Season 2, episode 10
How Trello Helped Drive A Major Sales Uplift For This Online Equestrian Brand
- “It’s been a crazy few years of growth for us! The business was started in 1992 by my parents on a bit of a shoestring and it grew organically until I joined in 2011 and we took it online. It’s grown from a team of around six people to more than 50, thanks to our online growth especially since 2019. ”
- “We used to think being based down in the depths of Devon was a barrier to growth because of logistics and staffing and things like that. But actually it’s become one of our big strengths because we can get our heads down, focus on what we are doing, and not get dragged down by focusing on our competitors all the time. But ranking in the Lightning 50 is like reading a bit of positive customer feedback – it really makes all our hard work and late nights worth it.”
- “Coming out of the pandemic we had to keep a close eye on how demand might slide plus we had to deal with the supply chain problems. It was really a case of keeping up and adjusting and we’ve continued to grow, so we’re really pleased about that.”
- “Black Friday is a big part of our calendar. We tend to focus on genuine big savings on a small amount of products. They really drive traffic to our site and customers then tend to add other things to their basket to benefit from free delivery.”
- “Trello has been a key technology for us. It allows us to track tasks linked to everything from the warehouse and shop to marketing. We have various boards and everyone can give feedback and work with each other. Google Analytics has been key, too. It helps us identify what we’re getting right, what we’re getting wrong and helps track progress and quickly resolve issues. We’ve also been developing custom apps to track things like picking.”
- “What we’re currently focusing on is improving our onboarding process because as the team’s grown one of the big issues, like any business, is making sure the culture’s right and everyone’s on the same wavelength.”
- “We talk a lot about the metaverse and how that is going to play into customers’ shopping journeys. For us I think the future involves customers being able to ‘try on’ equipment on their horse and themselves. Last year we launched our own shopping app and we’ve just finished a complete overhaul of that – so there’s a few things in the pipeline.
- “In any business, whilst it may seem sort of glossy from the outside, there’s a lot going on internally and a lot of fast moving parts. So when something like Brightpearl’s Lightning 50 comes along, it really helps you to sit back and reflect, which is probably something not many of us do enough of.”
Season 2, Episode 9
How This Heat Press Brand Doubled Orders With Its New Tech Stack
Heat Transfer Warehouse is a leading online retailer of heat transfer-related products, including heat transfer vinyl, presses, printers and custom printed clothing. During the podcast, Senior Sales Manager Kirk Anton and Director of Operations, AJ McAleer, revealed how the brand achieved impressive 30% year-on-year growth and saw a 2X order increase, driven by its tech stack of Brightpearl and BigCommerce.
- “In the last three years, we’ve really focused on e-commerce. We’re actually one of the few companies in our space with a 100% e-commerce model. That’s been key for us.”
- “The business started out from a small warehouse and on the first day we shipped about four packages. Our goal was to be in strategic locations and we’ve since expanded to Cincinnati, Las Vegas and Jacksonville, Florida. And we’ve come a long way – just this last month we’ve shipped approximately 16,000 packages.”
- “We’ve invested heavily in our marketing, including SEO and PPC. We also attribute a lot of our growth to our huge returning customer base – we ensure we take care of them. We’ve previously done phone-backs on every order, just to say thanks for ordering with us, and that’s something which customers don’t forget and keeps them coming back”
- “We’ve been able to work on controlling some costs to keep our revenue in lock and step with our gross sales. It means we aren’t just seeing sales shoot up but not seeing our revenue increase. It’s helped us grow our team – and the business.”
- “Before Brightpearl we used to just kind guess how much stock we needed – we never truly knew. Our inventory management was very messy and inaccurate. Brightpearl keeps our inventory accurate – it’s been a game changer.”
- “We love technology. We’re looking at adding technology to allow our customers to do more customization as well as loyalty stuff and things we can do to make the customer experience better. That’s where our focus is right now: working with developers and our tech stack and saying ‘all right, how do we get better?’”
- “To have ranked in 14th place on the Lightning 50 as a business from Fargo in North Dakota is pretty cool. We’re certainly honored to be in that position.”
- Heat Transfer Warehouse ranked in 14th place on the Brightpearl Lightning 50 USA in 2022
- Named Fastest Growing Online Brand in North Dakota
- The business achieved a 30% YOY revenue increase in 2020/21
- The tech that’s driven their growth includes: Brightpearl, Klaviyo and BigCommerce
- A particular focus on marketing and customer service has also helped the brand growth during the last year.
Season 2, Episode 8
CEO Of Premium Sneakers And Streetwear Retailer Kick Game Shares The Secrets Behind The Brand's Astonishing 353% Year-On-Year Sales Growth
On today’s podcast, we speak to CEO of Kick Game, Alicia Thompson. In the chat, Alicia shares her story of how the high growth fashion brand, which stocks exclusive, collectable, and rare sneakers and streetwear by big names such as Nike, Off-White, Air Jordan and Yeezy, achieved 353% revenue growth, due to an innovative marketing strategy.
- “Kick Game started nine years ago but our growth has truly been phenomenal in the last three years. Essentially we’re an omnichannel sneaker reseller – we have a Shopify online store and six physical stores in the UK, and in recent years we’ve been really focused on our product and marketing to help us grow.”
- “During Covid we grew a lot faster than we thought – my operations team were holding down the fort as the orders came through. There’s been a shift towards athleisure and streetwear becoming more high-end fashion, and that’s trickled down into sneakers globally – in the US and the UK. It’s a combination of hip hop music and the rap scene fuelling it; customers seeing talented artists wearing sneakers, so that’s organically fuelled us from an economic standpoint.”
- “We’ve really focused on online content through different channels. So it was the digital side combined with a real life focus that has helped us a lot. Over the last 24 months we’ve really evolved our website and we’ve been gearing up for when the retail world finally goes back to normal. We always knew people would come back to the high street, so we wanted to lead with digital but also gear up for the fact that real-life retail was still important. We’re using our physical stores to engage with our customers and create in-store digital content and encourage user-generated content; basically pushing those two sides so that they coalesce from a marketing perspective.”
- “We started our first YouTube shows at the start of Covid. Our Covent Garden store closed, which we’d just fitted out – so we set up a pop-up and used that space as a way to connect with our customers and community. We started a show called ‘Just In’ – promoting what was hitting that week in terms of sneaker drops, hidden gems, etc. One of the Founders is close with a number of rappers such as Fredo, so we got him into the store, for example. The Youtube show format has been done in the US, but we wanted a British take on it, and the show has really developed in the last few years – it’s entertaining but comedic and we have fun with our guests. Tiktok has been very successful for us as well but Youtube has definitely been our main point of focus in the last few years.”
