MR Magazine Uncategorised


Among the best parts of the Project/MRket shows in New York and Vegas: learning from successful retailers and brands. At this summer’s NY show, I had the pleasure of interviewing the always-candid Jim Murray, president of Michigan-based specialty store A.K. Rikk’s. He did not disappoint, as the standing-room-only crowd can testify. Here: some excerpts from our discussion.

(My other informative interview from the show was with Bloomingdale’s men’s fashion director Justin Berkowitz.)

Q: How did you end up
in retailing?

A: As a kid, I spent a lot of time shopping with my mother, who bought only on-sale. I knew there had to be a better way so I pursued a career in retailing. In 1987, Rick Gaby couldn’t find a decent suit in all of Grand Rapids to wear for job interviews so he created A.K. Rikk’s—a luxury shop focused on customer service. (He even got a van to deliver clothes to people’s homes.) A.K. Rikk’s is now a 28,000 square-foot men’s and women’s luxury emporium with 2,500 square feet of dedicated event space. I’ve been there since 2006.

Q: How’s business?

A: The market is
in absolute flux with many aspects changing. People are busy and have less time
to visit stores. Consequently, we needed to narrow our focus, target our
audience more specifically and merchandise with true empathy. The more narrowly
we define who we are, the easier it is for clients to identify with us. And
this strategy is working. Being all things to all no longer works.

Q: Is that why you
dropped streetwear?

A: Streetwear
threw us for a loop; I wish a had a take-back here. Denim is and has always
been part of our DNA but the advanced contemporary looks we introduced were not
right for our customers, nor for their kids. In retrospect, I should have done
streetwear with my regular brand partners. Zegna continues to do a great job
incorporating streetwear influences into their collections. But I followed my
instincts instead of listening to my core customers, who are in their 50s and
have no interested in exaggerated streetwear styles. It just didn’t work.

Q: I understand you have some kind of club for these core customers.

A: Yes, it’s for
guys who love nice clothing, who spend a lot on it, who buy a suit or sportcoat
every six months. We arrange dinners for this select group, we fly them into
NYC to visit showrooms; they’re delighted to be part of something that reflects
their passion for fine clothing.

Q: So, your suit
business is holding up?

A: Yes, we’ve
maintained volume in suits, although it’s never been a huge percent to total.
Sportcoats are key. For spring: cotton/linen casual looks to wear with jeans.
But formal is also important: we sell dinner jackets at all prices. However, I
do believe that the next generation will wear more suits because their fathers

Q: If you’re selling
sportscoats rather than more expensive suits, how do you maintain volume?

A: It’s all about
storytelling. Nobody needs more clothing. It’s about creating some romance around
the clothing so that customers feel part of something special, whether its
sustainability, craftsmanship, a longstanding family tradition or a specific
town in Italy. It’s not about setting up a table with 20 pairs of jeans. It’s about
showing what to wear with the jeans, how to wear it, what to eat and drink when
wearing it. It’s about storytelling, fantasy, making it sexy.

Q: It that why you do
so many events?

A: Yes. We do at
least one major event every month: you need to give people a reason to come in.
And it’s not always a clothing focus: we just had a book signing (with
cocktails of course) and had 300 people in line waiting to get in… Whatever the
event costs, the ROI is priceless. To increase traffic these days, stores must
create and market interesting events.

Q: You do a lot of your volume with a few core brands: Is this a wise strategy?

A: We’re always
looking for new brands to develop but I strongly believe in partnerships, in
putting a lot of eggs in fewer baskets. Otherwise, there’s no real

Q: How much of your
business is from outside Grand Rapids?

A: Six of our top
50 customers are from other cities. Your clientele today has little to do with
geography: with the internet and social media, people will find you.

Q: How is your online

A: It’s
increasingly important: we’ve found that many of our local customers pre-shop
online so our site should look and feel like our store. We’re investing in it:
we promoted a director, four stylists, a manager, several marketing positions.
The website generates five to 10 percent of our business today but should be 20
percent by year-end and ultimately 50 percent.

Q: That’s a huge projected increase online, especially considering the cost to you of free shipping and returns.

A: We make sure every
purchase is styled and followed up by one of our associates. We aim to be the
leading company in the U.S. for styling people: if you want to create a
self-brand, one of our sales associates will be on a plane tomorrow. Another
secret that I probably shouldn’t share: every purchase made in our store or
online has to be followed up by an email or text within 45 minutes. The time
frame is critical and it works: in any 12-month period, 48.9 percent of my
sales are repeat transactions whereas the industry average is 20 percent.

Q: How do you attract
the right kind of young sales associates?

A: We make them
brand ambassadors; we empower them. Young people today don’t work for money;
they work for purpose. It’s a generation that longs to be part of something
meaningful. Make sure your store has a mission statement that’s meaningful.
Your business has to be going somewhere or the good ones will quit in two to
three weeks.

Q: Finally, how do
you deal with the fact that customers can easily find online cheaper versions
of what you sell?

A: It’s tough but I try to ignore it. Some of our brands even promote special online markdown days and of course, we’ve lost sales. But if a customer has a problem with our pricing model, I try to explain our mission, that we’re not here to sell 10,000 shirts but rather fewer of just the right shirts. We buy what we believe in at a price we believe in, which allows us to support the community.

I’ve learned that life is about reciprocity: do something nice
for your clients and they’ll forgive a 10-20 percent price differential. Okay,
they might not forgive a 50 percent differential, so if a brand is killing you,
you might have to replace it.