Episodios

  • Suzie Welsh Devine | BINTO
    Oct 19 2021
    When Suzie Welsh Devine saw women struggling to find the answers they needed at overcrowded fertility clinics, she knew there had to be a better way. At the time, Suzie was a women's health and fertility nurse, but she came from an entrepreneurial family. Seeing a gap in the market, she combined her business savvy, passion for women’s health, and personal insights into fertility treatments to create BINTO, short for “Bun in the Oven.” She hopes that the company will change the way we see women’s health, supplemental treatments, and the medical industry as a whole.“Wouldn't we be better off focusing on preventative medicine over inpatient care?” Suzie asks in this episode of The Empowered Challenger. “Are there other ways of handling things before we move to prescription drugs? That’s really what we’re interested in.” Suzie founded BINTO in 2016, with $20,000 she’d saved and without traditional investors. Initially, she targeted the supplements to women receiving fertility treatments. Using the industry-disrupting powers of direct-to-consumer selling, and personalized marketing and products, BINTO is challenging an industry that’s been tough to crack. Since then, Suzie has started looking beyond fertility treatment, at other elements of women’s health that need a revamp. “I think we’re just at the tip of the iceberg when it comes to our potential, and what we want to be,” Suzie says.  Featured Challenger👱‍♀️ Name: Suzie Welsh Devine⚙️ How she challenges: Through BINTO, Suzie hopes to provide women at all stages of life with monthly supplement subscriptions customized to their needs.💊 Company: BINTO💎 Noteworthy: Suzie knew she wanted to go into nursing after a trip to Malawi with the Global AIDS Interfaith Alliance when she was 16. She got her nursing degree from the University of Virginia, and is still a licensed nurse.       🔍 Where to find Suzie: LinkedIn | Instagram Challenger Wisdom Highlights from the conversation appear below.💡 Challenging your expectations of yourself“The world of wellness was always floating in the back of my mind as something I was passionate about and really interested in. Did I know this was going to be my career? No, not a clue.”💡 Offering convenience is disruptive “Five years ago, no one was doing what we're doing. We really believe in personalized medicine, and we’re direct-to-consumer. We aren’t sold on a shelf and we don’t use bottles: Everything comes in easy, grab-and-go daily packets. As a nurse, I know that medication adherence is huge, and that means your supplements too. Building the brand in a way that’s easy for customers is key.”💡Taking on the market clichés“We're a scrappy startup, and we didn't work with an agency off the bat. It was just the team creating [the packaging]. In the fertility market, [the marketing] is a lot of baby bumps and hot pink. We wanted it to feel warm and fun and inviting, without having baby bumps everywhere.”  💡 Tuning out the background noise“People who haven’t built something think they know how to build something better than you do. I’ve had to learn that everyone has their two cents, and they think building a company is easy. Just take it with a grain of salt, and ignore it like white noise in the background.”💡 The new way to advertise“We do traditional pay-per-click ads, and we do some influencer work. Social media has been one of the biggest benefits to starting a brand today. If you’re starting a brand, you need to be present on social media channels. Instagram has been a phenomenal way for us to gain customers for a lower cost.”💡 Harnessing the disruptive power of personal connection “Word of mouth is really powerful. Any time that I can get in front of a group of women or potential customers, it sells. We used to do a lot of live events [before the COVID-19 pandemic]. Accessing fertility communities and doctors’ offices through B2B partnerships is also very powerful for us in terms of sales, because it speaks to trust. If someone’s doctor is telling them they trust a brand, they’re more likely to buy it.”💡 An alternative to traditional investors“I'm really glad that we were able to test things without a lot of investors involved. A lot of running a startup is throwing darts on a dartboard, and testing, and figuring it out. We were able to do a lot of the testing and figuring out on our own, so that when we have fundraised, we haven’t had to go through many painful points.”💡 Customers first, competition second“It's about our customers. If I get caught up in what other people are doing, then I forget about our core customers and I'm not serving them. Of course, it’s important to be aware of the competition, have a pulse on it, and know what's going on in the market. But we need to focus on our business and serving our customers, giving them what they need and creating products ...