- “We grew faster than we expected and that was a huge challenge for the operations team and tech team – all the systems supporting our growth were very strained, so we had to scale quickly. We were using external developers and now we’re setting up our own in-house team so we could keep up with demand while also filling the gaps, operations-wise.”
- “Once stores reopened we had to move quickly – so there’s also been challenges around that, in terms of recruitment and ensuring our team really pulls together and is passionate about what we’re creating. We’re 150 strong now and when the team feels they can step up, we feel invincible, so after what we’ve experienced we now know we can get through huge challenges and be really proud.”
- “Christmas is approaching so things seem less daunting now we have a strong team to get us through. The economic climate makes things interesting – it’s going to have an impact but we seem to be in a category that’s a bit insulated. Our customers are prioritising footwear it seems, perhaps because a lot of our base is younger customers that still live at home, so thankfully we are heading into Christmas with a lot of positivity.”
- “Over the last 12 months we’ve really relied on tech to support our growth. Because of the unique nature of our business we have to track every single pair of shoes, know where it is, who it belongs to, and what we bought it for – so there’s been a lot of work linking the website and ERP system behind the scenes. We’ve recently expanded into the EU – which we pulled back on post-Brexit but now we’ve done a lot of work to set up a warehouse over there and have systems there as well. WMS systems don’t really fit our business model so we’ve got an advanced inventory system to carry out a lot of processes for us.”
- “Having an in-house development team has helped massively, we’ve found that completely remote teams don’t work for us entirely – the day-to-day challenges we have in retail are sometimes better investigated in person.”
- “It’s fantastic to have made the Lightning 50 – I knew our numbers were strong but didn’t realise we’d rank so highly. The founders and myself are over the moon. It’s a huge pat on the back for our team and a huge cause for achievement and we’re having some drinks for it tomorrow night.”
● Kick Game is the 4th fastest-growing e-commerce retailer in the UK according to Brightpearl’s Lightning 50 – and also won 2nd place in the Fashion category and their home city of London.
● Despite the challenges to the retail industry in recent years, the brand reached a phenomenal 353% growth rate.
● The tech that’s driven their growth includes a Shopify website, advanced inventory management software (built in-house) and a popular YouTube channel.
● Kick Game pushed through Covid store closures by launching its YouTube show, ‘Just In’ which uses a comedic interview format and promotes new products.
Season 2, Episode 7
CEO Of Athleisure Brand Gym + Coffee Shares The Suite of Tactics That Have Led To An Impressive 169% YOY Sales Growth
On today’s episode, we speak with Diarmuid McSweeney, Co-Founder and Chief Marketing and Community Officer at Gym & Coffee about the phenomenal strategy the brand has used to fuel its incredible 169% rate of growth – leading it to place 10th in the Lightning 50 list of fastest-growing UK brands.
- “We’re an Irish-founded athleisure company founded in 2017 with three co-founders – and it’s been a bit of a whirlwind five years. I don’t think we planned for Brexit and a once-in-a-century pandemic when we launched, but the brand is all about the mission to make life richer and build a community around exercise and socialising, so it managed to cut through. We’re not a gym, per se, and we don’t really sell coffee – but those two aspects of our name encapsulate the notion of socialising through exercise.”
- “It’s a direct-to-consumer model so we spent almost two years purely online, then opened our first pop-up store. Turns out, people really like pop-ups and the omnichannel experience. Fast forward a few years and we have 11 stores across the UK and Ireland. It’s been hectic navigating the changes but it’s also been amazing, what we’ve achieved.”
- “In terms of our core foundations, the DTC model is crucial. We don’t have any wholesale relationships; our growth has been achievable because we have a direct relationship with all our customers. With the supply chain issues and delays that occurred last year, we could communicate that directly to our customers without relying on another entity to do it for us.”
- “Covid helped. We put a lot of things into practice when the opportunity was presented to us, but we are under no illusions – we were lucky that cultural trends around Covid lent themselves to our brand. Our mission and passion to socialise around exercise; it was very difficult to do that over lockdowns. We weren’t just talking to our customers about products but about staying healthy and staying connected to people, so that really helped us get our message across.”
- “Our other core brand value is sustainability. We are on a challenging and long road to becoming a B corp and we’ve made that part of our messaging. We are not yet a fully sustainable company – but we are very up front about the steps we have taken to improve sustainability across our team and through in-house processes as well as supply chain and so on. All of those things have bubbled together and we’ve become a brand that seems to be resonating with people.”
- “Our marketing strategy includes events, e-commerce, digital growth and community – all growth levers and forms of acquisition. We’ve done a huge amount of analysis in the last 12 months and we can see the value of customers that come through our events for the first time. Customers that are omnichannel are more high-value than an online only or just a store customer. We’ve found that when a customer has that full breadth of brand experience, they’re more likely to be a huge fan of the brand.”
- “It’s hard to measure but we’ve been running events since year one of the business, we’ve run over 300 events for our community. It’s nice to be able to tell now, through the data, that it’s not just part of our passion and brand vision but it actually contributes to the business, brings customers in and creates more revenue.”
- “My multi-faceted role is more of a reflection of how people want to interact with brands now. Everyone needs to understand the customer journey – from an event to an e-commerce experience – and make sure everything along that customer route is working together. There’s elements of community to my role but it also includes events, e-commerce, digital growth and marketing – it covers all touchpoints of the business.”
- “Supply chain is a constant challenge – I bow down to our supply team and how they keep on top of everything. When everyone thought the world was going back to normal it wasn’t, supply chain wise. There seems to be a levelling out now, which is great as we approach such a busy time of year – but it has been a rollercoaster.”
- “We try to follow best practices when it comes to digital marketing. Everything is built on Shopify then we use Klaviyo for CRM segmentation and email flows etc – that’s been crucial to growth and being able to scale. The business has just got to that level where you need bespoke tech, which is where you get into fun things like ERP implementations and so on – and we’re understanding that at certain stages you need additional robust platforms to field the growth. It’s great getting demand – but if you’ve no way of meeting it, you’ve shot yourself in the foot.”
- “Last year we reached approx £20M in revenue, the majority of which was online. The retail stores play a crucial role – there’s a lot of people who want that touch and feel relationship, and to make sure they’re comfortable with sizing – but the really encouraging thing is that omnichannel person. When their first interaction is a store or event, they become a more valuable prospect online. So we’ve accrued a lot of very valuable customers with our omnichannel approach.”
- “We’re not looking to expand into every town as I don’t think every location needs a Gym + Coffee – it’s not that kind of utility store – it’s more about whether the location will draw use. There’s a running group in Liverpool who come to the store on a Wednesday evening, leave their stuff there and meet afterwards. They’re intended more as community hubs and we host events there too, to fulfil that promise we make through our marketing and online experience.”
