Switchback Spring, June 16-18, 2026 in New Orleans, LA
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Switchback at TRE, December 1-3, 2026 in San Antonio, TX
For many outdoor retailers, the holiday season is less about strategy and more about survival. By the time December winds down, most shops are deep in execution mode, doing everything they can to keep shelves stocked, staff energized, and customers moving through the door. That makes the stretch immediately after the holidays one of the most important moments of the year. It also makes it super easy to overlook. 
It’s the window where retailers can step back, assess what really happened during the year, and make decisions that will shape the entire next season. To help frame that reset, I spoke with Dan Jablons, expert at Retail Smart Guys, and a longtime retail consultant who works with specialty retailers across the country.
Jablons has spent years helping shops diagnose inventory issues, rebuild expense structures, and create healthier cash flow. He’s also blunt about what does and doesn’t work. This feels especially important in 2026 as retailers face rising costs, uncertain consumer confidence, and increasing pressure to create in-store experiences that actually give customers a reason to show up. Below are five clear, actionable priorities Jablons believes outdoor retailers should focus on as they close out the year and move into 2026.
The first thing Jablons wants retailers to do is take a hard look at what didn’t sell, not just during the holidays, but over the last 90 days or more. Old inventory ties up cash, but it also sends a message to customers. If shoppers repeatedly see the same products hanging on the wall or stacked on tables month after month, they don’t just ignore them — they start to assume the store itself isn’t for them.
That perception problem compounds over time. The more stale product you show, the less exciting your store feels, and the harder it becomes to generate traffic.
Jablons argues that 2026 will reward retailers who consistently present new, interesting, and genuinely exciting merchandise. That doesn’t mean chasing trends blindly, but it does mean making space. If inventory hasn’t moved, it’s blocking cash flow and blocking opportunity. Clearing it out creates room for the kinds of products that actually give customers a reason to walk through the door again.
The next priority is getting brutally honest about expenses. Jablons notes that nearly every retailer he speaks with is concerned about tariffs, rising costs, and the broader economic picture. Whether or not those fears fully materialize, the uncertainty alone is enough reason to tighten things up now.
This is the moment to look closely at payroll, rent, and any lingering costs that may have crept up unnoticed. Retailers should ask whether their current expense structure still makes sense for where their business is headed, not where it used to be.
The goal is not panic-driven cuts, but clarity. If costs rise unexpectedly in 2026, retailers with bloated expense structures will have far less room to maneuver. Those who’ve already cleaned things up will be better positioned to absorb shocks without making desperate decisions mid-season.
Jablons is careful to point out that responding to tariffs isn’t as simple as “buy American.” Many domestic brands still rely on overseas components, which means costs can rise in unpredictable ways. Retailers need to understand how each brand in their assortment is being affected and whether the math still works.
That means asking tough questions. Can you sell through this product at its new cost and still make money? Will customers accept the higher price? Does this brand still belong in your mix if margins erode?
Assortment planning for 2026 has to balance product excitement with financial reality. Jablons emphasizes that retailers should be seeking innovation and freshness, not simply reordering last year’s lineup out of habit. Newness is what gets customers excited, especially if consumer confidence dips. When budgets tighten, shoppers don’t respond to sales alone. They respond to products that feel genuinely different and worth leaving the house for.
One of Jablons’s most important distinctions is between having a sales plan and having an inventory plan. Selling a certain dollar amount is only half the equation. Where you finish the season matters just as much.
He offers a simple comparison: two stores of similar size can have identical sales years, but if one ends the season with twice as much inventory at cost, that store is in a far worse position. Excess inventory leads to deep markdowns, trains customers to wait for sales, and limits a retailer’s ability to buy fresh goods for the next season.
It is helpful for retailers to think backward. What level of inventory do you want to end with, and how does that inform what you buy today? That thinking becomes even more critical when weather, fashion, and economic conditions are unpredictable. The goal is not to avoid risk entirely, but to manage it deliberately. Since so many of the risk factors, like major weather patterns, can be unpredictable, it is important to negotiate vendor partnerships that acknowledge shared risk when things like snow or sun don’t materialize.
Jablons is unequivocal about one thing: simply being open is no longer enough. Retailers need a marketing plan that goes beyond discounts and includes real, in-store experiences. Events, demos, clinics, and social gatherings give customers a reason to choose your store over staying home or shopping online.
This matters even more for younger consumers, who Jablons notes are increasingly prioritizing real-world connection over endless digital engagement. They want places to go and things to do with friends. If retailers don’t provide that, customers will find it elsewhere.
That experience hinges on staff. Jablons stresses that employees can’t feel robotic. They need training, product knowledge, and the confidence to be themselves with customers. Retailers should also be using their point-of-sale systems as tools, not just cash registers. Understanding what’s selling, what’s sitting, and where inventory stands is essential. Inventory is often a retailer’s largest investment, and failing to manage it properly undermines everything else.
Jablons’s advice is grounded in a simple reality: outdoor retail in 2026 will reward discipline, clarity, and creativity. Clearing old inventory, tightening expenses, planning assortments thoughtfully, managing inventory endpoints, and investing in staff-driven experiences aren’t flashy moves. But together, they create healthier businesses that are better equipped to handle uncertainty.