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    27 m
  • Stan Chia | Vivid Seats
    Oct 12 2021
    When Stan Chia joined Vivid Seats in November 2018 as its CEO, he was excited about giving the profitable online ticket marketplace a stronger consumer-facing identity. Stan, who previously held executive roles at Grubhub and Amazon, joined the online ticketing company at a time when the secondary ticket market was growing by double digits year over year. Then the pandemic hit and live events ground to a halt. As Stan puts it, events were the first “to shut down and almost the last to come back.”On this episode of The Empowered Challenger, Stan talks about steering the company through the pandemic and how he’s positioning Vivid Seats to win consumers’ hearts (and dollars) as the pandemic moves into the rearview mirror. With fans excited to get back to concerts, sports and other kinds of live entertainment, Stan says trust is critical when you’re the company selling people their tickets. Consumers want to be assured that gathering in crowds will be done safely and that purchasing tickets is a hassle-free experience from a provider that will stand behind purchases. Even before COVID-19 upended life as we know it, Vivid Seats was building out its loyalty program, which enabled consumers to earn rewards on every transaction. Now, Vivid Seats has enhanced the program in an effort to make it “almost infallible from the value that we deliver to customers,” Stan explains. Now, anyone who uses the Vivid Seats platform earns 10% on every ticket purchase. Plus, the program looks for ways to add “surprise and delight elements,” such as exclusive parties and experiences. It’s part of Stan’s plan to “emerge stronger” from tough times. Tune in to this episode to hear more about how Vivid Seats differentiates itself in the online ticketing space through partnerships with Rolling Stone magazine and more, and why Stan doesn’t believe in focusing too much on competitors (even though he respects what they do).  Featured Challenger🧑 Name: Stan Chia⚙️ How he challenges: As the CEO Vivid Seats, an online marketplace for live event tickets, Stan places a significant emphasis on building recognition among consumers looking for a safe and trusted place to get tickets online. 🎟️ Company: Vivid Seats💎 Noteworthy: Stan was born in Singapore and served in the Singapore Armed Forces when he was 18 years old. He learned a lot about leadership during his military service, including the importance of leading by example — “I don't expect anything of anybody that I wouldn't be willing to do myself,” he says. 🔍 Where to find Stan: Twitter | LinkedIn🔍 Where to find Vivid Seats: Twitter | Instagram | Facebook Challenger Wisdom Highlights from the conversation appear below.💡Fans are itching to get back to live events (safely) “What we look at is safety first and foremost, making sure that as we facilitate events like this, that we're really understanding and considerate of comforts and discomforts of customers, right? As the world tries to figure out what the future looks like … there is a huge amount of pent up demand after 14, 15 months of total isolation as we were in lockdown. What we've seen now across the spectrum — music festivals selling out and record pace … there's a lot of excitement from fans to get back, but I think, also, certainly confidence that they can do that and they will do that in a safe way.”💡Leveraging a rewards program as a differentiator “One of the things we decided to differentiate ourselves on was a rewards program….we were one of the only rewards programs out there where every transaction you bought, you would earn something on that. And we said, Hey, also, we're going to build an amazing app. We're going to make sure all of these great personalization features are there. And between August of 2019 through February of 2020, we saw our app volume go from about eight to 9% to 40% of our volume. So huge adoption from consumers … they appreciated the design that our product and our engineering team had put into that as well as the value of our rewards program.”💡People love buying event tickets online — but trust can be a challenge “The challenge in this industry [selling tickets online] … is this a safe industry? Is this a place where you can get tickets? Like, who am I buying from? Who's going to stand behind this? Is it hassle-free? Am I protected as a consumer? I think that's something the industry faces and something that we've really tried to get ahead of.”💡Having a clear brand that resonates with consumers “We want our brand to be synonymous again with consumers when they think about live events. The emotions that we believe we represent to someone who wants to put their faith in us. So trust, value, service, all of these things … we want to make sure that truly our consumers feel that on the brand side … When you think of Vivid Seats, it's about experiencing it live, and celebrating the power of ...