- “Black Friday is a crucial period for everyone in our category – a lot of our groundwork all year round is prepping for the last 9 or 10 weeks of the year. We’re not sure, as everyone seems not to be – whether it’s going to work this year. There’s a cost of living challenge all over the UK and Ireland so I don’t think we’re in the same headspace this year. You have to react accordingly, make slightly different plans and stay relevant. Everyone knows there are discounts but if you are a brand that people engage with, you’ll need to offer something more than that.”
- “It’s incredible to have come in the top 10 of the Lightning 50. You have your head down in the early days just to get everything off the ground, and through Covid too. We now have about 180 people working for us – and you might say the recognition isn’t needed, but it really is from time to time. To be ranked against other companies that you admire – it’s important to celebrate those things. To be gaining traction in the UK is a fantastic achievement for us and testament to all the work our team has put in.”
● Gym + Coffee is one of the top 10 fastest-growing retailers in the UK, placing 10th in the UK Lightning 50 rankings and winning overall regional title in the East Midlands.
● The brand achieved an impressive 169% growth rate.
● The tech that’s driven their growth includes Shopify, and Klaviyo, and they acknowledge that at different stages of business, tech is needed in order to scale effectively.
● A diverse suite of marketing techniques have also boosted the brand’s success – including setting up clubhouses and pop-up events to deliver on the brand’s core values of exercising while socialising.
Season 2, Episode 6
DTC Ethernet Cable Company trueCABLE On Why Great CX and Innovative Tech Is The Driving Force behind Its Impressive YOY Growth
Today, we catch up with trueCABLE, an online network cabling supplier based in Missouri. During the podcast, Jessica Floyd, VP of Marketing & Business Development at trueCABLE, reveals the key role that original content and tech tools like Brightpearl and Inventory Planner have played in helping the business scale so successfully.
- “We sell direct to consumer, which is a little different to how things have been done in the past in our industry so we back that up with great customer support. That’s one of our differentiators. We sell within the US – we have a distribution center in Kansas City and we leverage a lot of technology to automate some of the time consuming things so that we can keep our team lean and focus on the higher level things that our people are so great at doing.”
- “Ultimately I think our growth is down to focusing on customer experience. It sounds a little cliche, but we believe in treating people the way we would want to be treated. We’ve developed our products to be an end to end system so when people are purchasing the products, they are confident that it’s all gonna work when they go to install for their customer. We have a forever warranty, which proves we stand behind our products. We’re shaking things up and being a little different.”
- “One of our biggest challenges has been the supply chain challenges which happened during the pandemic and continue to linger. That’s affected our customer experience with things being out of stock. To help, we use Inventory Planner – we’ve really been dialing that in over the last six months. We used an Inventory Planner consultant to help us configure our settings so that we can plan better because the sales cycle is so long on our product.”
- “We got on board with Brightpearl in early 2019 and we have nothing but great things to say about it. We use the warehouse management system and went through the beta test to integrate with Sage Intacct, so that is key for our accounting and finance. Brightpearl opens up a lot of opportunities as we grow.”
- “Gorgias is a crucial tool in our customer service. It takes customer tickets out of the inbox and integrates with all our social channels. It means our customer service team can work together on tickets and use live chat on the website.”
- “Content has been really important for us. We do a lot of content on our Cable Academy, such as how-to articles, videos, infographics, tips for using our products. That has helped tremendously with SEO and ranking on Google. It’s a way to build brand recognition as well as driving more traffic to our website.”
- “Being recognized in this year’s Lightning 50 alongside some of the major players in e-commerce means a lot. We’ve come a long way in just a few years – we started as a small seller on Amazon and now we could be considered a midsize business. We’ve got more than 20 people on the team and have really scaled in the last few years. It’s one of those things where you look up and think ‘wow, it’s happened so quickly’.”
- trueCABLE ranked in 18th place on the Brightpearl Lightning 50 USA for 2022
- It was also named as a top four electronics and components brand
- The achievements follow consistent growth, including 21% YOY growth in 2020/21
- trueCABLE credits Brightpearl, Inventory Planner and Gorgias for growth over last year
- The business also says its clear focus on improving customer service has helped. Its website has been completely rebuilt in the last year to boost user experience and conversion rates.
Season 2, Episode 5
Something To Snout About: How Premium Meat Snack Brand Snaffling Pig Boosted Sales 100% YOY
Today on the podcast we catch up with Snaffling Pig, a UK-based retailer of pork-based products and novelty gifts. The brand launched in 2014 with a starting fund of only £500, and is now an established retailer of the gifting sector, selling food items and gifts direct-to-consumer via its Shopify website and through a number of UK supermarkets.
- “Quite simply we make awesome-flavoured porky snacks. There’s so much emphasis on exercise and wellness these days, why not just enjoy time with friends and be a bit indulgent? ‘Life is for living’ was our initial vision and we still work on that philosophy.”
- “What a rollercoaster it’s been! We thought it would be a fairly easy journey, but going through the Covid era and now into an energy and economic crisis. It means we’re always ducking and diving, wheeling and dealing and taking things as they come; it has been a challenge, definitely.”
- “Our performance brings in about 3M a year. Overall the pork scratching market brings about 28M, so we’re really proud of that. There’s a ceiling for how you can market pork scratchings, though – so we’ve started to sell other flavours like barbecue, and we’ve branched into beers, utensils such as burger flippers and barbecue tongs; complimentary products that align with our brand and core offering.”
- “You can’t sell a typical bag of pork scratchings online, so we’ve made it into a gift, created something tongue-in-cheek and truly unique that you can buy either for yourself or for a loved one. We put them in cards, combined with sauces, beers, ciders and peanuts.”
- “We’re very proud of the fact that we’re omnichannel. We started six years ago with a vision to de-risk as a brand by selling through as many channels as possible.”
- “The creme de la creme is our Pork Scratching Advent Calendar which got huge PR and great exposure, and was a great way to accelerate our DTC arm. Online has been a really important way for us to show product development, engage with customers and to spread our risk so that during periods of uncertainty like Covid, we’re geared up to sell directly to people rather than rely on supermarkets and supply chains that are outside of our control.”
- “I don’t think the huge growth will continue as it has – in six years there hasn’t been a moment where it just shot up like a rocket, there’s been a lot of foundational work to get where we are now.”
- “We thought the way people responded to Covid would continue – it hasn’t, it’s slowed right down. But we’re in a good position to take advantage of changing consumer habits. As people have gone back to bricks and mortar we’re developing that side of our business more – and with the cost-of-living crisis we want to offer desirable items that are of better value to customers. It’s important to evolve the business and not rest on our laurels based on the Covid effect – the market is changing, so we must too.”
- “We have looked at subscription services – but it’s tough to find someone who wants pork scratchings every month – so we look at it as a gift. We do offer perhaps a three month subscription to give your Dad at christmas, for example, just to make it a bit more consumer friendly and reasonable. It’s about adapting so it suits the customer.”
