In the past three issues, we’ve explored the effect of
the Internet on divers, raising the question of whether the
age-old industry mantra “support your local dive shop”
may be a dying business model. Scuba gear and dive
travel can be purchased cheaply and conveniently over the
Web. Training is offered at resorts worldwide, in comfortable
warm water. Gear can be shipped to third parties for
factory-authorized service and returned overnight. Used
gear can be acquired on eBay or at chains such as Play
It Again Sports. From California to Maine, tanks can be
filled at small sports shops or even grocery stores at dive
sites. There are 50 fewer dive stores now than seven years
ago. Will the trend continue?
A few manufacturers (notably, Aqualung and Scuba
Pro) cling to the support-your-local-dive-shop model,
allowing their products to be sold only through authorized
brick-and-mortar dealers. Dealers sell the gear
at manufacturer-dictated prices, while in return gaining
marketing support and sales and service training.
Manufacturers’ warranties usually require the diver to
return the gear to the dealer for annual servicing or
repair. Aqualung and Scuba Pro do not allow their authorized
dealers to sell their products on the Internet.
The manufacturer’s suggested retail price typically
allows retailers a 50 percent gross profit on equipment
(which is also a 100 percent markup — a “keystone markup.”
This permits a small store to make a decent profit.
However, gray-market discounters such as LeisurePro have
disrupted the arrangement. They get equipment from
channels other than the manufacturer and take slimmer
markups. So, many divers have migrated to gray-market
sellers on the Internet, where they save hundreds of dollars
on major gear.
Most small dive stores can’t meet the Internet prices,
as an article in Dive Business Magazine points out. Here’s
why:
Consider the difference between working on a 50
percent gross profit and a 40 percent gross profit. For
example, suppose an average customer spends $500 on
each purchase at Ben’s Dive Shop and Ben pays $250 for
those goods. The gross profit is $250. If the monthly
overhead (rent, phone, utilities, employees, insurances,
etc.) is $20,000, Ben has to have 80 of those customers in
a month to cover his nut (80 × $250 = $20,000).
However, Ben is losing customers to the Internet, so to
compete, he gives away accessories to add value and lowers
his prices. The customer is getting about a 17 percent
discount because what Ben has been buying for $250 he
is now selling for $417. He’s making $166 per sale (40
percent gross profit). But his $20,000 overhead hasn’t
changed, so to make it back, he has to attract half again
as many customers. Instead of 80 sales, he has to make
120. For a small dive store, jacking up a customer base
by 50 percent is very difficult. And that may not even be
enough, because Internet discounts, especially when there
is no sales tax, can amount to more than 17 percent.
To many manufacturers, supporting a local dive store
is not about preventing them from cutting prices or using
the Internet, but rather enabling them to profit. Even
longtime holdout Oceanic sees online sales as critical
to its business. Doug Krause, product manager for the
Oceanic and Aeris brands, told Undercurrent, “The Internet
is becoming the equivalent of the Yellow Pages — it will
soon be a standard means of making life easier for our
customers.”
On its Web site, Oceanic offers an “online convenience
store.” Once a shopper finds a particular product and
price, he can be directed to nearby dealers and authorized
Internet resellers, such as www.scuba.com. He can buy the
item in person or can buy online, and the dealer ships the
merchandise and earns a commission. Dive stores can link
from their own websites to Oceanic’s, where a shopper can
get more information. It’s not an entirely free marketplace,
because dealers must follow Oceanic’s pricing guidelines,
but there is a range of discounts from the list price.
Internet Sales for the Small Manufacturer
Sue Swigart, owner of Dive Goddess in Fort Worth, TX,
has abandoned the old model. Until 2001, she sold her
fashion skins and accessories through dive shops and had
exhibited at various dive expos, but she told Undercurrent,
“It just wasn’t working for us, the dive shops or the customer.”
While selling wholesale, she also had been e-tailing
through www.divegoddess.com although at higher
mark-ups so as not to compete with dive stores. After
four years, says Swigart, “It was obvious that mom-and-pop stores just couldn’t produce enough volume. The customers
were frustrated because whatever size or print they
wanted was not the one the dive store had.” She also had
to insist on minimum orders from shops. “Because we
could not afford to offer onesy-twosy orders at a wholesale
price.”
Since going all online, Swigart notes, “We have never
looked back. We can offer discounts without worrying
about stepping on any toes. We can instantly announce,
via e-mail, to all our customers that we have new products.
We ship all over the world. The catalog accurately reflects
exactly what is available to ship within 48 hours . . . None
of this would have been possible without the Internet.”
But that puts her in direct competition with dive
shops, at least in the eyes of two magazines: Dive Training and Sport Diver. They refuse to carry ads for “rogue businesses.”
It’s how they protect their own products. Dive
Training is distributed free through dive shops and editorializes
monthly about how consumers should support
their local dive shop. If dive shops disappear, so does
the magazine’s distribution. Swigart learned that Sport
Diver “does not to sell advertising to any advertiser who
does not sell through dive shops.” The magazine is owned
by PADI, and a strong dive shop network is necessary to
attract new divers for PADI training.
But with resistance, there is hope
For many years the Diving Equipment and Marketing
Association (DEMA), diving’s trade group, seemed to
ignore the Internet, as least publicly. No more. It has
recognized that the Internet “is not going away,” says
DEMA’s Nicole Russell. “We must learn to live with it.”
Dave McClure, president of the US Internet Industry
Association has presented Internet seminars at DEMA
trade shows. Besides being an Internet guru, McClure
is a partner in www.scuba-challenge.com, a community
of recreational divers, organized as a virtual dive shop,
tour operator and dive information center. He has
noted that while 71 percent of the shops surveyed by Dive
Center Business were actively working to keep customers
from buying off the Internet, other shops were putting
excess inventory up for bid on eBay. Obviously, there is
no single dive business strategy regarding the Internet.
McClure believes, however, that dive shops can effectively
use e-commerce as an important weapon in their sales
arsenal.
And some are. Next issue, we’ll show how one dive
store has stopped whining about the Internet, taken
advantage of technology to develop loyalty and expanded
sales. It’s a 21st-century shop.