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    31 m
  • Michael Rich | Psudo
    Oct 5 2021
    Michael Rich has been obsessed with sneakers for almost as long as he can remember. Michael got his start in the shoe business at age 16 when he sought out a job selling shoes at his local mall. After college, he went on to work on the manufacturing side and traveled across the world making shoes in foreign markets. For years, he dreamed of creating a sneaker brand of the future. Finally, he launched Psudo, a DTC sustainable sneaker brand, in 2019. “These are your ‘running around shoes,’ not your running shoes,” Michael says on this episode of The Empowered Challenger. Sustainability is core to the brand. The upper part of the shoe is made from recycled plastic water bottles. The sneakers are made in a Milwaukee-based solar-powered shoe factory, while its packaging is made from 100% recycled content. Psudo shoes are also made entirely in the U.S. While shoe manufacturing is rare in the United States — Michael estimates less than 5% of the shoes Americans wear are created domestically — he was determined to make it part of Psudo.And though it wasn’t easy, he’s found the benefits of domestic production to be significant: more control over the process, nimble response to customer demand, and shorter manufacturing runs.Marketing the challenger brand hasn’t been easy — especially for Michael who didn’t come from a digital marketing background. He believes Psudo’s innovative design coupled with the brand’s commitment to transparency are key ingredients for Psudo’s growth. Ultimately, Michael believes in the magnetism of a good brand narrative: “[P]eople will be reaching out more and more to do collaborations, to have the opportunity to do a podcast like this … I think one thing kind of takes care of the other.” On this episode of The Empowered Challenger, he also discusses his plan for creating a “circular brand” that customers can return for repurposing and get a fresh look.  Featured Challenger🧑 Name: Michael Rich⚙️ How he challenges: Michael is the founder and owner Psudo, sustainable sneakers that are made in the USA and sold directly to consumers. 👕 Company: Psudo💎 Noteworthy: Michael has been immersed in the business of sneakers since he was a teenager. When he was 15 years old, he started trying to convince a local shoe shop owner to hire him.        🔍 Where to find Michael: Twitter | LinkedIn🔍 Where to find Psudo: Facebook | Instagram Challenger Wisdom Highlights from the conversation appear below.💡Starting a challenger brand requires persistence “Every entrepreneur, if you ask them at the end or in the middle: if you knew how hard it would be to get here, would you still have done it? And I've bet a lot of people probably might say no, but then when you're sitting here and you have this little nugget of a company and you want it to be something more, it just inspires you to push forward. There are a lot of highs and lows as an entrepreneur and running a business … It's making sure this UPS shipment got delivered … all that logistical stuff that goes into running a business.”💡On creating a new product with a familiar feel (and a lot of of transparency)“The main thing that I wanted to do as an entrepreneur … I wanted to innovate a product that was unlike anything else that was on the market, but make it feel very familiar. And I also wanted to be very transparent about how I'm doing it, what I'm doing … that type of honesty doesn't exist. And when I look at our benefits and our branding and what we bring to the table, I think it has plenty of room for growth. And, what we call scale in this industry is what we're aiming for — and it doesn't happen overnight, and it certainly takes longer than anyone wants.I'm sure all the other brands would probably say the same thing.”💡A defined brand is your best customer acquisition strategy “We are working on Psudo 2.0 — what that looks like, what that voice is … dig deeper into the manufacturing and really tell exactly what we're doing … if you do that, then the other part of it — the customer acquisition, the business — will come. … we have proven the concept, people like the sneaker, the main thing is just really focusing on that brand ethos, voice … I feel like that third part, the business side of it, will just be there.”💡When customers behave like customer service reps“What I love more than anything is when a customer might reach out and ask a question online. Maybe it's more of a general question not to the brand specifically. And then the reply comes from someone else in a real positive manner. That's the best, because that's way better than me answering that same question or anyone from my team.” 💡Creating a ‘circular brand’ for ongoing customer relationships “My holy grail, blue ocean is to create a circular brand where you buy a pair of sneakers, you return them back to me, they get recycled into a new pair of ...
