Corrick's Stationery Store has been family owned and operated in Santa Rosa, California since 1915. Over the decades it has expanded its product offerings and services while facing challenges from changing economic, social and technological trends. Currently managed by the fourth generation of the Brown family, Corrick's strives to provide high quality customer service and a unique shopping experience through various on-site businesses. However, threats from large retailers and shifts in consumer behavior require the store to continually adapt its strategies to remain competitive.

1. Corrick’sStationery StoreCorrick’sStationery Store
Located in SantaRosa, CALocated in SantaRosa, CA
By Tristan Geiger

2. HistoryHistory
 Corrick’s is one of the oldest business in Santa Rosa
 The store was established in 1915 when Arthur Rae Corrick joined and
purchased a substantial interest in the C.A. Wright & Co., a stationery and book
store that had been around since the 1880’s.
 When he became owner he expanded products and services to greeting cards,
furniture and office supplies, and a lending library in which locals could check
out books.
 During WWII Marjorie Corrick, daughter of Mr. & Mrs. A.R. Corrick, married
Kenneth Brown who purchased half interest in the firm and assumed
management of Corrick’s.
 When Kenneth Brown took over management the store had 25-30 employees.
The Browns added inventory such as fine china, silver, and crystal gifts.

3. HistoryHistory
 Corrick’s continues to be family run
 In 1957, Mr. & Mrs. Brown’s son, Corrick Brown, took over management of the
store. In 1973, they moved and cut some departments, but expanded their social
stationery, wedding, toys & games, maps & globes, and art supplies departments.
 In the late 1980’s Keven Brown assumed management of the store, making it
fourth generation family owned.
Fig. 1. Corrick’sin 1939 Fig. 2. OutsideCorrick’sToday

4. Products& Services/Missions& ObjectivesProducts& Services/Missions& Objectives
 Corrick’s has a variety of gifts & services
 Corrick’s carries china and dinnerware, crystal bowls to crystal jewelry. Silver
items such as baby cups & frames, toys & games, art supplies, office supplies,
greeting cards & fine stationery, a wedding department & other gifts.
 Services include custom printing for invitations for all occasion and orders for
specialty products.
 Corrick’s tries to bridge the gap between business and
culture
 Corrick’s mission is to provide quality customer service to customers through
product knowledge. Friendly staff will assist customers and educate customers
about products so that they know they are purchasing the right products.
 Store manager Keven Brown has integrated the local community into the store by
providing room for a art gallery, tasting room, and frame shop.

5. Mission & ObjectsMission & Objects
 Corrick’s owner Keven Brown has partnered with family-
run businesses, which are located within the store.
Fig. 1. Ancient Oak Cellars Fig. 3. My Daughter theFramer
Fig. 2. ARTrailsGallery at Corrick’s

6. Social & Political ImpactsSocial & Political Impacts
 Changes in the external environment have a dramatic
impact on the store
 Consumers buy necessities rather than luxuries, so the store loses profit since the
majority of the products are gift oriented.
 Consumers are trying to “Think Green” by buying recycled and environmentally
friendly products. Corrick’s had to change its buying trends to meet their needs.
Consumers also want to buy products made in the USA, so the store had to drop
product lines that outsource production to Asian countries.
 Political impacts have affected employee’s access to healthcare. Part-time
employees used to receive health benefits but now only full-time employees have
them. Additionally, taxes on the business and access to loans have slowed
expansion plans.

7. Economic & Technological ImpactsEconomic & Technological Impacts
 Changes in the external environment have a dramatic
impact on the store
 Economic impacts include distributers who raise prices on products and increase
the minimum amount of money to make an order. Additionally, they have
increased shipping costs and added fuel surcharges. In effect, Corrick’s is forced
to mark up products, which causes customers to stop coming to the store.
 Having less money to buy products causes managers to decrease the number of
product lines they carry.
 Technological impacts include the increase in computer technology. Companies
communicate through email and give better discounts through online orders.
Many Corrick’s employees had limited experience with computers and were
forced to catch up quickly.
 Online retailers have hit Corrick’s hard. They can sell products at low prices and
attract a more diverse customer base.
 Social networks and email marketing help gain a greater customer base.
Corrick’s did not get on board until about 2 years ago, so they have lost many
customers.

8. SWOT Analysis- Strengths& WeaknessesSWOT Analysis- Strengths& Weaknesses
 Understanding strengths & weaknesses help companies
get a better position in their market.
 Strengths: They have been around for almost 100 years, so customers know they
can depend on them to provide excellent customer service and the products they
demand. Additionally, they have employees who have product knowledge
experience, so customer know the store can be trusted.
 Strengths: They have the ability to get unique items that customers won’t find
elsewhere. Corrick’s has also integrated a frame shop, tasting room, and art
gallery, which no one has done in Santa Rosa.
 Weaknesses: Corrick’s has to mark up prices because they don’t buy in bulk.
They can’t stock every product because they don’t have enough money or shelf
space.
 Weaknesses: Buyers have poor buying habits because they buy too much of one
product, they don’t look at competing companies prices, and they don’t have an
online retail website.

9. SWOT Analysis- Opportunities& ThreatsSWOT Analysis- Opportunities& Threats
 Understanding opportunities & threats help companies get a
better position in their market.
 Opportunities: The store is in the middle of wine country where art and wine mix.
They have the opportunity to attract that customer base with the ARTrails gallery,
frame shop, and tasting room.
 Opportunities: They can use new advertising mediums such as social networking
sites, online coupons, radio, television, bulletin boards, and movie theaters.
 Threats: Extreme threats come from big-box stores and department stores. These
stores have lower prices, more variety of brand-name products, multiple retail
locations, and online retail stores. Additionally, they can order large amounts of
product and may be able to return them if they don’t sell.
 Threats: Larger businesses have access to global markets, which appeal to
consumers. Some companies won’t sell their products to Corrick’s because they are
too small. Threats also include cash flow problems; big companies have more money
to send to other parts of the business that is hurting, while small businesses cannot.

10. SWOT Analysis: Focus& ImprovementsSWOT Analysis: Focus& Improvements
 Managers need to create better advertising and customer
incentives
 Construct advertising plans: Look for the local newspaper’s and magazine’s
online sites where locals and tourists are looking for travel destinations. Talk to
advertisers and make sure to headline Corrick’s products instead of the ARTrails
gallery, frame shop, and tasting room.
 Create a series of six ads that target different types of people. Make sure different
ones are rotated on the sites every other week.
 Managers should closeout products that aren’t selling about 6 to 7 times a year.
 Buyers should pay attention to market trends, pay attention to customers’
feedback, and check in on what competitors are doing. They should talk to
company reps on a monthly basis to see what is and isn’t selling, so buyers will
have a better idea of what to purchase.

11. Management/LeadershipManagement/Leadership
 The managers at Corrick’s use supportive and
participative leadership.
 The general manager, who works in the back of the store, asks employees about
potential store changes, such as product ordering or designing a new floor plan.
 The manager in the back of the store takes employees suggestions when making
decisions. She empowers employees by promoting them to make projects and
complete them within their own timeline. She listens to employees’ needs and
helps them find solutions when there are problems. Additionally, she gives
constructive feedback.