At the recent General Merchandise Innovation Summit, hosted by RangeMe and the United Inventors Association during ECRM’s Impulse and general merchandise Sessions in Destin, Fla., ECRM SVP of Retail Wayne Bennet moderated an all-star panel of retail buyers from three of the country’s largest retailers.

Panelists included Kennedy Elsnes, Merchant for Impulse and Innovation at Ace Hardware; Keith Podob, Vice President of Store and Merchandising Planning at Dunham’s Sports; and Alan Noblitt, Omni Buyer Merchant at Tractor Supply Co. This discussion offered a rare, "behind-the-curtain" look at how multi-billion dollar enterprises evaluate new products and what they expect from their vendor partners in 2026.

The conversation highlighted a stark contrast in retail philosophies, yet despite these different market positions, a common thread emerged: the retail environment is more competitive than ever, and "innovation" is no longer just a buzzword—it is a survival requirement.

From the pitfalls of overvaluing one’s own invention to the shifting demographics of the female consumer in traditionally male-centric spaces, Podob, Noblitt, and Elsnes provide a masterclass in what it takes to be "retail ready". Whether you are a "jerky guy" looking to break into the impulse aisle or a tool manufacturer navigating the transition from gas to battery platforms, the following Q&A captures the essential strategies for succeeding in today's diverse retail marketplace.

The Core Consumer: Who Is Walking Through Your Doors?

ECRM: Let's begin with the basics. You all play in different markets and have different positions. Who is your core consumer?

Elsnes: At Ace, we have about 5,000 stores worldwide, with 4,500 in the U.S.. Because we are a co-op, our stores are independently owned and operated. In the impulse world, our core customer is a destination shopper. They aren't coming in just to browse; they have a specific project—maybe fixing a leaky toilet or a broken pipe. Our mission is to take that person who came in for one purposed item and ensure they leave with that item, plus a Red Bull and a bag of chips. We want to build that basket and increase units per transaction.

Noblitt: We have 2,413 stores and open a new one every three and a half days. Our core customer is Rural America. We serve individuals, small municipalities, and school districts. These are people who often live 20 or 30 miles from a big city, so they have to be self-reliant. They rely on the products they buy to work because if a tool breaks, a 15-minute job turns into a three-hour ordeal. We focus on that old-fashioned, face-to-face interaction. I tell my team: you’re not here to sell anything; you’re here to make a customer.

Podob: We are the second-largest full-line sporting goods retailer in the country. About 60% of our business is outdoor lifestyle: hunting, fishing, camping, firearms, and ammo. Our customer base has widened significantly. It used to be the 24-to-48-year-old male, but now it’s soccer moms and dads bringing kids in for gear. Like Ace, we are a destination store. If you’re coming in to buy a treadmill, you’ve made a plan to be there. Our impulse area is designed to make the checkout experience fun and surprising so they aren't just leaving with a baseball bat.

Defining "Retail-Ready"

ECRM: What does "retail ready" actually look like for your specific operations?

Podob: For us, it’s about impeccable packaging. In an 80,000-square-foot store, it is very difficult for a customer to find an employee who knows every detail of every product. The packaging has to explain the product to the customer. It should be shelf-ready and, ideally, pre-ticketed. If a customer looks at a product and can say, "Oh, this is exactly what I need for my sore knee," without needing to flag down a staff member, that is retail ready.

Noblitt: Retail ready means being ready for both channels—online and in-store. Because our customers live far away, they almost always go online first to check inventory positions or learn about a product. They don’t want to drive 21 miles for T-posts and find out we're out of stock. The packaging must be the silent salesperson. Also, if we carry a brand, we want to stand for the whole brand. If we only have room for two pieces of your line in the store, we’ll put up a QR code so the customer can access your full assortment online.

Elsnes: At Ace, retail ready means you’ve already proven the concept. We have 5,000 pilot stores. Before you pitch to corporate, you should already be in 50 to 100 Ace stores independently. You should come to us with sales data and units sold. You’ve done the work to prove it works in our ecosystem. Secondly, you must be committed to our conventions—the Ace Shows. That is the only way to get in front of 3,000 owners at once.

Pricing Strategies and Pitfalls

ECRM: Pricing is a major topic for suppliers. What are the common mistakes vendors make, and what should they consider?

Podob: The biggest mistake is overvaluing the product in your own mind. Inventors often want to be paid for their labor and their great idea, but retailers pay for sales. It is often better to price it slightly lower to drive volume. High volume is what builds a sustainable partnership.

Noblitt: Vendors come in every day saying they have the greatest thing in the world, and they usually don't. You need to know where you fit in the "good, better, best" hierarchy. Also, MAP (Minimum Advertised Price) pricing is a huge battle right now. If a customer does Buy Online, Pick Up In Store (BOPIS), they don’t want to see one price on the website and a lower price when they walk into the store. That inconsistency destroys trust.