- “This year has been interesting to say the least – supply chain was a huge issue. Our industry has very few suppliers and one burnt down recently – the others were unable to access the materials needed because of the Ukraine war. Now the material has started to boost, but cooking our products uses a lot of energy which is sky-high right now in terms of cost. So the brand needs to go through constant evolutions to survive these times – but we are not afraid of changing. Being smaller than the big guys makes this possible, and it’s the reality of being a small business.”
- “The tech available to support small businesses now is phenomenal. One app we use is Gorgias which interacts with our Shopify website and allows you to prioritise how you communicate with customers. Shopify has been great and how it’s evolving is fantastic. Also, all of our orders also go into an ERP system which allows us to monitor our accounts, CRM, warehouse etc all through one space. The time and money we’ve invested into that has allowed us to really understand profitability, by customer, channel and location, and allowed us to make better decisions we wouldn’t have been able to otherwise.”
- “To come 16th and be the winner of the Toys and Gifts category is brilliant. We’ve got a wonderful team who are incredibly dedicated and knowledgeable and work tirelessly day after day. I’m very proud of the team for getting us there.”
- Snaffling Pig placed as 16th fastest-growing e-commerce retailer in the UK, and the top brand in the Toys & Gifts sector.
- The brand reached an impressive 100 % growth rate.
- The tech that’s driven their growth includes Shopify, Gorgias and an ERP system.
- The business has also broadened its product line to include subscriptions, utensils, novelty items and gifting products to encourage repeat custom and a higher average order value.
Season 2, Episode 4
Former Myprotein CEO Talks Through The Strategies That Have Driven 220% YOY Sales Growth For Wellness Brand Naturecan
In this episode, we speak to Naturecan, an e-commerce retailer of CBD wellness products based in the North West of the UK. The direct-to-consumer brand is popular on a global scale, with its safe, effective and premium hemp-derived CBD products as well as supplements, vitamins and minerals.
Show Notes | Series 2, Episode 4 | Naturecan
About our podcast
Brightpearl’s Lightning 50 E-Commerce Growth Hacking podcast, hosted by Caroline Baldwin, is a bitesize podcast that gets under the hood of highly successful e-commerce brands to discover the key technologies they are using to power growth.
About our guest
Naturecan is an e-commerce retailer of CBD wellness products based in the North West of the UK. Since launching in 2019 the brand now sells direct-to-consumer on a global scale, and focuses on offering safe, effective and premium hemp-derived CBD products, as well as vitamins and minerals. With an impressive 220% YoY growth level it ranked 6th in the Lightning 50 list of UK brands and was the second fastest-growing Health & Beauty brand in Britain. For this podcast, we spoke to Andy Duckworth, CEO and Founder of Naturecan.
● “The globalised product is our goal – to branch into USA, Asia and Western Europe – that’s what I’d say is our ‘secret’, as it were. My other tip is to harness your supply chain – getting your products to the customer quickly, and understanding the quality of your product in-depth, in regards to what is going into it at every stage of the production process.”
● “We focus on people – that’s our customers, as well as our staff and in-house team – and the quality of our product. Those are the two things we pride ourselves on.”
● “Regarding growth, this year we will top 10M in revenue. The growth behind that is strong, so next year we’re expecting a strong boost in growth again. It’s just hitting global markets – it gives you more opportunities for success. Different markets grow at different rates but putting it all together really boosts revenue.”
● “We prepare well in advance for Black Friday, Cyber Monday – so going into the golden quarter we’re well positioned to see growth. We plan for it literally all year round; when it’s over, we start planning for next year’s the following day. You’re missing a trick if you don’t prepare fully for this period so we make sure we focus on it.”
● ”CBD is a strange subset of wellness because Facebook and Google are only just getting used to letting you market it. The more traditional channels are less switched on globally, so we have to improvise. Word of mouth is important, but that only works when customers have used the brand, so I’d consider our customers to be the best form of marketing. Once you’ve attracted customers it’s then vital to continue talking to them via email, informing and educating them about products coming up, etc. to encourage repeat custom.”
● “The North West is a bit of a hub for e-commerce and there’s some great talent coming from up here – it must be what goes into the water in Burnley.”
● “Our biggest challenge was the pandemic – it helped us in general but it does impact your freight costs, for example – moving stock around costs more than it used to, marketing costs more as more businesses move online – but we’ve still managed to cut through. It’s been relatively smooth compared to others so we’re lucky in that way.”
● “We’re using a mix of strong WMS and 3PL software, and excellent integrations to pull stock in – that’s where Brightpearl comes in, as we know exactly where we’re at with stock. Working capital helps a lot, as moving stock costs a lot more these days so having capital helps mitigate that.”
● Naturecan placed as 6th fastest-growing e-commerce retailer in the UK, and the top brand in the Health & Beauty sector.
● The brand reached a healthy 220% growth rate.
● The tech that’s driven their growth includes a mix of WMS and 3PL and Brightpearl.
● Naturecan puts its huge growth down to having full visibility of its supply chain and maintaining high quality control, as well as breaking multiple global markets.
Season 2, Episode 3
How A Single Mom-of-Three Raised America’s Fastest Growing Baby Brand
Today, we catch up with Caden Lane, a Texas-based, female-founded mother and baby brand. The retailer launched as a wholesale brand in 2007 selling door-to-door to bricks-and-mortar stores around the USA, but opened a direct-to-consumer Shopify webstore in 2018 and never looked back.
Katy Mimario, CEO and Designer at Caden Lane speaks to us about the brand’s incredible 4th placement in the Lightning 50 list of fastest-growing US brands, and the tech tools and strategies she believes led them to win fastest-growing Baby & Toddler brand in the States, with an impressive 132% rate of growth.
- “I started 15 years ago when I was pregnant with my first child and grew the business to what it is today. As a single mum of three I’m very proud of that. I think working mothers can do anything.”
- “When we first launched it was before e-commerce had exploded. We had diaper bags and crib bedding and literally went door-to-door trying to sell it that way, asking bricks and mortar stores to sell our products. We also went wholesale and to market. As I was pregnant when we started, I actually ended up taking a six week old around New York to sell to stores there for the first time. That was when we got mass merchants like Nordstrom, one of our first very large accounts.”
- “Our biggest transition was four years ago where we went from wholesale model to direct-to-consumer. It was about wanting to talk and communicate to our customers ourselves – rather than have a middle man. Our stores were talking to our mums, and we wanted to have a touchpoint with them. So we started a website, completely closed off our wholesale model and figured out SEO all by ourselves.”
