Wow, I just got home after turning in my shirts and my badge and guess what was waiting for me in the mailbox? Cabela's chief outfitter newsletter - and it's full of bullets (not ammunition) about their strategic planning retreat.
I couldn't ask for better fodder for my blog!
Even though the first pillar of the graphic on the front is labeled OUTFITTERS, none of the bullets are aimed at supporting us. Starting at the top, only the outfitters on the floor can deepen customer relationships in a real and personal way, and the only way to do that is to have long term employees who care. If the company is really committed to that, they could share with us, the outfitters, how they plan to support us in that endeavor. I've given them plenty of ideas on how to do that, and I might have more if they would care to listen or apply any of them. I sure wish I knew what "sustain and adapt our culture" means, there might be something good there, but I'm afraid it is more image driven than real.
Most of the bullets are aimed at supporting the shareholders. Improving profitability and growing revenue along with the favorite word "optimizing" might keep things looking good on paper.
Many of the full time outfitters and probably some part timers (who are doing this for fun and don't need the money) might be stockholders thanks to Cabela's 401k contributions and employee stock purchase plan. As stockholders, we might stand to profit from Cabela's aggressive vision. Personally, I think the vision is blurred and I would love to see us "focus our priorities" with more bottom - up strengthening.
The message I am getting is that the outfitters are an integral part of building the business, we are Cabela's greatest asset, we need to be engaged because it's in our nature. Unfortunately, the reality is more like outfitters are a line item in the budget that keeps getting cut. It really can't be both with any honesty and integrity.
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