To reduce the risks associated with elevated debt leverage and aging inventory during the current market correction, Camping World should adopt a strategy centered on aggressive liquidity reinforcement, enhanced pricing transparency, and a structural shift toward high‑margin service revenue. Addressing both the rapid depreciation of stagnant inventory and the negative consumer sentiment surrounding hidden fees is essential for stabilizing performance and positioning the company to capture the upcoming trade‑in cycle from the 4.1 million pandemic‑era RV buyers (Motley Fool Transcribing, 2026; Moreau, 2026).

Strategic Recommendations for Risk Avoidance

1. Accelerate Inventory “Cleansing” to Protect Working Capital

Management must prioritize the rapid movement of the 18% of new inventory consisting of Model Year 2025 units before 2027 models enter the market (Motley Fool Transcribing, 2026). Although this initiative creates an estimated $35 million EBITDA headwind, it is necessary to achieve the targeted 2.2–2.4 inventory turns and prevent further erosion of margins caused by floor‑plan interest and natural depreciation (Motley Fool Transcribing, 2026).

2. Institutionalize Transparent, “Out‑the‑Door” Pricing

Competitors such as Bish’s RV have gained consumer trust through no‑haggle, no‑hidden‑fee pricing models (RV Dealers Boise, 2026). To remain competitive, Camping World must directly address widespread consumer complaints regarding double freight charges, prep fees, and other perceived unethical practices, which have been documented on consumer forums such as Reddit (Reddit, n.d.). Implementing a transparent, out‑the‑door pricing structure is critical for attracting Millennial buyers—projected to represent 40% of the RV market by 2026 who overwhelmingly prefer straightforward, digital‑first purchasing experiences (Moreau, 2026).

3. Prioritize Debt Reduction Over Shareholder Distributions

The suspension of the quarterly dividend should remain in place until the company reduces its net debt leverage ratio from 5.7x to below the 4.0x target (RV Business, 2026). Preserving liquidity is essential for maintaining operational flexibility and enabling opportunistic acquisitions in high‑volume regions such as the Midwest, which accounts for 28% of registrations, and California, which represents 15% of national RV sales (Moreau, 2026).

4. Redirect Labor Toward High‑Margin Service Segments

Camping World should continue reallocating labor toward used‑RV reconditioning and service operations, which saw a 24.6% volume increase in 2025 (RV Business, 2026). Fully deploying the Service CRM within 60 days will centralize workflows and help capture the 60% margins available in service and parts, providing a stable revenue buffer against volatility in new‑unit retail sales (Motley Fool Transcribing, 2026).