- “These days I could talk all kinds of dorky SEO things with you – and now we have multiple channels on social media, we’ve started our own podcast and a youtube channel, and have great touchpoints with our customers to find out what they’re looking for and what they need. We’ve gone full circle – going from being excited to ship 100 items a day to now; if we’re not shipping 50,000 in a day we’re worried.”
- “We have no bricks and mortar stores – I do own a second company called Nursery Couture which is a freestanding flagship store in Texas. It acts as a focus group where we get to ask mums what’s trending and so on – but aside from that we’re all online. Not to rule out bricks and mortar – there’s something about expecting your first baby and walking into a store and being able to touch and feel things – but for now Caden Lane is completely online.”
- “I always wanted to be an entrepreneur and I traded that 9-5 for a 24/7 job. It is a lot of nights, evenings and weekends as I live and breathe this company. It’s been a rollercoaster with a fair share of challenges but it’s awesome to be recognised for our hard work. It’s been a lot of effort from a lot of people – our whole company is primarily women with some fantastic men, but mostly a lot of working mums and stay-at-home mums. We just bought big new offices in Texas, and our growth is credited to this amazing work family that I’ve built. We’re close to 40 people now.”
- “We’re still growing – the crazy growth started before Covid. A lot of people talked about how Covid affected e-commerce brands – especially in homeware, clothing etc – but we really weren’t impacted hugely, growth wise, by Covid. We were growing already and had great momentum when the pandemic started. We try to stand out from the rest and it’s just been growth after growth.”
- “What makes us different is we only sell through our website, so not through Amazon or Etsy, etc. It’s 100% our own site so we really own the process ourselves and are responsible for the customer experience from beginning to end. I like to think we run a very unconventional business the way we do things – we want to do what feels good to us. Our growth numbers prove I should probably write a business book or have a reality show because clearly it’s worked!”
- “We haven’t done any international expansion yet but have huge demand for it. It’s crazy expensive to have something shipped across the pond and I don’t think that’s fair on our customers – we want mums overseas to enjoy our products at a reasonable price. I’m excited to learn more about the UK and what your parenthood traditions are, and I hope we get to touch even a small market of new mums across the ocean. We hope to do that right after the holidays this year.”
- “Every year Black Friday gets more and more insane – it used to be one day, but now we’ve already launched our Christmas pyjamas (October) which is crazy because it’s still so hot in Texas but people are excited so early on. Taking a cue from last year, we saw a backlog of shipping issues and inventory issues and it was tough to keep up and manage costs. Many had the same problems – there’s no question that costs have increased for every company around the world on multiple levels. We’re managing it as best we can as we want to stay affordable for everybody; that’s very important to me. I want it so that a first time mum who is 25 years old can still afford to give her newborn the best.”
- “We use Inventory Planner to help us project sales trends and give us a forecast for what we’d potentially be selling in the next 60 or 90 days. We’re using it to optimise our run rates for products, watch ageing of products and manage our inventory altogether. This is a conversation our COO would love as he’s obsessed with Inventory Planner.”
- “We use a variety of platforms and apps – we are hosted on Shopify which has all these extensions to different developers who have honed in on different concerns in e-commerce – rewards programs, inventory management, how we use our shipping labels, tracking info. You don’t even have to be a developer to use it, they really make it user-friendly. I studied Marketing in the late 90s and we barely knew what e-commerce was back then. These days you can major in development or coding and it’s crazy to think what might be coming up 10 or 20 years into the future.”
- “What I really want is something that’s not available… I’ve had lots of experience in bricks and mortar retail and what I think e-commerce is not able to replicate is that emotional connection you get when shopping in person. That amazing customer service and help, educating you on what you’re buying. Not chatbots – someone who has passion and is really interested in the product and helping the customer. I really hope there’s an app or software that answers this problem in future.”
- “I love that we scored so highly in the Lightning 50. From a woman’s perspective, working women in general are much more humble about their success. I spend so much time working hard without taking a moment to step back and look at what we’ve done. So I think that means the most to me – the recognition. I think women should be a little bit more boastful and able to say, ‘I’m badass – look what I did’.”
● Caden Lane placed 4th in the Lightning 50 list of fastest-growing US brands, and won the Baby & Toddler category with a 132% growth rate.
● The retailer started out in bricks-and-mortar stores, then adopted a direct-to-consumer e-commerce model to increase contact with customers and cut out the middleman.
● The tech they deem essential to their growth includes Shopify, Inventory Planner Premium and Youtube
● Caden Lane says its loyal community and customers sharing love for the brand has also been one of its key drivers for growth.
Season 2, Episode 2
CEO of Passenger On The Epic 300%+ Sales Growth That Has Seen It Emerge As The UK’s #1 Fashion Brand
Today, we talk to outdoors retailer Passenger Clothing, a UK-based surf and lifestyle apparel brand which prides itself on escapism and sustainability.
CEO of Passenger, John Lane, joins us to discuss how the business achieved an incredible 363% growth rate – leading them to place third in the Lightning 50 list of the UK’s fastest-growing brands and topping the Fashion & Apparel sector.
- “Passenger is part of the outdoor industry – which has grown massively in the last few years – amplified by Covid of course. Some European data said the outdoor market for apparel has grown a lot in the last year, and we’ve not seen it slow down. People are still indoors working remotely and they need that outdoor time.”
- “We see Passenger as a brand for meaningful escapism, getting outside, reconnecting with nature, themselves, their friends – and that’s been our mantra from day one. We make responsible clothing and accessories in that area.”
- “The business has been going for 10 years. I started three years ago with Justin Stone (Executive Chair of Passenger) and we had experience building a brand called Surfdome, which aligned with so many of our ideals around what we wanted the business to be. So we turned it into a DTC business rather than wholesale. In 2019 our revenue was half a million, in 2021 it’s 11 million, so we’ve seen really really strong growth. That’s a result of switching to a consumer e-commerce focus, and building that out.”
- “We always say “Adventure first, product second”. Sustainability along with nature has always been a brand focus. For us it was always a case of wanting to put back more than we took, so we designed and produced everything as sustainably as we possibly could. It’s really hard – there’s a lot of big decisions surrounding what you do and don’t do – but our team even takes the lead on a lot of it, so it’s a bottom up process driven by everyone in the company.”
- “Sustainability is so important but we want to do it at the right value. We don’t believe there should be a premium price attached to sustainable products; it should be for everyone so we can all make a difference. One of the things we’re aware of is all our little actions can add up. We are not perfect and have a long way to go, but we’re making steps. It’s essential that we keep sustainability in our business DNA.”
- “We’ve been really lucky with fantastic suppliers so our product is exactly where we want it to be. The challenges over the last 18 months have been operational – shipping costs went through the roof last year, so we had to spend where we didnt want to so we could get products in and sell them.”
