Like crafting strategy, executing strategy is a job for an entire management team, not just a few senior managers. Good strategy execution requires a team effort. All managers

This case was prepared by Katie Bach, Managing Director of the Good Jobs Institute, and Associate Professor Zeynep Ton.

Copyright © 2019, Zeynep Ton and Katie Bach. This work is licensed under the Creative Commons Attribution- Noncommercial-No Derivative Works 3.0 Unported License. To view a copy of this license visit http://creativecommons.org/licenses/by-nc-nd/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

18-190 February 19, 2019

Mud Bay’s Good Jobs Journey Zeynep Ton and Katie Bach

In May 2018, Marisa Wulff, co-CEO of Mud Bay, a chain of 45 pet stores in the Pacific Northwest, took the stage at Mudstock, an annual day of team-building, learning and fun for all Mud Bay employees, known internally as “Muddies.” The theme that year was the 1980s. Dressed in pink leopard-print pants, black biker boots, fingerless gloves, and a pink mohawk, Marisa told the crowd, “As employee owners, we should all have an understanding of the financials of Mud Bay.” Mud Bay had introduced an Employee Stock Ownership Plan (ESOP) in 2015 as part of an integrated effort to create good jobs and a great customer experience—and to position Mud Bay to live beyond the hands-on ownership and leadership of its three founders (Marisa, her mother Elsa and her brother, co-CEO Lars). Employee ownership was intended to make Muddies think, feel, and act like company owners and to give them a long-term stake in Mud Bay’s future. As Marisa went through the financials, she pointed to strong sales and customer affection, but then highlighted a weakness. Since 2014, Mud Bay had increased wages, benefits, and training while also reducing prices. Net profit margins had fallen from 2.18% in 2014 to 1.99% in 2017. “Profit itself is not a goal,” Marisa concluded, “but it’s critical to our mission.” As Mud Bay’s cross-functional annual planning team had struggled to squeeze an adequate level of profit out of the 2018 budget, Chief Operating Officer (COO) Tracy Yamane had proposed an idea to raise operating margins: close stores an hour earlier. Monday through Saturday, Mud Bay stores were open from 9:00am to 9:00pm. Closing earlier would better meet Muddies’ needs outside of work and would generate labor savings. Tracy had raised this idea several times over the past couple of years. Marisa had supported it. Lars, however, had strongly opposed it.

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The Pet Store Industry

In 2017, there were 18,370 pet stores in the United States. Total sales from pet stores, including online pet food and supply sales, were $25.2 billion, with $29.4 billion expected by 2022. Traffic to many brick-and-mortar pet stores was under pressure from grocery stores, mass retailers such as Walmart and Costco, and online stores that offered greater convenience and, frequently, lower prices (Exhibit 1). More people were owning pets and willing to spend more on them. In 2018, 68% of U.S. households owned at least one pet. Natural and organic pet products, once a niche segment, were now produced by major food manufacturers such as Nestlé and Mars. Millennials, who accounted for more than a third of all pet owners,1,2 spent more money than any other age group on their pets and were more likely to pamper their “fur babies” with cashmere Ralph Lauren dog sweaters, CBD-infusedi gluten-free dog treats for anxiety, mud baths, and “pawdicures.”3 PetSmart, the largest U.S. pet store chain—with more than 1,600 stores, including 117 in Canada—had been owned by a private equity firm since 2014. Stores ranged from 12,000 to 27,500 square feet, carried more than 11,000 products, and provided services such as in-store boarding, grooming, obedience training, and veterinary. From 2013 to 2018, PetSmart’s revenue declined at an annualized rate of 0.9%. This decline was driven by decreased in-store traffic and increased online competition, but was partially offset by higher sales of premium products and increased sales of services.4 In 2017, PetSmart acquired Chewy, an online specialty pet food and supply retailer, for $3.4 billion. Like PetSmart, Petco, the second largest U.S. pet store chain, was privately owned. Petco operated 1,552 stores in 2018, including 80 smaller-format “Unleashed by Petco” locations that focused on natural, organic, premium products. In its larger stores, which averaged 14,000 square feet, Petco offered up to 10,000 products. As of 2015, its Unleashed stores averaged 5,000 square feet and carried 5,000 to 7,000 products.5 Between 2013 and 2018, Petco’s revenue grew at an annualized rate of 1.7%, driven in part by sales of premium products.6 As Petco struggled to achieve strong organic growth, it turned to acquisitions. In 2015, Petco acquired online pet supply company Drs. Foster and Smith. In 2017, it acquired PetCoach, an online platform that offered on-demand advice from veterinarians, vet- recommended food and supplies, and pet health educational resources. And in 2018, Petco partnered with JustFoodForDogs, a company that provided hand-crafted pet meals with ingredients certified for human consumption. JustFoodForDogs planned to run exhibition kitchens and fresh food pantries in hundreds of Petco stores, where customers and their pets could watch chefs prepare dishes such as venison and squash.7 (Exhibit 2 provides financial and operational data for PetSmart and Petco from 2010 to 2014.)

