Case Study

Active Ride Shop 

"This was a gift to Active. A positive disruption to our status quo."

Esmail Majwee: President, Active Ride Shop 

 
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The Challenge

Active Ride Shop has been one of the leading e-commerce and retail experiences for skaters and snowboarders since 1989. Core to its mission has been giving back to the communities it serves on a local level. High-level stakeholders understood how this benefited their bottom line, but communicating that weird idea throughout the organization proved challenging especially during a major leadership change over. Active’s holistic, purposeful approach to business was not cohesively communicated to their customer base or felt within the corporate culture. At the retail level, Active’s store managers felt disconnected from the company’s vision.

Our Solution

We rolled up our sleeves and dug into Active’s internal corporate culture. After conducting an extensive audit and qualitative employee survey, we facilitated our Weird Thinking™ Methodology for their C-level leaders. Our insights helped them develop a new model for corporate social responsibility, one that felt like Active and the culture it served. A launch strategy followed along with internal guidelines focused on clearly communicating Active’s unique approach from the inside out, increasing alignment across the board. In addition, we helped Active re-envision their corporate culture and develop new terminology and criteria for employee roles. The season that followed saw revenue growth, additional investment, and increased expansion including the opening of several new retail locations.

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