The Good Feet Store A Strategic Analysis

One strategy. Two specialists. Ten observations drawn from your own data.

Before this was a capabilities conversation, it was a reading assignment. You opened eleven documents to us — TV buy analyses, brand health trackers, digital performance reviews, consumer research, customer journey maps, spend reports, DMA datasets. We read them. All of them.

What follows is not a pitch about what Jekyll + Hyde and Ryze Agency can do. It is a diagnosis of what the documents you provided actually say — ten observations about The Good Feet Store business, ranked by the combination of revenue impact, evidence strength, and speed of intervention. Each one links to a detail page that shows the proof, calculates the money on the table, and explains exactly how the joint partnership closes the gap.

We think this is the most honest way to start a relationship.

02 · THE OBSERVATIONS

Ten observations.
Ranked by leverage.

The ten observations below are not our opinions. They are findings drawn directly from your RFP document package — eleven source documents ranging from the MPRB National TV Buy Analysis to the DiMassimo Goldstein Brand Health Tracker to the Adtaxi Franchisee All Hands to the Customer Journey Map.

The ordering is deliberate. Observations 1-3 are the existential business-level issues — same-store decline, an awareness gap, a funnel that loses 74% of its leads. Observations 4-7 address media allocation, digital mix, and measurement. 8-10 close on consumer experience and creative assets.

Click any observation to see the proof, the dollars on the table, and how the joint partnership resolves it.

Lane 01 · Demand

J+H leads · existential business questions

J+H Lead · Same-Store Demand

Same-store demand is declining even as the system reports growth.

Total New Ups up +7.2% YOY in Nov 2025 — entirely from new store openings. Same-store New Ups down 10.7% over the same period. The +7.2% headline is masking a store-level deterioration that compounds as the pace of new openings slows.

Same-Store Loss · Year 1

$6.3M

Revenue left on the table from the -10.7% same-store decline across the 242-store base. Trend is asymmetric and compounds.

J+H Lead · Brand Awareness

Brand awareness is critically low for a 30-year-old business in a $2B+ market.

3% unaided awareness. 44% aided vs. Dr. Scholl's at 89%. Only 7% of pain sufferers have ever purchased The Good Feet Store. The 90-day RTB tests at 57% intent-to-book — the product works, the message works, the audience does not know the brand exists.

24-Month Upside · Awareness Recovery

$80–140M

Incremental system revenue if aided awareness moves from 44% to 60% with sustained TV + CTV investment.

Lane 02 · Funnel & Measurement

Ryze leads with Jekyll + Hyde inputs

Ryze Lead · Appointment Funnel

The appointment funnel loses 73–74% of leads before they become customers.

25% cancel before the fitting. 58% show rate. 60% close rate. Of every 100 booked appointments, roughly 26 result in a sale — at $1,611 average ticket, that is $119,214 in potential revenue lost per 100 bookings.

System-Wide · Annual Opportunity

$200–285M

Annualized revenue lost to funnel leakage. $15–27M recoverable in year one from nurture sequence alone.

Ryze Lead · Non-Brand Search

Non-brand search is capturing only 12% of in-market demand.

30 of 86 Adtaxi-managed stores are not running non-brand search at all — despite non-brand driving +27% more appointments on 52% less spend at 58% lower cost per appointment. This is a proven mechanism being deliberately left off the table.

System-Wide · Capture Expansion

$12–30M

Annual revenue recovery from activating dark markets + moving in-market capture from 12% to 30%.

Joint Lead · Attribution Architecture

Attribution is fragmented across at least three agencies with no unified matchback.

Jekyll + Hyde on national TV. Adtaxi on digital for 86 stores. M-Marketing on 11. Franchisee agencies everywhere else. The -6% CPO swing credited to national TV has no DMA-level matchback, no branded search lift analysis, no separation of TV-created demand from digital-captured demand.

Misallocation Cost · Annual

$3–8M

Direct waste from decisions made on incomplete data. Opportunity cost compounds across every other observation.

Ryze Lead · Digital Mix Rebalance

The digital mix is structurally tilted toward velocity, not demand.

41% of digital spend flows to brand search and retargeting combined. These channels capture demand that already exists — they do not create it. With same-store brand demand declining 10.7%, over-indexing on velocity becomes a compounding trap.

Upper-Funnel Reallocation · Annual

$5–12M

Additional revenue from rebalancing 41% → 28% velocity share into CTV, non-brand, and Meta prospecting.

Ryze Lead · Brand Search Governance

Brand search is saturating and costs are rising.

Brand CPCs up +22% YOY. Impression share approaching ceiling. The business is bidding against itself for audiences TV has already delivered. ~60% of current brand conversions would have arrived organically — brand search is subsidizing SEO and direct, not producing incremental customers.

Waste + Misattribution · Annual

$1–2M

Direct overspend above efficient frontier, plus misallocated credit that distorts mix decisions elsewhere.

Lane 03 · Consumer Experience & Creative

Ryze CRM + Creative governance, J+H creative lead

Ryze Lead · Price Expectation Architecture

Price is the #1 objection after the creative resonates — and it's not addressed anywhere.

Consumers expect to pay under $800. Average ticket is ~$1,611 — roughly 2× the expectation. Not addressed on the landing page, not in TV creative, not in pre-appointment nurture. The ~$800 surprise is absorbed entirely by the in-store specialist at the worst possible moment.

Close-Rate Lift · Annual

$35–85M

Revenue recovery from 5–10 point close-rate improvement via price transparency + CareCredit normalization.

Ryze Lead · Franchise Digital Standardization

Franchise digital strategies are wildly inconsistent.

Cost per appointment ranges from $73 (Fahringer, 13 locations) to $354 (McDonald, 2 locations) across franchise groups — a 4.8× variance. No standardized playbook enforces best-practice execution system-wide. Peer networks operate at <2× dispersion.

Network-Wide Recovery · Year 1

$6–10M

Savings + volume from tiered playbook adoption. Enablement, not mandate — franchise autonomy preserved.

Joint Lead · Clinical Claim Deployment

Clinically-proven medical claims from Mass General / Harvard are sitting idle.

Approved April 2024. "Clinically proven. Significant pain relief in only 4 weeks." The strongest legally-defensible differentiator The Good Feet Store has ever had — and it appears in 1 of 8 critical customer touchpoints. Clinical credibility ranks as the #1 close driver in category consumer research.

Deployment Alone · Annual

$40–60M

Intent-to-book lift + close-rate improvement from consistent claim deployment. Asset is already paid for.

03 · The Partnership Thesis

These observations are the starting point. The next ninety days of work are the proof.

Click any observation to see the math, the mechanism, and the accountability framework.

Jekyll + Hyde creates demand. Ryze captures it. One dashboard. Shared accountability. Every intervention in this document is an expression of that thesis — and every KPI on every subpage is measured by the same joint standard.

Lane 01 · Lead

Television. National buy. Creative development. Local TV coordination. The demand-creation engine that lifts every store in the system, in every DMA the buy reaches.

Lane 02 · Lead

Digital. Search. Social. CTV. Conversion rate optimization. Attribution infrastructure. Lifecycle marketing. The capture-and-convert layer that turns TV-created demand into register receipts.