+1 on the in-store range, and on the extended hours.
I notice you're in Oregon. Portland, at least, is a wired community. If I were you I'd strongly consider spending just as much time on your website as you do on your physical storefront--if not more. Make it known to your customers that they're able to order off gunbroker and have their purchases shipped to you: FFL transfers are pure profit for you, with the added bonus that you don't bear any inventory risk. After all, your physical store, no matter how big, can never come close to matching the breadth of products available on the Internet. And guns are particularly niche products; even if you sell the particular model of 1911 wanted by Joe Customer, do you offer it in the right caliber, finish, grip, and trigger? Almost certainly not. Consider your physical on-hand gun inventory to be representative display pieces, and make it easy for customers to get what they actually want (via special order through you, or by using you as delivery for Internet purchases).
Lastly, I recommend you put a lot of focus on community and membership (particularly if you have a range). Sell services like cleaning, safety classes, marskmanship leagues, training classes, "rep" days. Again, there's no inventory burden and high margin, and by giving customers a reason to come into the store even when they're not looking to buy, you encourage them to buy ammo, accessories, and maybe even a gun.
In other words: my advice to you is to put the least of your focus on actual guns, and most of your focus on memberships, ammo, accessories, apparel, services, and FFL transfers. Foster a community, publish a professional-quality newsletter (email *and* snail mail), make your store a destination, and sell high margin, high inventory-turnover products.