i CBD stands for cannabidiol, a naturally occurring cannabinoid constituent of cannabis.

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Mud Bay’s First Two Decades

In 1988, Elsa Wulff bought a small farm store on a hill above Mud Bay outside Olympia, Washington. The store sold a wide variety of items, including local oysters, pop tarts, folk art, hog feed, and dog food. Elsa believed that she had a duty to graciously help everyone, even if it didn’t result in a sale, and tried to create an environment in which everyone would feel welcome. Customers loved warming their hands over the wood stove, but in its first full year of operations, Mud Bay lost $46,000 on sales of $277,000. In 1989, Elsa’s son Lars left the mountain cabin where he had been working on a novel to join his mother, becoming Mud Bay’s third employee. In 1993, Elsa’s youngest daughter Marisa returned to Olympia after completing her MBA in Holland and began moonlighting at Mud Bay while working full-time for Microsoft. Believing that success would require focus, Elsa, Lars, and Marisa narrowed Mud Bay’s assortment, gradually eliminating almost everything but products for dogs and cats. The store offered the healthiest foods and highest-quality supplies the Wulffs could source, including homemade organic dog cookies they made at a local bagel bakery they rented on Friday nights. They also realized that customers needed information just as much as they needed high-quality food, so Mud Bay began training store employees on dog and cat nutrition and produced educational booklets for customers such as “How to Read a Pet Food Label” and “Natural Flea Prevention.” In 1999, the company had developed a reputation as a pioneer in the nascent category of natural pet retail. Then, in 2000, Mud Bay bought eight stores from a court-appointed receiver charged with winding down the Pacific Northwest’s largest chain of home-grown pet stores, Bosley Pet Food Marts. Unable to compete against the surging national chains, Bosley’s had spiraled into insolvency under the pressure of declining sales and poor management. After purchasing its assets, Mud Bay transformed Bosley’s conventional full-line pet stores into natural dog and cat food stores by eliminating products that didn’t meet its standards, slashing the number of SKUs, and focusing on staff training and customer experience. After two challenging years, Mud Bay was again a profitable company, now with 85 employees and nine stores. Once Mud Bay had achieved profitability—and years before it had repaired its balance sheet enough to secure additional bank financing—the company began to look forward again, improving and expanding its nine stores and starting to open new locations, first in Washington and later in Oregon. As the years passed and the company grew, Elsa retired, and Lars and Marisa, now co-CEOs, began to focus on codifying and articulating Mud Bay’s mission, values and culture. Increasingly, Mud Bay’s three-part mission—1) contributing to the health of dogs and cats, 2) contributing to the happiness of people who care for animals; and 3) building a strong company that we’re proud of—became its spiritual mainspring (see Exhibit 3).