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    31 m
  • Ariel Kaye | Parachute
    Sep 28 2021
    Known among her friends as the person to call for design tips, Ariel Kaye realized that she had an opportunity to use passion for interior design to start a home goods company. But instead of creating just another brand that sells bed sheets, towels and other products for the home, Ariel wanted to create a company that prioritizes its relationship with customers — in a way she wasn’t seeing in the industry.When she launched Parachute, Ariel focused mainly on bedding, emphasizing the value of quality sheets when it comes to getting restful sleep at night.“Sleep is so important. [Bedding] impacts your life in such a phenomenal way,” Ariel says on this episode of The Empowered Challenger. “I knew that bedding was such an opportunity to build a connection and trust within the customer base to literally get in bed with them every night.” Though Ariel was new to entrepreneurship, her background in advertising has helped her see an opportunity to be a guiding light in this industry. She knows how to put customers first, cultivating the kinds of consumer-company relationships that are unique and make her company stand out amongst the rest. Tune in to this episode to hear how she changed career paths to fulfill her dream of challenging the home goods industry from the inside, as well as how she’s positioned Parachute to help people create their dream homes. Featured Challenger👩 Name: Ariel Kaye⚙️ How she challenges: With Parachute, Ariel aims to challenge the home goods industry by encouraging a deeper relationship with consumers.🛏️ Company: Parachute💎 Noteworthy: Ariel published her first book, “How to Make a House a Home,” in 2020.                🔍 Where to find Ariel: Twitter | LinkedIn Challenger Wisdom Highlights from the conversation appear below.💡  The courage to make a change“I was sort of realizing that I was hitting my head in the ad world at this big agency, and I wanted to do something different. It was one of those aha moments where I realized that I wanted to do something more entrepreneurial where I could have real control over the process.”💡 Leveraging the professional skills you have “[Advertising] was a really great background for me to start my own consumer-first business because I had this experience thinking about how to motivate and inspire the customer. It’s considered rather untraditional to have my background and then move and to become an entrepreneur and CEO, but I think it’s part of my secret sauce.”💡 Turning a passion into a career “When I was in graduate school, I started an interior design blog, and I was always helping friends decorate their apartments in New York and changing my own spaces and was really passionate about it. I saw this opportunity in the home space because I was really passionate about design and comfort and sleep and all of these things.”💡 Starting from scratch and getting capital “Getting capital to fund this thing was definitely a hard one. I didn’t have savings for this; I didn't have family members who were going to provide me with capital to get the business off the ground, so I had to find outside capital to support. I didn't know anything really, except the types of products I wanted to sell and what they wanted them to feel like. I had some intuition around how to build a website that was going to be functional, but pretty much everything else was a challenge.”💡  On how she sees the competition“We pay attention [to competition] because it's important to understand what's happening in the industry and the market. But we’re really focused on being uniquely Parachute and focusing on our quality and our design aesthetic and the products that we're introducing.”💡 Balancing the hustle“I appreciate the hustle and the grind, but I think there's a way to have that excitement and enthusiasm and hustle, and also go have an evening to see your friends, on a bike ride, do whatever you want to do that is your hobby and brings you joy.” 💡 Quality as a product differentiator “Our products are designed to last. We don't use any toxic chemicals or artificial dyes. They're really, really well-made, and we're designing and manufacturing our products in factories that have been around for over a hundred years. It’s not stuffy, it's just comfortable.”💡 Building a balanced team“I was doing this on my own up until about three weeks after I launched. I hired my first employee who had a financial background because I needed someone that could help think about our budget and placing orders early on, so I could focus more on the marketing and branding, and customer service. In any business, you're looking for people that can do just about anything and everything. By the end of the first year we had about eight employees, and really it was important to get that support.” 💡 Disrupters aren’t afraid to push the limits“We're constantly pushing ...
