Case Study: Bigfoot Lacrosse

Learn how Bigfoot Lacrosse, the leading lacrosse brand in the Northwest pivoted its brand positioning to focus on new markets inclduing training and e-commerce.

This case study provides insight into:

The objectives behind the strategy
How the strategy was developed
Execution, measurability, and reporting

Case Study Overview

Executive Summary

Bigfoot Lacrosse is the oldest lacrosse brand in the Northwest, currently celebrating its 18-year anniversary. The company pivoted in 2016 from a straight retail play to an indoor training facility providing private lessons and myriad class offerings.

About Bigfoot Lacrosse

Founded in 2001 by Jonathan Stevens in Portland, Oregon, Bigfoot Lacrosse is a pioneer in the Northwest’s bourgeoning lacrosse environment. During that time, Bigfoot has continued to grow and invested in an indoor facility replete with turf, goals, and the ability to facilitate group training year-round. The company has trained some of the country’s top players who have gone on to play in college at the most competitive levels.

“Hooking-up with Strategic Glue was one of the best decisions I made last year. As a small business owner himself, Terry understands what a personal thing a small business is and when working with him, I feel like my company is as important to him as it is to me.”

Jonathan Stevens

President, Bigfoot Lacrosse

Challenges

Over the years, Bigfoot Lacrosse has endured a radically changing environment due to the popularity of the sport. Most notably big box retailers and the proliferation of e-commerce sites have made selling gear more difficult and less profitable. Pivoting the business to a training facility and pro shop capitalizes on Bigfoot’s expertise and leverages the company’s reputation and history in the Portland area.

Solution

Transitioning from a straight retail brand to training facility was challenging for Bigfoot as the company moved across town and thus away from a significant part of its customer base. At the same time, the owner realized that a different position was necessary to market the training business and investment in the brand was needed along with investment in infrastructure to begin competing for e-commerce sales.

Method

Like so many small businesses, Bigfoot Lacrosse has weathered a lot of storms, but we started with current challenges and short and medium-term goals and objectives. As an early 6-To-Fix client, Stevens was an open-book and receptive to looking at some of the larger issues that most businesses face including Bigfoot. As part of the 6-To-Fix monthly regimen, Stevens worked through Brand, Customer, and Offering strategy before proceeding to Marketing, Sales, and Management strategy.

A revamped web presence including a new e-commerce platform (WooCommerce) along with measurement using Google Analytics and various CRM and Marketing automation tools give Stevens a new view of the business and how much his website impacts offline business as well as online business.

Result

Since early 2019, Bigfoot Lacrosse is making its value proposition to prospects and customers much clearer, and focusing on its core customers, which are middle and high-school age lacrosse players. Offering strategy has transformed from a retail-first strategy to a training facility-first perspective. The revamped website allows for online purchases including classes and Stevens appreciates more transparent management afforded by the implemented analytics tools. Stevens added, “Prior to working with Strategic Glue, I didn’t have line of site to what was really happening with our website. We had upwards of 700 visitors per month but didn’t have much in place to convert those visitors into prospects and then customers.” Additionally, organic and paid social on Instagram and Facebook help Bigfoot reach players and their parents, respectively.

For more information on Bigfoot Lacrosse, please visit bigfootlacrosse.com.

“Prior to working with Strategic Glue, I didn’t have line of site to what was really happening with our website. We had upwards of 700 visitors per month but didn’t have much in place to convert those visitors into prospects and then customers.”

%