Through that collaborative effort,
the Jimmy’s team was able to support farms with surplus flowers and leverage shared investments in marketing and advertising, while promoting flowers. Customers responded positively, and so the approach also helped the participat- ing shops keep their staffs engaged and busy. The most popular ad approach, which ran for about a month, was 50 percent off a dozen or more roses. “I spoke to several customers who were sending them to all of their friends that they couldn’t visit and also buying some for themselves,” Kusuda said. Like many florists, Jimmy’s also has
seen a serious spike in online orders, which have increased by 42 percent in terms of volume and 50 percent in terms of sales, year over year. The shift means the Jimmy’s team is closely evaluating where they invest time and energy, and the product mix they want to offer. “We’re putting more of the budget towards online avenues because people are increasingly shopping from home, and that may give us more bang for our buck than ever before,” Kusuda said. “We’re also looking at the amount of floor space and money going toward carrying various gift and home décor items. Some people are still coming into our stores, but the overall foot traffic has obviously decreased, and gift sales are way down as a result.”
And remember… promote what
you want to sell. One of the biggest lessons the Jimmy’s team learned from Mother’s Day: Customers were just fine with fewer options to choose from online, and having a streamlined menu proved better for the business, too. “We decided to only offer a select number of bouquets, and customers were required to choose from that list,” said Kusuda, who saw holiday sales up by 40 percent this year. For the first time in their history, they didn’t accept custom holiday orders. “I know many shops across the country have done that for years, but we were always hesitant because we try really hard not to ever say no to customers. This year went so smoothly because of this change.” The approach also meant simplified ordering for both hardgoods and fresh flowers, reduced inventory, reduced waste and more efficient production overall. “We’re going to implement a similar strategy for future holidays,” Kusuda said.
Mary Westbrook is the editor in chief of Floral Management. Katie Hendrick Vincent is the senior contributing writer and editor.
mwestbrook@safnow.org
A BOUQUET
OF HOPE With a global pandemic, fractured econ- omy and nationwide protests on every American’s mind — the country could use a shot of hope right now, and Jim Dion of Dionco Inc. said that gives the floral industry a unique advantage over competitors.
“Hope is something every consumer needs right now,” he said. “America is emerging from the virus in very differ- ent ways, on very different timelines. People are overwhelmed by the news. They need something positive to hold onto, in products, service and messag- ing. Because of its product — flowers, plants — the floral industry is in a posi- tion to deliver that hope.”
SAF has a catalog of university research on the health and emotional benefits of flowers available to association members, along with local marketing materials to help you spread messages such as:
• Flowers reduce stress and create a moment of calm.
• Living with flowers can provide a boost of energy, happiness and enthusiasm.
• Flowers have an immediate impact on happiness and a long-term posi- tive effect on moods.
Find out more at
safnow.org.
ON THE JOB Tim Parr of Rockcastle Florist readies designs for delivery.
The magazine of the Society of American Florists (SAF)
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