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    24 m
  • Kim Malek | Salt & Straw
    Aug 17 2021
    Kim Malek built a successful ice cream business around one central idea: community. As the CEO and co-founder of Salt & Straw, Kim disrupted the idea of a typical ice cream shop by building an inviting, accepting environment that showcases local artisans and unique flavors. Kim's career started at Starbucks, where she worked in marketing when the iconic coffee brand only had about 30 stores nationwide. With previous marketing experience at companies like Yahoo!, Adidas, and (RED), she learned a lot about what it takes to build a global brand. "I always like to say I learned enough to be dangerous about a bunch of different things —  operations, real estate, branding, but most importantly… building a company based on people and how you treat people," Kim says on this episode of The Empowered Challenger. During her years in corporate America, Kim kept her ice cream shop vision on the back burner. After a decade of toying around with the idea, she moved to Portland, Oregon, and was struck by the strong sense of community in the entrepreneurial city. She knew it was "the perfect vehicle" to bring her ice cream store idea to life. She partnered with her cousin, Tyler, to figure out a unique ice cream making process. They shopped around town and found standout local ingredients —  chocolate, salt from a local saltmaker, and cheese from local farms. They realized they could foster a true sense of community by focusing on "farm-to-cone" ingredients, highlighting the artisans who made them. One of Kim's favorite pieces of advice is to not take advice. She welcomes stories about the experiences of fellow business owners and entrepreneurs but, unless you're in her exact shoes, she doesn't want to be told what to do. If Kim had followed everyone's advice when she was starting her business, she'd never be where she's at today. Kim started by opening a single store in Portland’s Alberta Arts District. Now, there are 25 more throughout the U.S., plus a successful ecommerce business.  Featured Challenger👩 Name: Kim Malek ⚙️ How she challenges: As the CEO and co-founder of Salt & Straw, Kim disrupted the idea of a typical ice cream shop by fostering a sense of community with its "farm-to-cone" creations and expertly-trained staff. 🍦 Company: Salt & Straw💎 Noteworthy: Kim was a recipient of Portland Business Journal's Woman of Influence Award. She has also received recognitions from the Oregon Entrepreneurs Network and was on Inc.'s Female Founder's 100 List.             🔍 Where to find Kim: LinkedIn | Instagram##Challenger Wisdom Highlights from the conversation appear below.💡 The hallmark of an idea worth pursuing"I wake up every day with a good healthy dose of fear that shoots me out of bed nice and early. I earn my keep every day. In terms of taking that leap … I had this idea for so long. I'd been carrying it around for so long, but I knew it was a good one —  it wasn't a fleeting thing. It had been like 10 or 15 years that I'd been working on it, and I was able to start putting the pieces in place. Once I got the ball rolling, it was almost a foregone conclusion. I couldn't stop myself, it just drove itself forward, not that there weren't tons of challenges along the way."💡 Fear can either freeze you — or fuel you "I think fear can either freeze you, or you can use it to fuel you —  you have to make that decision. I experience a little of both, to be honest, but it mostly fuels me and drives me forward. I think the ideal thing that I always try to remind myself of is to not make decisions out of fear —  that doesn't usually end up well." 💡 The easiest route isn't always the best"We were exporting that idea or spirit of Portland when we grew into different cities, and we carried that forward into every city … I find that people really embody that and appreciate it. It's fun for them to learn about other local artisans through ice cream. It's a lot harder, it's a lot more work, it's more expensive, but I think it's worth it."💡 Putting customer experience above all else"Internally, we say ice cream is 49% and the experience you get at Salt and Straw is 51%. So when you go to our stores, we really try to transport you into a different environment and experience, take you out of your everyday life into a beautiful, warm environment. We overstaff our stores with a big team that's really well-trained, especially on connecting with people. We spend tons of time teaching folks how to read signs: if someone wants to get in and out, we can do that. If they want to sit and taste every single flavor on our menu and talk about the story and history behind it, we can do that." 💡 Never compromise on your values "Danny Meyer, who started Shake Shack, is on our board. He tells a story that I love. He says that, over the years, people would always say to him, 'The culture's changing.' And, as the founder, it's like a dagger in your heart when you ...
