transition the company to his 2 sons, and in 2016, at the request of the Advisory Board, we guided development of their new Strategic Vision moving forward.
Initial Engagements with:
- Don Kotula, Chairman and Chief Executive Officer
- Chuck Albrecht, President & COO
- Roger Bunn, Vice President, Retail
- Jean Erath, Vice President, Human Resources
- Tom Erickson, SVP & Chief Financial Officer
- Tim Fier, Manager, Retail Advertising
- Ritch Flogstad, Vice President, Operations and Customer Service
- Mark Kaufman, Vice President, Merchandising
- Terry Knoploh, Vice President, Marketing
- Al Kotula, Vice President, New Business Venture
- Ryan Kotula, International Business Director
- Wade Kotula, Manager, Special Projects
- Wade Mattson, VP of Sales and Marketing
- Tim Rancourt, Vice President, K-Bar
- John Rose, Vice President, Facilities and Real Estate
- Randy Rudolf, Director of Advertising
- Todd Wermerson, Vice President, Management Information Systems
- Jay Berlin, CEO, The Sportsman’s Guide
- Jon Bernstein, CEO, The Golf Warehouse
2016 Engagement with:
- Wade Kotula, Owner
- Ryan Kotula, Owner
- Chuck Albrecht, President & CEO
- Tom Erickson, EVP & Chief Financial Officer
- John Bakke, SVP Merchandising
- Larry Waterman, SVP Retail
- Wade Mattson, SVP, Sales & Marketing
- Jean Erath, SVP Human Resources
- Ritch Flogstad, SVP, Operations
- Al Kotula, SVP, Business Development & Compliance
- Tim Rancourt, President of Manufacturing
- John Rose, SVP, Facilities & Real Estate
- Dennis Shockro, SVP, IT
- Matt Klaren, VP, Distribution
- Nate Miller, VP, Ecommerce Marketing
- Bill Perrizo, VP, International Sales