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Mud Bay in 2014

By the end of 2013, Mud Bay operated 27 stores, earned $1.05 million profit on $38.4 million in annual revenue, and had 261 employees, 225 of whom worked in stores. Roughly 60% of revenue came from pet food products, the balance from pet supplies. Comparable store sales—sales from stores open more than 12 months—grew by 12% in 2013, after averaging below 4% in 2011–2012. Margins were in the low single digits. Lars and Marisa were comfortable with tight margins because they saw the business as being highly predictable. (See Exhibit 4 for Mud Bay financials.) A typical store was just over 4,200 square feet, with around 3,750 SKUs. The layout allowed for easy self-navigation. Most non-food merchandise, such as dog collars and cat litter, was on tables and stands, while food lined the walls. Large signs, visible from anywhere in the store, marked product categories. On shelves behind the registers Muddies stocked dozens of food and treat samples, and there were large bins of dog treats on the floors, where dogs could help themselves. (See Exhibit 5 for store photos.)

Customer Experience (“The Mud Bay Experience”)

Mud Bay’s go-to-market strategy was encapsulated in the nine elements of a statement dubbed the “Mud Bay Experience.” (See Exhibit 3.) Creating the Mud Bay Experience for every dog and cat owner who walked in the door was the over-arching goal of all Muddies, both in-store and in support roles. At the heart of Mud Bay’s service offering was consultative selling. All Muddies received extensive training in dog and cat health and behavior as well as in the products Mud Bay carried, and engaged customers in detailed conversations about their pets’ needs. Customers would often come to Mud Bay with a question before going to their vet.ii “Our staff has the reputation of being the best trained in nutrition and dog and cat behavior in the nation, and people trust us,” Marisa said. Muddies would do anything reasonable to help pet owners, irrespective of its impact on revenues, in a warm welcoming environment. To help pet owners find the right solutions, Muddies provided free product samples and free information, reached out to colleagues or did independent research, and even sent pet owners to other retailers. As one Muddy said, “Whatever we can do to help the customer or their animal, we’ll do it. It isn’t about sales.” Muddies developed personal relationships with many of their regular customers—human as well as canine and feline.iii They frequently played with pets that came in, and, after checking that they didn’t have allergies, offered them treats. First-time visitors to Mud Bay (known internally as “FTVs”) received a “first-time visitor thank you pack” with a handwritten note on nice stationary, a “Welcome to Mud Bay” brochure, and a $5.00 coupon. Mud Bay was committed to offering the highest-quality products, from companies that took pet health as seriously as Mud Bay, at low prices, every day. Mud Bay staff visited the manufacturing plants for

ii Muddies were careful not to offer veterinary advice or to contradict the recommendations of a customer’s veterinarian. iii Most of the animals that visited stores were dogs, but a few unusual cats made regular store visits as well.

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all food products, even as far away as New Zealand, conducting in-depth interviews with plant and brand managers to assess quality control processes and ingredients. “We are not going to drag the market price down, but we never want price to be a reason someone doesn’t shop with us,” said Marisa. Mud Bay did not offer promotions and had no loyalty program, though they would honor the loyalty programs of brands they stocked, if customers asked.

Employee Experience

Lars and Marisa had long been committed to creating a great place to work and building a culture of openness and support. By 2014, Mud Bay had a five-member executive team (Lars, Marisa, COO Tracy Yamane, CMO Al Puntillo and Chief Financial Officer Mike Becker), and a shared commitment to creating a great place to work was one of the key principles around which the team aligned. Many Muddies began as customers, and were attracted to Mud Bay’s culture, as well as to its mission and customer promise. A generous staff discount and the ability to bring dogs to work (as long as they played well with others)—helped Mud Bay recruit people who loved dogs and cats. Pay and benefits. For many years, Mud Bay’s practice had been to pay at or below market rate. Mud Bay had embraced this approach after reading Jack Stack’s The Great Game of Business, a popular book for leaders of employee-owned companies and practitioners of open-book management. Lars said that what he learned from this book, and others like it, was to “keep your wages below market, so you can keep your overhead below your competitors’. And keep sharing profits. So it’s not an entitlement, but you share the fruits when they’re there.” In January 2014, Mud Bay’s starting wage was $10.25/hour (up from $9.50/hour in 2008), nearly a dollar higher than the $9.32 minimum wage in Washington and just below the $10.30/hour median wage for U.S.-based salespeople. Muddies who worked more than 30 hours a week (69% in 2014) were eligible for medical insurance, but high co-pays and deductibles kept participation rates fairly low. Work schedules. Store managers worked to accommodate staff members’ scheduling needs and wishes and tried to provide work schedules at least two weeks in advance. Career paths. In 2014, about 65% of store manager positions were held by Muddies who had been internally promoted. There were five levels of store employees, with increasing managerial responsibility. Store managers could be promoted to district managers, who oversaw an average of seven locations. Transparency and profit sharing. In the early 2000s, Mud Bay adopted open-book management, sharing financial data and strategic plans with all Muddies and giving them a stake in overall performance. Each year, the company aimed to distribute 1% to 5% of compensation in direct profit- sharing to employees, with the actual amount determined by company performance and pro-rated to an employee’s salary or hourly wage. From 2012 to 2014, Mud Bay shared around 6.1% of wages through its gainsharing (profit sharing) program.