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    33 m
  • Chuck Cohn | Nerdy
    Aug 3 2021
    When Chuck Cohn was struggling with a difficult college calculus class, he had a hard time finding the right place to access resources to help him improve. So he decided to take matters into his own hands. Chuck launched Nerdy, a direct-to-consumer platform connecting students and subject matter experts, with $1,000 from his dorm room. Now, Nerdy is a publicly traded company with a $1.7 billion valuation. In this episode of The Empowered Challenger, Chuck discusses the path from upstart challenger to industry leader. “It might just be how I'm wired, but I've always felt like I had a target on the back or a little bit of a chip on the shoulder,” he says. Even as an industry leader, Nerdy recognizes it must operate with urgency to continue to maintain its position as learning activities continue to go virtual.Chuck explains: “We want to make sure we capitalize on this unique moment in time as learning shifts aggressively from offline to online — which of course in an online world where the best product is only a click away, you end up with power law distributions of returns and certain companies that seize that moment disproportionately benefiting from such a shift.”When Chuck started Nerdy in 2007, people doubted the concept. But doubters are part of the challenger journey: “There were countless people I encountered that thought this was a little tutoring opportunity constrained by historical market dynamics that had historically existed, but they failed to realize how transformational the internet could be in this category,” he says. On this episode, learn about how Nerdy approaches customer acquisition, how Chuck thinks about Nerdy’s competitors, as well as the product changes he thinks will continue to differentiate Nerdy in an increasingly crowded marketplace.   Featured Challenger👨 Name: Chuck Cohn⚙️ How he challenges: As the CEO of Nerdy, a direct-to-consumer platform for live online learning, Chuck has created a marketplace where students can access experts across 3,000+ subjects.📚 Company: Nerdy💎 Noteworthy: Chuck started Nerdy with a $1,000 loan from his parents and built the company on the side for a while working in venture capital.                🔍 Where to find Chuck: Twitter | LinkedIn🔍 Where to find Nerdy: LinkedInChallenger Wisdom Highlights from the conversation appear below.💡 Finding inspiration in your own experience“The genesis of Nerdy came when I was studying for a calculus class at college, and none of the material made sense to me and I realized that I needed help outside the classroom. I looked around online and just couldn’t find the help I needed. I had this aha moment where I realized that my experience wasn't specific to me, it was a universal problem. Finding the help that you need was just too hard, and there was an opportunity to better leverage technology and the internet to help people learn any subject anywhere, anytime.”💡  Figuring out when to take a risk“It was clear that there was a tremendous opportunity to continue scaling the business, but it was my time and attention and focus that was holding us back from growing. I can remember the exact moment I made up my mind and the next day walked in and thanked the managing partner of the venture fund for the incredible experience, but let them know it was time to move on because I was really passionate about what I was about to focus on full-time because I thought it was a once in a generation opportunity.”💡Growing a marketplace“In any marketplace, there's a chicken and egg dynamic and you have to appropriately balance supply and demand. In the original offline world [of education], that balance was hard, because you needed an expert in every single zip code in the United States. You're now able to ignore all geographic barriers and find the right expert for a given learner’s needs, regardless of geography. You’re able to leverage each expert on your platform to a much greater extent, because you're not limited to the people who happen to be nearby.”💡 Streamlining talent acquisition to lead in the category “There is no market for average quality experts or low quality experts, there's really only a market for experts in the truest sense of the word. People come to us looking for somebody with deep expertise in a subject who's capable of communicating in a way that allows them to learn effectively. Historically, finding those people and then connecting them with the learner who can best benefit from their expertise and their communication style and personality was incredibly labor intensive. And so what we've done that's so unique is figure out how to maintain that super high quality bar [for expert talent] through investments in software.”💡 Standing out from the competition “We try to operate with urgency, not because of anything specific to the market dynamic now, but because we are at a very unique moment in time ...