- “We’ve been fully focused on trying to build a technical platform that allows us to grow, because from day one we wanted a sustainable, scalable business. As businesses go through stages of growth, you’ll find one system works at one stage, but at the next stage it doesn’t.”
- “We’ve recently pivoted the business again to be 100% direct-to-consumer, then we opened up wholesale again with John Lewis, so had to integrate other services again. That’s where Brightpearl came in for us as it allows us to plug in to different services and grow easily. It enables us to manage our future direction.”
- “Our Brightpearl integration was swift, we got it live in 80 days. It helped us manage the wholesalers side but also conduct a big warehouse move very easily. As we look at future growth, whether it’s wholesale clients or opening up around the world – it’s important that we have that essential, central hub where we can manage our orders but also account for them.”
- “Tech-wise, we’ve been on Instagram since day dot; social in general has played an important role in our customer acquisition but really we’re all about being operationally efficient. For years we’ve worked with Shopify and a WMS called Peoplevox. When systems are tight and work together, we don’t need to hire too many people and can keep our fixed costs low.”
- “The low-code no-code movement is exciting to me – there’s a lot of very interesting stuff around being able to build your own apps using tools like Air Table or Stacker HQ, because it’s hard to find a service that does exactly what you want. It’s better to build it on a low-code no-code basis than use your development team. Companies that enable businesses to build apps and platforms cost effectively will be big, in my opinion.”
- “The Lightning 50 win is great. Everyone sees it internally as a mark of recognition of what we’re able to achieve – but it also shows us what else we can achieve. We see a clear pathway over the next few years to make us into a 100M business, so this is a stepping stone – a marker that we’ve made the right decisions along the way and a validation for everyone involved. But there’s plenty more to come from us.”
- Passenger took third place in the Lightning 50 list of fastest-growing UK brands and won the top spot for the Fashion & Apparel category with an impressive 363% growth rate.
- The tech they deem indispensable to their growth includes Shopify, Instagram and Peoplevox.
- Passenger hasn’t seen the increased consumer interest in the outdoors category settle down since Covid era – with remote working now the norm, it is a thriving sector.
- The business has puts emphasis on sustainability as part of its core brand DNA. Becoming sustainable is a company wide goal that is fuelled by everyone in the team.
Season 2, Episode 1
CEO of Beer Brand Pinter – The UK's Fastest Growing Online Retailer – On The Strategy Behind Its Incredible 626% YOY growth
To kick off season 2 of the Lightning 50 growth hacking podcast, we sit down with beer-enthusiast brand Pinter, who created a device that allows beer-lovers to brew fresh beer in the comfort of their own homes. Lauded as a more sustainable way to enjoy beer than ordering crates of bottles, the brand made Time magazine’s Top 100 Inventions of 2020 – and this year was crowned the winner of Brightpearl’s Lightning 50 list after reporting an incredible 626% growth rate.
- “Fresh beer is the best beer – you can ask any brewer in the world – but until we launched Pinter you couldn’t easily get it at home. It’s crazy that you’d take a single-use container to work but throw away tens of bottles of beer a week because you can only get it bottled. Pinter is a step forward in sustainability in that sense as it’s the only beer in the world that comes through your letterbox. One fresh batch is the equivalent of 17 bottles of beer.”
- “It took us a few years to arrive at the concept, but one of the key things was making sure you could deliver it through a letterbox so you could be at work and still receive it. Companies spend hundreds of millions of pounds trying to deliver to people but you usually have to sign for it. Pinter can come all through the day without signature, so it’s a convenient e-comm solution. Historically beer hasn’t been a great e-commerce fit due to that; it’s been easier to go to the shop – but Pinter solves that.”
- “A huge amount of work went into inventing the product in the first place, and customer appetite was already massive when we launched. Around 30 days after the launch we were included in a list of best inventions of the year, other press followed, and we were run off our feet from then on. We were ready for it – so I think the key thing was the amount of time spent on development.”
- “We’re in our second full year but in the first we reached about £6M in revenue. In the last quarter of 2020 we had no stock at all. It was a lot to do in the time we did it in – and immensely difficult to operationally deliver. It was me and just a handful of other people at first and we were physically packing it ourselves, but in 15 months we had 211 staff. In the last year we’ve been focused on building a better business in all senses.”
- “A big challenge for us was we tried to do too much at the beginning. Our revenue was growing enormously but each thing we were doing could have warranted its own department, and we spread ourselves too thin. When we refocused as a business we restructured to build teams, outsourced manufacturing and dispatch – and held onto what was super important to us personally, like product development. One of the biggest learnings for us was realising we couldn’t do everything.”
- “We use Shopify and Klaviyo and get a single customer view powered by our software analytics – so the amount of insight we get about our customers is next level and these systems are massively helpful for that. We don’t want to reinvent the wheel on how we send emails or manage data, but make sure we are really adding value. For our case it’s customer service, and proving how to make the best beers possible with the best tools. We’ve also launched an app about making beer at home – keeping it simple and just focusing on what would benefit our customers.”
- “I used to run music festivals which have strong customer fan bases. With Pinter, something we didn’t see coming was that brewing pints sits at this crossroads between crafts and socialising. This social community just grew and is massively engaged. It’s been amazing for us as they’ve offered a huge amount of support and they really hold us to account to make sure what we do is world class. Without our community we wouldn’t have as strong a business as we do – they really are an invaluable resource.”
- “Subscriptions allow you to get a better price on your beers – and they’re already competitively priced, so it’s a big saving on high quality beer. Subscriptions have increased a lot for us as a portion of our overall base. Early on, we didn’t have the ability to buy both products and subscriptions in one transaction – now that we do it’s gone a long way to contributing to our popularity.”
- “We’re a young company, so everything is quite uncharted so far in terms of demand. Christmas is a super busy time for us for both new and existing customers, but we have a strong supply team and have built in lots of resilience. The World Cup is delayed this year so that will be another big event – most people won’t be going but will be watching it at home with friends. So it’s very difficult to forecast the effects of Christmas, this event and our natural growth this year. Forecasting is one of our biggest challenges for the coming season.”
- “This year has been the most difficult year for us as retailers – keeping everything together while we grow so fast and working ridiculous hours – so to get the number one spot in the Lightning 50 is awesome. You work hard seven days a week for so long, and it inspires you to carry on. It makes it all worth it.”
- Pinter topped the Lightning 50 of UK brands this year, winning fastest-growing e-commerce retail brand in the UK and the city of London.
- Despite only launching in 2020, the brand reached an impressive 626% growth rate YoY.
- The tech they use to power their expansion includes Shopify, Klaviyo, Facebook Ads and a subscription payment model.
- Pinter is the first product of its kind – and going live in the peak of the pandemic meant the product was perfectly placed for huge consumer interest.
- In terms of marketing, the brand also cites its active online community as a fundamental resource of customer feedback and support.
