The Met owners fashion a savvy business model

Geoffrey Michel remembers a scene that unfolded 10 years ago when family members and friends were working around the clock to help Michel and his wife, Brenda, open The Met.

“My mom was working side-by-side with who was then our only employee, Jill Lineham, unpacking these $400 crocodile belts,” Michel said. “My mom’s comment was, ‘What has my son done?’ And Jill was like, ‘These are perfect.’”

Michel agreed that the belts were just the right fit for the luxury fashion store and salon/day spa, because he believed then what he believes now: St. Armands Circle customers will pay for true luxury.

Last week, The Met marked its 10th anniversary with a week-long celebration that included two parties, along with a “Tribute to Italian Fashion.” But, although the business has expanded over the past decade, growing from 12 employees to 47, the core mission statement remains the same.

“It’s the respectful treatment of clients,” Geoffrey Michel said, “and the ultimate in products and services.”

“It’s treating our clients well,” Brenda Michel said, “and responding to what our clients were wanting.”

Before the Michels established their business, the couple worked at Mettler’s, a store that stood in The Met’s current location, which was one of 15 locations throughout the country. But, according to Geoffrey Michel, the multiple locations made it impossible for the operator to take a hands-on approach to running the business, and all of the store’s locations have since closed. Instead, the Michels chose to focus on a single location, and focus on spending as much time as possible on customers and staff.

Today, Geoffrey Michel handles day-to-day operations and menswear, while Brenda Michel does the women’s wear buying and marketing. And their proactive roles in the company helped the business to thrive, even when it began to feel the effects of the economic downturn in 2008.

“Hands-on is what has gotten us through this recession,” Geoffrey Michel said.

According to Geoffrey Michel, The Met responded to tough times by improving quality. He worked to control inventory, focusing on high-end products. Staff focused on personal touches such as writing a note to a customer or making home appointments with clients when necessary.

“When times get tough, the natural reaction is to look from the bottom line to the top line,” Geoffrey Michel said. “We look from the top line down to the bottom line.”

The Met could move into different segments of the fashion and beauty markets in the next year, Brenda Michel said, although she declined to discuss specific plans.

And although the Michels don’t rule out the possibility of someday having more than one location, for now, their focus is on the store they have called home for the past 10 years.

“You can have five good stores,” Geoffrey Michel said, “or you can have one great store.”

Contact Robin Hartill at [email protected].