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    28 m
  • Burke Morley | Purple
    Jul 20 2021
    Burke Morley has worked in creative strategy for brands like Nike and Sonic. But as Vice President of Brand and Executive Creative Director at direct-to-consumer mattress company Purple, he’s had to create a marketing strategy to win hearts and minds for a product with a unique sales cycle. “People don't really think about or care about mattresses until they need one. Then they care a lot about it, very intensely for a short amount of time, and then they kind of go back to not caring about it,” Burke says on The Empowered Challenger. Though mattresses aren’t top-of-mind for most people on a daily basis, Purple’s passionate customer base gives the five-year old brand and edge — referrals continue to be its top acquisition channel. Warm associations are critical for Burke’s approach: “I want to be in the ether,” he says. “We can't really anticipate when people are going into that buying cycle. So we have to be in the air with a positive impression so that when they do move into that buying cycle — where we're at the top.”In this episode of the podcast, Burke talks about what it takes to market an upstart brand in a crowded and competitive market, how he incorporates the mattress’ unique technology into advertising — and how he’s setting the brand up to move out of the bedroom.  Featured Challenger👨🏻 Name: Burke Morley⚙️ How he challenges: As the Vice President of Brand and Executive Creative Director at Purple, Burke has brought his unique approach to brand strategy to a company disrupting the world of mattresses. 🛏️ Company: Purple💎 Noteworthy: Burke previously led marketing and creative campaigns at places like Sonic and Nike.                🔍 Where to find Burke: LinkedIn | Website  Challenger Wisdom Highlights from the conversation appear below.💡 Changing things up (even when they’re working)“We had this campaign that was so successful, which can almost be handicapping in a way, because it's like we can't mess with it. We've got to stay on that, on that trail. I placed a pretty big bet when I first came on to do a campaign that was so different.”💡 Rethink how you view your demographic “[Our customer base] is much more about a mentality than a demographic with age and income and all of that. We call them the re-imagineers: the people who are looking at genuinely improving their lives and making the most of what they’re doing each day, and they’re willing to invest in some things that they believe are truly going to improve their lives.” 💡 Think outside the industry box“At Sonic, we did a lot of work with what we call, ‘craveability,’ looking at what it is about food that makes it craveable. A visceral craveable reaction comes from things like steaming hot bacon sizzling on a griddle. We've kind of applied that craveability mentality to an industry that may not make sense at first blush, because there is something very craveable about crawling into bed. That craveability piece is important because we have a job to help people understand why Purple is different.” 💡 Word of mouth can’t be bought“Even with all the money we spent on advertising, our number one marketing tool is referral. It’s the number one best-selling marketing strategy for us by a long shot. We’re lucky that when people try our products, they’re actually our best converters.”💡 Imitation — and attack ads — is the sincerest form of flattery“We actually gave high fives to each other after some attack ads came after us by the big dogs. We were like, That's awesome. That means we're doing something, we’re a legit competitor with some legit innovation and not just some hokey thing. Now, not only are they aware of us and have attack campaigns coming after us, but they’re actually coming out with their own versions or trying to do things similar to what we’re doing. All of that is quite flattering.” Top quotes from the episode:Burke Morley:Quote #1“I think most people think that the most creative ideas come from a blank canvas; a wide open space. But actually, I think the smaller the box you get pinned into, the more creative you get.”Quote #2“We won't release a product and say, ‘we did it.’ It's this ever growing pursuit to reinvent comfort, and to always be topping ourselves.”Quote #3“So many brands say, ‘Follow us on Twitter, follow us on Facebook.’ I always ask my team: ‘Where are we going to take them that’s interesting and improves their lives?’ The more brands have a purpose to take the people who follow them somewhere, the more compliance there’s going to be.”