Season 1, Episode 1
Jordan Major, Head of E-Commerce at Au Vodka, joins the inaugural Lightning 50 podcast to reveal the tactics behind this Welsh premium Vodka brand’s stonking 10,000% YOY growth!
Endorsed by some of the world’s biggest celebs, multi-million pound growth, hundreds of thousands of loyal fans on social media…
For luxury drinks brand, Au Vodka, those are just a handful of high points in an incredible commerce journey that’s recently culminated in the brand being crowned the UK’s fastest growing retail brand for 2021.
About our podcast
Brightpearl’s Lightning 50 E-Commerce Growth Hacking podcast, hosted by Caroline Baldwin, is a bitesize 15-minute podcast that gets under the hood of highly successful e-commerce brands to discover the key technologies they are using to power growth.
About our guest
Swansea-based Au Vodka is a luxury vodka retailer, and the fastest-growing vodka brand in Europe. Founded by young entrepreneurs Charlie Morgan and Jackson Quinn aged only 19 and 22, in just five years the brand has grown phenomenally, from starting out on the shelves of a few Selfridges stores to becoming a buzzing online sensation worth £2.5M. The retailer stocks its vodka in premium stores such as Harvey Nichols, UK supermarkets including Tesco and online marketplaces such as Amazon, as well as its Shopify Plus website.
Primarily due to its huge social media following, the brand grew an immense 10,170% in 2019/20. For this podcast, we spoke to Jordan Major, Head of E-Commerce at Au Vodka.
- “In the past three years we’ve seen exponential online growth, and social media is to credit for that. The gold bottle is quite iconic at this point – it’s Instagrammable and works well in the right influencer’s hands.”
- “We were turning over £29k in 2019, by the end of 2020, £2.5M. A massive factor in this is we react to trends and capitalize on them. We leverage social media marketing and paid ads to build relationships with our audience, rather than simply selling to them and letting them go.”
- “I was looking at other brands online and how they were marketing themselves. We wanted to replicate that extra level of service and the online perks – but for booze. There’s nothing special about buying from a supermarket, but when you buy from us online you get a unique experience.”
- “During Covid, people were spending more time on social. So we scrolled through TikTok to see what trends were happening and thought, why not feature influencers with a bottle? Everyone was on furlough, sitting at home with nothing to spend their money on, so why wouldn’t they treat themselves? We used the most appropriate influencers for our brand, like rappers, Love Island stars, even local celebs in Wales. We had a good idea of who to use and at what time.”
- “Growing the e-commerce side involves challenges you don’t think of when you’re a small business – getting your products, marketing and warehouse sorted is something that only becomes an issue when you’re bigger. The sheer number of orders that need packing per day; that upscaling is a huge challenge.”
- “A new bit of tech for us is our WMS [warehouse management system], so we can get insights about stock flow, when things are dispatched, etc. The tech allows us to pack 150/200 orders a day when we were doing 50 before – and like cavemen; with sheets of paper blowing around, manual orders and hands-on packing. Since we brought on a WMS, there’s been a massive increase in productivity.”
- “I was ecstatic when I found out we’d won the Lightning 50 – especially considering the other great brands that were shortlisted. The rest of the company takes the e-commerce team more seriously now we have a couple of awards under our belt!
- “One tip – trust the people in your team, whether that’s four or 40 people. I’d never be able to handle our e-commerce platform now without my staff. Rely on them to help you and let go of doing everything yourself.”
- “We recently switched to Shopify Plus and we’ve seen huge benefits to that. Things you take for granted – like insights, customer reports, sales flows – again are things you don’t consider when small but when you’re bigger they become invaluable.”
- Au Vodka came in 1st place on the Brightpearl Lightning 50, and topped the regional rankings for Wales as well as in the Luxury sector.
- That followed a 10,170% YOY revenue increase in 2019/20
- The brand credits much of their growth to a smart social media and influencer marketing strategy, and uses tech tools Instagram and TikTok for this. They are the most followed vodka brand on TikTok, and the most followed British vodka brand on Instagram.
- The e-commerce side makes up only 10% of the business, yet is primarily responsible for their huge growth.
- The tech tools Au Vodka says is responsible for their supercharged growth: Instagram, TikTok, Shopify Plus, and its WMS.
Season 1, Episode 2
Jade Holland Cooper, CEO of Holland Cooper, joins Caroline on today’s podcast episode to discuss how the popular luxury lifestyle brand has achieved outstanding growth over the past year
A long-time customer of Brightpearl, Holland Cooper is a luxury lifestyle brand that has positioned itself as quintessentially British. Best known for its British-made tweed, Holland Cooper sells products ranging from pet accessories to long-line puffer jackets. Founder Jade Holland Cooper launched the brand in 2008 and is the managing director, as well as overseeing the design team.
About our podcast
Brightpearl’s Lightning 50 E-Commerce Growth Hacking podcast, hosted by Caroline Baldwin, is a bitesize 15-minute podcast that gets under the hood of highly successful e-commerce brands to discover the key technologies they are using to power growth.
About our guest
Holland Cooper is a British luxury lifestyle brand specializing in women’s fashion. Launched in 2008, the brand started out on the events circuit, promoting its statement tweed garments at top events such as Cheltenham Races. Since then it’s built huge popularity in the premium sector for its country-inspired ‘investment pieces’, and operates DTC via its Shopify Plus website, as well as wholesale to independent outlets such as Jules B and Millbry Hill. The brand grew 243% in 2019/20. For this podcast, we spoke to Founder & CEO, Jade Holland Cooper.
- “British tailoring is at the heart of the business and why I started in the first place. I noticed women tend to buy a luxury key piece but everything else high street – so I wanted our products to be at a price point that meant they could wear everything by us – for walking the dog, riding, skiing, a night out. Our staple garments aren’t intended for a season or trend but much longer.”
- “In the beginning we were all about the events circuit. It was before social media kicked off, so nothing like now when the website and online has become a central tool and asset to our business. The website is our shop window and the gateway to global sales.”
- “Our huge growth during lockdown was due to a number of factors. One thing was I started to personally engage with our customers through Instagram, and they started to really connect with our brand and who we are. I became more open about what was happening with us rather than maintaining a polished, ‘closed book’ front. I now respond to every single customer message, even if it’s 400 a day.”
- “In growth you will always face challenges – Covid was an enormous challenge operationally, logistically, from a stock perspective – and we had to manage that as a team. It’s how you learn from those bumps in the road and get better and stronger for the following year. We have great people on our team with real expertise, it’s a collaborative effort – and you have to be able to trust them so you can move forward.”
- “My main advice is when your business is growing, don’t be afraid to change up your systems. Every year you’re almost a different business, so your requirements will be different. Something we’ve been good at is picking systems that will grow with us, and Brightpearl has been great for that. When you’re multichannel there’s a challenge to find a system that fits with everything, but for five or six years it’s been a great connector for us and I think it will continue to be.”