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Job design. Muddies not busy with customers were expected to perform all non-managerial tasks, including shelving and restocking, building displays, making samples, cleaning (including back rooms and bathrooms), and creating signage. After customer service, inventory management took up the most time; stores received up to nine deliveries a week. Performance management. All Muddies received quarterly or biannual performance reviews from their direct managers. Each was rated on a 1–5 scale, based on the extent to which the manager felt the employee had fulfilled the expectations of his or her role. Higher ratings brought higher raises. Store managers and staff did not receive bonuses based on their own store’s performance. All Muddies were eligible to earn gainshares based on the performance of the company as a whole. COO Tracy, store and district managers reviewed daily reports on business metrics, the most important being sales versus budget, sales growth versus the previous year, and the number of First-Time Visitors that had been identified and logged, but numbers were not the highest priority. Tracy and store and district managers used metrics to gain insight and identify stores or areas to investigate further, but they primarily focused their efforts on the quality of customer-staff and staff-staff interactions and on stores’ effectiveness at critical tasks and processes.

Mud Bay’s Good Jobs Vision

In 2014, Mud Bay’s sales performance was strong, but the company was falling short of the executive team’s aspirations to make the company a great place to work. Staff turnover was 48%—relatively low for retail, but high at a company where expertise was so valued. Tracy, who had joined as COO in 2011, insisted that to hire and retain the right people, Mud Bay had to raise wages. “People felt they didn’t have to be leaders because of what they were getting paid,” she argued. However, low profit margins made it hard to justify higher pay. In the spring of 2014, Mud Bay’s executive team had aligned on a way out of this dilemma: Mud Bay would first invest in higher pay and better benefits, and then look to pay for the investments through stronger sales growth and reduced expenses. It would not be easy, and it wasn’t without risk. Increasing employee productivity and contribution would require significant changes in how Mud Bay ran its business, from merchandising to store operations to staffing to the home-office–store relationship. Lars believed that for such a large organizational change to succeed, Mud Bay would have to undertake a high-impact and high-involvement change process. With input from the rest of the executive team, he created the curriculum for a series of eight weekly small group discussions. Every store manager together with every member of the home office was assigned to one of the small groups, a total of 67 Muddies in all. Over eight weeks, Muddies explored many of the key choices retailers make and how they could make them to improve jobs and raise productivity and contribution (see Exhibit 6). After eight weeks of discussions, participants elected six store managers, six home office employees, and three district managers to join the five members of the executive team as part of a 20-person

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strategic planning team (later named “The Twenty”). The group was charged with developing a “Good Jobs Vision” (GJV) for Mud Bay. In July, The Twenty met for a two-day workshop. Lars told them, “This is a journey and like most significant journeys, it’s impossible for any of us to say at the beginning exactly how the journey is going to go.” Over two days, The Twenty defined a compelling vision: “By 2017, Muddies will continuously improve, own, and operate one of the best loved retailers in the Pacific Northwest.” They also identified five specific “strategies” Mud Bay would employ to realize its vision: (1) invest in staff, (2) deliver more by offering less at everyday low prices, (3) standardize processes and empower staff through continuous improvement, (4) improve effectiveness by cross-training and operating with slack, and (5) partner with organizations that contribute to the well-being of animals. After The Twenty had defined their vision, the executive team built a 2014-2017 strategic roadmap that identified the key initiatives Mud Bay would use to advance each of the five strategies and realize its vision (see Exhibit 7).

