The story of Goodwin Smith began in a Lancashire pub in 1928, born from a spirited argument between two rival shoemakers: Ernie Goodwin, a professional footballer for Manchester City, and Walter Smith, a hardy coal miner. Despite their different backgrounds, the two discovered a shared obsession for impeccable craftsmanship and a "work hard, play hard" lifestyle, leading them to join forces and create the Bacup Shoe Company. Nearly a century later, the brand remains a family-run business that honors this heritage by blending classic British silhouettes with a modern, cheeky edge, ensuring every pair of "Bucking Good Shoes" is built for those who value both high-quality construction and a great night out.
Goodwin Smith Outlet implemented a negotiation-based sales strategy (BATNA) across 68% of its product catalog (228 out of 335 products). The goal was to determine if allowing customers to negotiate price would impact conversion rates and Average Order Value (AOV). The results demonstrate that orders involving negotiation yielded significantly higher transaction values compared to traditional "buy it now" purchases.
Standard outlet pricing often leads to a "race to the bottom" where margins are squeezed, or customers abandon carts in search of better deals. Goodwin Smith Outlet sought to bridge the gap between fixed clearance pricing and customer expectations by introducing a dynamic negotiation tool.
During the 30-day period, Traditional Orders (without BATNA) consisted of 851 individual orders, resulting in an Average Order Value (AOV) of £34.90.
In contrast, Negotiation Orders (with BATNA) showed significantly higher transaction efficiency. While the volume represented 70 orders, the value per customer was much greater. The AOV for these negotiated orders reached £49.80, representing a substantial 42.7% increase in value per transaction compared to the traditional checkout process.
The integration of BATNA has proven to be a powerful lever for Goodwin Smith Outlet. By moving away from rigid pricing on a majority of their inventory, they have tapped into a segment of high-value shoppers, resulting in an AOV that dwarfs standard transactions.