Elsnes: Remember that Ace is a wholesaler. Whatever price you quote me, we have to tack on a percentage before the retailer buys it from us. When you’re calculating your margins, you have to account for that extra layer so that everyone—the vendor, the wholesaler, and the retailer—can make money.

Proving Demand: How Brands Can Stand Out

ECRM: What proof of demand do you value most? Is it social media reviews, DTC sales, or something else?

Podob: I look at who else is selling it. If a competitor or a major big-box store is carrying it and it’s moving, I know I need to be part of the party. If you come to me first, it’s a much riskier proposition, and the pricing structure has to reflect that risk.

Noblitt: I’m the opposite—I want innovation that nobody else has. I don't care where else you're selling. But when you bring it to me, I’m going to take it home and use it. If it doesn't work for my lifestyle, I’m not interested. It has to be better, faster, or stronger than what’s already out there.

Podob: If we like an item but it has no track record, we’ll propose a test. But vendors need to be smart about the sample size. Don't just pick your 25 best stores. You need a mix of low, mid, and high-volume stores to see if the product has legs across the whole fleet.

Innovation in the Aisles

ECRM: Kennedy, you have Innovation in your title. What is exciting you today?

Elsnes: In consumables, protein is king. Jerky has been a phenomenal business for us. There are a million jerky guys out there, which is actually great because it allows our stores to differentiate themselves from Costco or Walgreens by carrying unique, regional brands. We also see huge growth in things like trading cards and balloons—categories that are opening up as other retailers like Party City or Bed Bath & Beyond consolidate or close.

Podob: I agree on protein and energy drinks, but my challenge is space. We only have 48 feet in our queuing system. I’m also very excited about apparel. Carhartt has become our number one vendor, surpassing Under Armour. We’re also seeing wild innovation in baseball apparel—brands like Savannah Bananas or Baseball 101 with sprinkled shorts and crazy colors. Parents don't seem to mind spending $500 on a high-tech metal bat if the gear is fun.

Noblitt: In hardlines, battery platforms are taking over everything—power tools, pressure washers, etc. However, in Rural America, gas is still king because you can't always wait for a battery to charge when you're out in the middle of a field. We’re also positioning ourselves as the truck destination for America. We want to own the heavy-duty diesel, Jeep, and big truck market.

The 'Made in America' Factor

ECRM: How much does "American Made" actually matter to your customers?

Noblitt: It resonates deeply with the rural customer. We’re even looking at adding a "Shop American Made" filter on our website. But American-made doesn't automatically mean it's the best quality. If you’re going to hang your hat on being American-made, you must back it up with high quality. You can't just charge a premium because of the flag; the product has to be better.

Elsnes: It matters in certain categories, especially with current tariff concerns. Knowing there is stability in the supply chain because a product is made here is a definite pro when we’re deciding what to bring in.

Podob: It’s tricky. Consumers say they want to buy American, but they often don't like the American price. So much of the steel in grills and hard goods is imported. If the price is competitive, we'd love to buy American, but price is still a major barrier.

The Rising Female Consumer

ECRM: Historically, your environments were very male-centric. How is the female consumer evolving in your stores?

Podob: A survey we did showed that 65% of our customers are female. They might be buying sweat socks for their husbands or baseball gear for their kids, but they are the ones walking the aisles. If your packaging is geared toward moms, don’t change it—it resonates.

Elsnes: We are about 60/40 male-to-female. Some of our stores have front-end queues that look like a TJ Maxx, with face masks, lip balm, and hand lotion. We’ve even seen stores with boutiques inside them selling jewelry and home furniture right next to the DeWalt tools. Brands like Alani Nu and Chomps, which are female-focused, have seen 30% growth in our stores.

Noblitt: We are almost 50/50. We are the small-town general store. I remember bringing in a white gun safe, and the corporate office thought I was crazy. But I knew Mama had to think the safe was pretty before it was allowed in the house. It was a huge hit. You’re often marketing to the person who has to give the okay for the purchase.

Final Thoughts: What Keeps a Merchant Up at Night?

ECRM: To wrap up, what is the one problem keeping you up at night that someone in this room might be able to solve?

Noblitt: Fitment data. I have so many products I could sell, but I don't have the IT structure to tell a customer exactly which part fits their specific 2022 F-250. We need better visualizers and garage tools for our digital platforms.

Podob: Space and clearance management. My buyers love to bring in new brands, but they hate "cleaning up" the old ones. No matter how big we build the stores, we always run out of room.

Elsnes: Units per transaction. We’ve seen a five-year decline in the number of items customers buy per visit. With prices and tariffs rising, customers who want to buy two items can often only afford one. My job in impulse is to reverse that trend and find the right product at the right price to get that extra unit back into the basket.