Communicating the Vision

At the end of July, Mud Bay shared with the entire company a document describing the vision and the five strategies. It stated: “We will continue to involve Muddies in the more detail-oriented decisions that follow. Our approach will be to give those who are closest to the action or have the greatest insight the lead role in making decisions. This means, for example, that store leadership teams will play a lead role in standardizing processes and deciding how to empower staff.” It also described how Muddies would learn more about the Good Jobs Vision through online training and at Mudstock, and it encouraged staff to call members of The Twenty if they had questions. The next month, Muddies gathered for their annual Mudstock. They were generally excited about the Vision but also had several concerns about how customers would react to being offered less and how standardization, especially if done without store input, could hinder the creativity and individuality of each store (see Exhibit 8). As company leaders implemented the changes called for in the Vision, they tried to communicate regularly and get feedback on what they were doing through Mudstock, Mud Bay’s internal blog, town- hall style meetings, annual plan descriptions, and year-end look-backs. Lars explained: “We were integrating the language of our Good Jobs Vision and strategies into everything we were communicating to the company. We were making it clear to the company that this wasn’t simply a one- time event. This was actually now becoming part of Mud Bay.” Marisa added: “It’s wasn’t one big initiative. It was, ‘How can we continually improve our company with the GJV?’ So, you are doing small things all the time, explaining why, and then collaborating on the how.”

Changes Planned and Changes Made from 2014 to 2017

With so many initiatives on the roadmap—and with so many other initiatives being suggested at meetings of The Twenty and at Mudstock—Mud Bay had to prioritize. In 2015, the company invested in staff through higher wages, an increase in the percentage of Muddies eligible for medical insurance,

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implementing an ESOP, and introducing a new training curriculum. It reduced the number of SKUs, launched category teams and lowered prices; made some progress in standardization; and made a lot of progress partnering with pro-animal organizations. Through 2018, Mud Bay continued to make changes and launch initiatives that aligned with its five strategies, progressing well in some and falling short on others, especially standardizing processes, creating a culture of continuous improvement, and operating with slack. (See Exhibit 9 for a timeline of changes.)

Strategy 1: Invest in Staff

Pay and benefits. In August 2014, Mud Bay began to raise hourly wages twice a year in $.50 increments in addition to yearly wage increases tied to annual performance reviews (an average of $0.50). From 2014 to 2017, the average hourly wage of most hourly staff had increased from $11.50 to $15.00, an annual investment of $1.5 million, not including payroll tax. Mud Bay’s starting wage at the end of 2017 was $13.50. (See Exhibit 10 for average wage data.) As average and starting wages increased, two new compensation issues emerged: 1) Was there enough gap between the rates of pay for new hires and long-term Muddies? (wage compression); and 2) Was it fair to use the same pay scales in areas with widely differing costs of living? Mud Bay increased the percentage of medical insurance-eligible Muddies by reducing the number of part-time positions, creating “shared key holder” positions that allowed Muddies to work at multiple stores, and redistributing the hours of Muddies who left the company to existing employees first before hiring anyone new. By 2017, 82% of employees were eligible for medical insurance. To increase the percentage of eligible Muddies who actually signed up for medical insurance, Mud Bay increased its contribution percentage and switched to plans with lower deductibles and copays. In 2015, Mud Bay established an Employee Stock Ownership Plan (ESOP) that granted ownership stakes annually to every Muddy who had worked more than 1,000 hours. Muddies were 20% vested after two years and fully vested after six. In 2017, Mud Bay introduced an Employee Assistance Program (EAP), giving Muddies and their families free counseling on personal issues such as finances and mental health. By the end of 2017, the company had not, however, implemented an 401(k) match program, paid maternity/paternity leave, or pet insurance as it had hoped to. Training. Beginning in 2015, the training of new staff members evolved from a day-long classroom session to a self-guided, video-based “first year journey,” supplemented with on-the-job practice and feedback from more tenured Muddies. When they had free time at work, new staff were expected to watch short videos on dog and cat health, nutrition, and products. More senior staff could watch new videos to stay up-to-date on the latest products and health news. Mud Bay also began formally investing in leadership development. In 2016, it launched a “District Manager in Training” program, which involved ride-a-longs and one-on-one coaching with existing district managers for select store managers. In 2017, Mud Bay began teaching its company approach to leadership to every Muddy who had supervisory responsibilities. The program consisted of seven all-day workshops, delivered once per month for seven months to cross-functional leadership cohorts composed of ten to fifteen Muddies. The curriculum was developed by Mud Bay’s Co-CEOs, its newly hired Chief People Officer and its