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    38 m
  • Rob Weston | Beauty Pie
    Jul 6 2021
    Luxury beauty doesn’t have to carry a luxury price tag. That’s the concept behind Beauty Pie, a fast-growing and industry-disrupting beauty brand. Beauty Pie positions itself as the “luxury Costco for beauty products.” For a monthly fee starting at $10, consumers get “backstage access” to premium products at lower costs, Rob Weston, Beauty Pie’s Chief Marketing Officer, explains on this episode of The Empowered Challenger. “The very best products cost about $30 right out of the lab. The rest of it is the middleman margin — the flagship stores, the chandeliers, marble countertops — none of the stuff that makes your skin more beautiful,” says Rob.“We want to literally share the beauty pie — essentially the spoils of the beauty industry — with consumers.”When it comes to winning over customers, Rob, a marketing vet with more than 20 years of experience, says it’s about embracing the conversation. Gone are the days when brands could place an ad and change consumer behavior. That’s why he appreciates Beauty Pie’s 14,000+ Facebook community. He acknowledges that some feedback on the page “keeps us on our toes,” but emphasizes the importance of brands and consumers having a two-way exchange.  Tune in to this episode to find out how Beauty Pie is changing the market for luxury cosmetics by being less greedy than the competition, how Rob thinks about spending his marketing dollars (new customer acquisition!), as well as how the pandemic affected Beauty Pie’s business and what comes next. Prentice’s Takeaway👉 It’s amazing what can happen when a feisty challenger brand educates the marketplace. Thanks to brands like Beauty Pie, consumers are totally in control. Once the veil is lifted on an industry, we have no tolerance for middlemen anymore. Challengers like Beauty Pie don’t need marketing tricks; they don’t need a fabricated story; they don’t need convincing; they need to provide a great product, excellent customer service, and then educate the marketplace over, and over, and over.Featured Challenger👱‍♂️ Name: Rob Weston⚙️ How he challenges: As the Chief Marketing Officer at Beauty Pie, Rob puts customer needs first, providing luxury beauty products without all the excess markups. 💄 Company: Beauty Pie💎 Noteworthy: Rob has been in the marketing industry for 25 years and has worked with brands like Unilever, Nike, and Samsung.🔍 Where to find Rob: LinkedIn🔍 Where to find Beauty Pie: Instagram | Facebook | YouTubeChallenger Wisdom Highlights from the conversation appear below.💡 Being a disrupter doesn’t always mean you’ll be popular“No revolution was ever achieved without breaking a few eggs. We aren't making friends among the bigger players who are used to overcharging for face creams. It’s the big cosmetics conglomerates that are lining up to be annoyed with us.”💡 The challenge of being perceived as ‘too good to be true’“I have to undo years of indoctrination done by an entire industry or industries [who told people] that price equals quality. We’re coming into the market telling people that’s no longer true, and they don’t believe it. We have to convince people that we are not too good to be true. If you go online, you’ll find the internet answering on our behalf that we’re 100% legit. We have everyone behind us saying that we’re a proper disrupter in this space.” 💡 Small companies, quick decision-making“One of the most liberating feelings at a smaller company is the speed of decision-making. If we decide we want to go try something, we try it tomorrow. It’s that speed that is key. There’s no point talking this thing to death.”💡 Small company, big emphasis on customers“It’s amazing how at a massive, public company you are consistently bound by quarterly earnings targets, and invariably you end up making decisions because of what you need to be announcing to the market, and not what’s right for the customer. Whereas in a smaller, founder-owned or venture-backed company, you can make more decisions that are right for the customer because you’re playing a slightly longer game. That is a really fun and interesting place.” 💡 Product is key“Product is at the absolute core of what we do. We only launch products that we think are world-class. We independently test them before any of them get out the door and we benchmark their performance against the most expensive brands in the markets. And that is the foundation of the success so far of this business.” 💡 Trust can be hard to build over Zoom“Zoom has been amazing for many things, but trust amongst individuals in business carries you a very long way. I think it just takes a lot longer to build trust over a virtual medium. We’ll try to make sure we meet as many of our employees’ needs as possible, but personally I believe there’s a balance between the human contact and the sort of trust that comes from...
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