76
TOBACCO OUTLET BUSINESS
SEPTEMBER/OCTOBER 2012
trench marketing
Tourist Traffic Drives
Business Thanks to
Data Capturing
Since New York is such a non-
stop tourist attraction, Threat
instructs his sales team to focus—
especially on weekends—on
capturing customer data. “A lot
of people aren’t aware that we
can ship out of state,” he explains, “and a huge part of our
business model is to provide people with, let’s say, a limited
edition Davidoff cigar that they simply can’t get in Missouri.”
So with names and e-mail address, Threat regularly connects
with out-of-state customers via e-mail blasts to let them know
what’s in stock. “And they’re always happy to hear from us,”
he says.
Asked what he would do if his store were located near a
cornfield in Nebraska rather than in the very center of New
York City, Threat quickly suggested that the key to any store’s
success—his included—is making the most of whatever that
location has to offer. “First of all, you have to find out and fully
understand what the laws are, then learn what type of levity
and leverage you can create while working within them,” he
says. “Unless it was prohibited by law, I’d definitely have a
smoking area available. That is the number one thing every
tobacconist should do, no matter whether you’re part of a
high-end regional chain or mom-and-pop. Every tobacconist
should have a smoking lounge that drips of the quality and
comfort of your home away from home.”
Make Your Customers Feel Like They’re in
Their Home Away from Home
“
What that means,” he says, “is when people come there,
they have to feel like they’re being catered to, and not being
taken advantage of. Of course, they don’t bring in their own
products to enjoy—they have to buy them from you—but
they want those products and they want that experience, so
make it feel like home to them.”
An attractive smoking lounge is
obviously an important asset, but it’s
not going to keep you in business if you
don’t market it. Threat says you have to
create and maintain a database of your
local customers, noting what they like,
and then compare that to what else
sells in that market. “In New York,” he
says, “what sells from store to store is
totally different. Let’s say someone is smoking Rocky Patels.
Find out exactly which ones, and then determine what other
brands are like it, and match that up with that customer’s
profile.”
And while having a luxurious lounge is great for customers,
it doesn’t have to cost a lot of money to exude comfort and
quality. “Make sure you have comfortable chairs, put a large
screen plasma TV in there, and plan theme nights,” says
Threat. “We have really fun Monday Night Football nights
here, where the turnout is great and customers really get into
conversations with visiting sales reps from manufacturers.
And that’s a key—you need to work with those sales reps and
make sure they understand that they are an important part of
your sales equation. They are there to extend their brand, but
also to help you build your brand, too.
“
It’s your store, and you want their help to build up your
customer’s loyalty,” he adds, “so you work with them, get
them to work with you on events, get them to help you create
a real buzz, get them to help you with special sales, like ‘buy-
three-get-one-free.’ And make sure those things are posted
on your door, and featured in your e-mails because they really
do help.” Threat also suggests holding catered events if you
can’t plan something at a restaurant. “Maybe strike a deal with
a good, local restaurant that wants to bring food over and
make some extra money,” he says. “There are lots of ways to
do it—and by going on the traditional approaches, you make
the experience go beyond the brand, and it becomes much
more about customer relations.”
TOB