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Learning & Development leader, and it was based on a vison of Mud Bay leadership to which more than a hundred Muddies had contributed their thoughts. (See Exhibit 11.) In 2017, Mud Bay also began offering workshops focused on workplace harassment training and on diversity and inclusion.

Strategy II: Deliver More by Offering Less at Everyday Low Prices

In September 2014, Mud Bay solicited “Stop Doing” suggestions through blog posts and Survey Monkey in order to create time and free up resources to work on the GJV. The adopted changes included discontinuing faxing and accepting checks, and rejecting special orders on brands that were not part of the assortment. In addition, Mud Bay took three other steps. Simplifying assortment. Mud Bay reduced its number of active SKUs from 3,750 to 3,375 in 2015 and to 3,180 by 2017, primarily by eliminating redundant products; for example, carrying two rather than three sizes of the same dog food. “It reduced the overall workload and knowledge requirement from the staff,” Al said. Category expert teams. To ensure Mud Bay carried the right products, Mud Bay gave store staff a greater voice in product selection. Historically, product introductions and withdrawals were managed by a four-person home office category team. Stores’ involvement was limited to emailing category teams with questions or comments on products, including customer objections when products were discontinued, and voting on new products at Mudstock, where manufacturers set up displays. In 2015, Mud Bay created “Category Expert Teams,” made up mostly of store managers and staff, to advise category managers on which products to add and which to eliminate. Reducing prices. When Al joined Mud Bay as its first chief merchant in 2013, he found that despite the company’s stated commitment to everyday low prices, Mud Bay’s prices for certain products were higher than its competitors. Late in 2014, Mud Bay started putting its money where its mouth was, systematically reducing prices and compressing its gross margins.

Pillar III: Standardize Processes and Empower Staff through Continuous Improvement

Standardizing processes. Mud Bay made some progress in standardizing the processes for customer returns, special orders, unloading and putting away merchandise, and managing inventory expiration dates. Stores were encouraged to lay out their register counters in the same way—for example, putting scissors in the same drawer in each store—to help district managers and staff who took shifts in multiple stores work more efficiently. In 2017, Mud Bay created a training for the delivery drivers who worked for the company’s distributors in order to standardize how warehouse crews built pallets for delivery, where delivery drivers left merchandise within stores and how Mud Bay prepared items for reverse logistics. Drivers were also introduced to a message board where they could leave and receive notes if there was an issue. Standardization of shared delivery processes cut the percentage of problem deliveries almost in half, from 8.6% in 2016 to 4.8% in 2017. In 2017, Mud Bay improved the way it asked staff for input into store schedules, enabling Muddies to indicate not only the hours they were available to work but also those they preferred.

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Much had been accomplished in a few busy years. Still, in the summer of 2018, Mud Bay’s leadership strongly believed that much more needed to be done. Lack of standardization in some processes and practices sometimes led to confusion and inefficiency, and, despite annual hand wringing, Mud Bay had made no improvement in inventory adjustments, which cost the company 1.2% of sales in 2017. At leas

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