Can you feel it? An air of uncertainty, indecision, and unease hangs over us all like a dense fog. I’m not just talking about our industry, which is mired in murkiness—
looming tariffs, high inventories, a shaky economy, and odd weather—that leaves us unsure what the future holds. How do you plan for next season when the previous one was far from normal, and the current one seems even more occluded? The collective cloud of uncertainty at The Atlanta Shoe Market was as real as the fog that shrouded the Cobb Galleria Centre much of that weekend.
Now layer on the broader collective tension sparked by a new administration hellbent on blowing up any sense of normalcy. Right or wrong, and right or left, a wrecking ball is swinging through many of our country’s institutions. The upheaval is real. Disruption is the new black. Until it settles, if ever, there’s a palpable hesitancy in the air. Businesses and consumers are wondering what it all means and what might come next. In the near term, thousands of unemployed government workers might be shopping less, especially if the cost of shoes, eggs, gas, etc. rises.
That’s just the tip of the iceberg. Thousands of Americans recently protested the new administration’s policies through an “economic blackout” that boycotted shopping. A movement that urges consumers to “spend nothing” can’t be good for any retailers. Organizers also have plans for weeklong blackouts of specific retailers, including Amazon and Walmart. Not long ago, AI was the most feared disruptive force in our industry. If consumers decide commerce is the enemy, all bets are off about what sort of disruption that might entail.
Actions have consequences. Even if some of these government cuts are part of a long overdue debt reckoning, the glee expressed by the powers that be about putting thousands of fellow citizens’ lives in financial jeopardy is gross. Why is cruel now cool? Why is helping those less fortunate considered a sign of weakness and someone else’s problem? Ending funding for polio, malaria, nutrition, and HIV programs around the world…seriously? Any near-term savings will likely prove thousands of times more costly in the long run. Why abandon longstanding allies?
The alpha tech bro heading the crusade against government bloat—and pretty much anything he deems wimpy—has been pounding his chest of late. The Doge Dude is having a moment. I wouldn’t be surprised to see him swinging from the top of the Empire State Building. Meanwhile, everyone must try to stay afloat in the wake of his pink slip posse. Rough seas lie ahead. Boats (i.e. brands) that have already taken on water might sink. Others may run aground. And some might never leave the shipyard. The game of attrition rages on the retail side. Our industry has long since shed any bloat. It’s like we’re binging Ozempic.
But row forward we must. The Atlanta show harbored about 1,800 boats, even if many were dinghy-sized and not exactly seaworthy. Buyer attendance reportedly set a record. Plenty of business was written despite the disruptions and uncertainty. People aren’t going barefoot just yet. Some brands are performing quite well, even if it’s largely a market share battle. Taos, celebrating its 20th anniversary this year, is one example. CEO Glen Barad, the subject of this month’s Q&A (p. 12), shares many industry insights, including what’s fueling the company’s recent record sales. One key reason might surprise you: Barad believes in the power of independent brick-and-mortar retail to build a brand. There are no shortcuts to the company’s long-term success. He’s all in. Not even temporarily losing his home in the L.A. wildfires stopped him. That’s a must-read part of this survival story!
You’ll find plenty more survivor stories in this issue. Among them are our A Note to My Younger Self series, this time with Birkenstock’s Jacqueline Van Dine (p. 29); What’s Selling profiles of men’s boutiques Garys in L.A. and M Penner in Houston (p. 42); and Shoe Salon profile of Marina Rosin Levine, CEO/designer of Highline United (p. 46). All are industry veterans who’ve weathered plenty of disruptions over the decades, as their unique and successful resumes attest.
Last but not least is our Upclose of newbie Quadsis (p. 44). Industry outsiders Janet Ward and Stephanie Guido have jumped in with both feet on a fresh tween/teenager concept. Welcome! A potentially good idea, backed by hard work and thoughtful execution, deserves a chance to sink or swim. That’s a good reminder for us all. It’s how Nike started. Same for On, Journeys, Ugg, Nordstrom, Birkenstock, etc., etc. It can (still) be done. Such stories are the rays of sunlight we need to burn off this thick fog.
