Dick's Sporting Goods 2010 Annual Report Download - page 28

Our Golf Galaxy store model is based on a prototype store, which generally ranges from 13,000 to 18,000 of selling square feet.
The following table summarizes store openings and closings for 2010 and 2009:
Dick’s Golf Galaxy Total Dick’s Golf Galaxy
Chick’s
Sporting
Goods Total
Fiscal 2010 Fiscal 2009
Beginning stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 419 91 510 384 89 14 487
New:
Single-level stores. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 — 26 21 — — 21
Two-level stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — — — 3 — — 3
Golf Galaxy stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — 2 2 — 1 — 1
Total new stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 2 28 24 1 — 25
Converted stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . — — — 12 1 (12) 1
Closed stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1) (12) (13) (1) — (2) (3)
Ending stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444 81 525 419 91 — 510
Remodeled stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 — 12 — — — —
Relocated stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 — 2 1 — — 1
In most of our Dick’s stores, approximately 83% of store space is used for selling and approximately 17% is used for backroom
storage of merchandise, receiving and office space.
We seek to encourage cross-selling and impulse buying through the layout of our departments. We provide a bright, open
shopping environment through the use of glass, lights and lower shelving that enable customers to see the array of merchandise
offered throughout our stores. We avoid the warehouse store look featured by some of our large format competitors.
Our Dick’s stores are typically open seven days a week, generally from 9:30 a.m. to 9:30 p.m. Monday through Thursday, 9:00 a.m.
to 9:30 p.m. Friday and Saturday and 10:00 a.m. to 7:00 p.m. on Sunday. Our Golf Galaxy stores are typically open seven days a
week, generally from 10:00 a.m. to 9:00 p.m. Monday through Friday, 9:00 a.m. to 8:00 p.m. on Saturday, and 10:00 a.m. to
6:00 p.m. on Sunday.
New Store Openings
Future openings will depend upon several factors, including but not limited to general economic conditions, consumer confidence
in the economy, unemployment trends, interest rates and inflation, the availability of retail store sites on acceptable terms, real
estate prices and the availability of adequate capital. Because our new store openings depend on many factors, they are subject to
risks and uncertainties as described below within Item 1A. “Risks Factors”.
Store Associates
We strive to complement our merchandise selection and innovative store design with superior customer service. We actively
recruit sports enthusiasts to serve as sales associates because we believe that they are more knowledgeable about the products
they sell. For example, we currently employ PGA and LPGA golf professionals to work in our Dick’s golf departments and Golf
Galaxy stores, bike mechanics to sell and service bicycles and certified fitness trainers to provide advice on the best fitness
equipment for the individual. We believe that our associates’ enthusiasm and ability to demonstrate and explain the advantages of
the products lead to increased sales. We believe our prompt, knowledgeable and enthusiastic service fosters the confidence and
loyalty of our customers and differentiates us from other large format sporting goods stores.
We emphasize product knowledge at both the hiring and training stages. We hire most of our sales associates for a specific
department or category. As part of our interview process, we test each prospective sales associate for knowledge specific to the
department or category in which he or she is to work. We train new sales associates through a self-study and testing program
that we have developed for each of our categories. We also measure customers’ satisfaction with their most recent purchase
experience through an online satisfaction survey. Survey invitations are delivered at the point-of-sale via cash register receipts
that direct customers to a data collection website. These results allow identification of improvement opportunities at various
levels of the store hierarchy and reinforce the impact associates have on the customer experience.
8 Dick’s Sporting Goods, Inc. ¬2010 Annual Report