Potter Brothers Ski Shop is living proof that at some point, the snow will, in fact, melt.
Kyle Potter, who along with a cousin represents the third generation to own the store, says it was originally established in 1945 as a general sporting goods store in Kingston, New York. By the 1970s, it was concentrating its efforts on skiing and snowboarding.
“We needed something to complement that side of the business, so in 1995, we entered the outdoor furniture industry and we have been in it ever since,” says Potter.
Potter’s grandfather Bud Potter and his brother Jack started the store, and their sons Dan and John took over in the 1970s. Since its beginnings, the store has grown to five locations in upstate New York, western Massachusetts and Vermont.
Business priorities toda b
When asked what would be most important for retailers in 2025 — merchandising, product assortment or lead times — Potter said all of it would be.
“It’s really all important,” he says. “You have to check all the boxes to be successful. At the end of the day, though, you want to have the product assortment that appeals to the customers in your market and you have to back that up with an exceptional in-store experience.”
Potter says that one of his biggest challenges is space.
“I wish we had a little more space to display a larger variety of outdoor products,” he says. “We did expand our store in Fishkill, New York, in 2023 and that decision was, in a lot of ways, centered around having a larger display of outdoor furniture. And beyond that, lead times on special orders and managing that flow of the business is always a bit challenging. You just have to stay on top of it.”
To offset the possibility of a slowdown, Potter says the store buys cautiously and tries to react when things heat up.
“Managing your inventory is a constant game,” he says. “However, if you can keep your finger on the pulse, you can usually handle any swings in either direction.”
Selling the goods
“Marketing is so key for us,” says Potter. “We use a variety of channels to reach new customers including radio, billboards, social media, local guides, etc. We feel that marketing is an area we can constantly evolve with, so we always assess what is working and what isn’t. We also work with local designers and contractors, and that has become a nice way to be introduced to new customers.”
To best serve his customers, Potter requires manufacturers to offer products that will be durable enough to last for years.
“We want to carry products that we can fully trust and stand behind,” he says. “Beyond that, customer service would be another key factor. Do they answer the phone and do they know who you are? That makes a big difference. Of course, the ability to ship timely is always an important factor.”
To set himself apart from his competitors, Potter says it takes work.
“We just go after the business,” he says. “The customers are out there; you’ve just got to find them and give them a reason to look your way. Then you have to deliver an in-store experience through your level of service (and of course the brands you carry and how you merchandise them) to entice them to buy. We really care about the in-store experience and delivering superior service. “
That level of customer service works well in competing against online retailers.
“Online is an ever-changing target to compete with, but I think if you’re carrying the right mix of products in your market and you can back it up with superior service, customers will appreciate the shopping experience so much more,” he says. “Give them a reason to shop local.”
Any advice for a struggling casual retailer?
“Trust your gut and don’t be afraid to make changes,” Potter says. “Identify what is working and focus more attention on it. Cut what isn’t working. Finally, always stand by what makes you special.”