- “We’re also using great tech for B2B like JOOR [a wholesale management platform], because wholesale has grown dramatically for us. There are further things we’re putting in place for other parts of the business, like more advanced warehouse systems, sample development and sample trackers.”
- “As you get bigger, all departments need streamlining systems. You need transparency, connectivity and communication across all of your departments so the business flows seamlessly.”
- “We’re striving to be bigger and better every year and getting the Lightning 50 recognition along the way is fantastic. Our consumers love the brand, we’re extending into overseas markets and it’s an incredibly exciting place for us to be in.”
- Holland Cooper ranked 22nd place on the Brightpearl Lightning 50.
- That followed a 243% YOY revenue increase in 2019/20
- The tech they say was instrumental in their growth was Brightpearl, the Shopify Plus website, and taking a more personal approach on Instagram.
- The business is using JOOR as well as more sophisticated warehouse software in future to bolster its growing wholesale market.
- Jade claims being open with customers and responding personally to every message during Covid caused a huge boost in engagement with the brand.
Season 1, Episode 3
Lauren Juster, Sales and Marketing Director at Biscuiteer Baking Company, joins Caroline to share some of the secrets behind the brand’s astonishing 197% year-on-year growth.
A proud Brightpearl customer, the online handmade biscuit company has seen fantastic growth over the past few years. Founded in 2007, Biscuiteers’ handmade products are currently stocked in John Lewis, Selfridges, Harrods, Fortnum & Mason and The Conran Shop.
About our podcast
Brightpearl’s Lightning 50 E-Commerce Growth Hacking podcast, hosted by Caroline Baldwin, is a bitesize 15-minute podcast that gets under the hood of highly successful e-commerce brands to discover the key technologies they are using to power growth.
About our guest
Biscuiteers Baking Company is an online handmade biscuit company in the toys and gifts sector. Founded in 2007, Biscuiteers’ luxury products are currently stocked in John Lewis, Selfridges, Harrods and Fortnum & Mason. The company has also collaborated on bespoke biscuits for the likes of Mulberry, Boden and Burberry. IT recently saw a £1.25m raise on Crowdcube. For this podcast, we spoke to Lauren Juster, the brand’s Sales and Marketing Director.
- “We’ve always thought of ourselves as an ‘online first business,’ that’s how we started. Although our bricks-and-mortar stores have helped us expand the brand, Google is the high street of the world, and it gives you the ability to scale. E-commerce is at the heart of our business and it’s where we see our future growth.”
- “Our USP is that we do iced biscuits – they have to be done by hand. That was challenging operationally when things exploded during the pandemic but, once we got our heads around it, it was a blessing… We were able to be totally agile, able to respond to the trends and demands of the pandemic. We watched the trends and responded to them. We launched a gym bunny collection, ‘date night in’ and DIY kits at various points through the pandemic.”
- “One of the challenges for us has been getting all our data in one place. Having various spreadsheets along with multiple apps and tools wasn’t working for us. It was creating lots of inefficiencies – we were spending time looking for stats to inform decisions we wanted to make quickly. Linking up systems [via Brightpearl] has been fantastic – it’s so important for scaling.”
- “We knew we couldn’t handle another Christmas like the crazy one we had in 2020 without a centralized system in place. We made a conscious decision to find a partner to work with to centralize all our operations. We implemented Brightpearl in just three months. The key was doing it during our down period in the summer months.”
- “We’re toying with the idea of developing an app – so many of our competitors have an app and see success with it. However, apps can be expensive and high risk – we’re exploring a PWA (Progressive Web App), so we can dip our toe into the app world. We already have loyal customers – the app will help us push that forward.”
- “My tips would be to stay true to your business mission and values – going off piste to chase growth won’t give longevity or a brand that customers can connect to. Also, watch the trends in what people are buying. Social media has been a key listening tool for us – you don’t have to go far for customers to give their input. Talking to your customers is a great way to be sure you are creating something people actually want to buy.
- “It’s super exciting to rank on the Brightpearl Lightning 50 – having the recognition off the back of such a challenging year feels extra special. The Lightning 50 is chock full of exciting brands so to be in their company is the cherry on top – we’re really chuffed.”
- Biscuiteers ranked in 32nd place on the Brightpearl Lightning 50
- That followed a 197% YOY revenue increase in 2019/20
- The tech that’s driven their growth includes: social media, Facebook Workplace, Ometria (a data analytics platform), Brightpearl
- The pandemic turbocharged growth (previously steady at 30%) but the business has managed to maintain similar growth in months since.
- Implementing Brightpearl has been a key factor in the brand’s success, bringing together every part of the business into one centralized Retail Operating System (ROS)
Season 1, Episode 4
Moynul Islam, DTC lead at adult sweet brand Candy Kittens, is today’s guest on the Lightning 50 podcast and shares the journey the company has been on over the past year, including its 608% YOY growth and being named the ‘fastest growing online company in London’.
Since the start in 2012, Candy Kittens – the brainchild of Made in Chelsea star Jamie Laing – has been on an incredible growth journey. Candy Kittens makes sweets for grown-ups – with big flavour, honest ingredients and beautiful packaging – and the brand’s products are now stocked in major high street stores across the world, including Walmart and Waitrose, alongside its booming online presence.
About our podcast
About our guest
Founded by Made in Chelsea star Jamie Laing, Candy Kittens is a 100% vegan confectionery retailer. Aimed at the millennial market as ‘vegan sweets for grown-ups’, the company launched in 2012 and has since become the fastest-growing confectionary brand in the UK, and stocks in every major grocery store as well as wholesalers, independents and online. The retailer grew 608% in 2019/20. For this podcast, we spoke to DTC Lead at Candy Kittens, Moynul Hazari.
- “At Candy Kittens, what sets us apart is not just great tasting sweets but having a positive impact on the environment. Sustainability is key for us – we avoid animal gelatin and palm oil, we’re a carbon neutral business, and our pouches are recyclable.”
- “Our brand has grown organically quite a bit – but when we recognized the potential of online we were lucky that we got investment backing from our MD and the board. The investment went into marketing, customer acquisition, D2C and digital – and also on partnering with some really great agencies that we might not have been able to work with before. It means we have the exact right people with specialist knowledge, and that really helps us to grow.”
- “Another thing that sets us apart is we don’t market our sweets to kids; it’s very much a gourmet treat for adults. Our biggest base is 18-35 year old females. As far as online, we’ve also focused on our product mix. You can just pick up the sweets in-store, but on our website you can make items up as gifts for a birthday or Christmas, so it has that bit extra.”
- “Having great foundations in place before scaling was absolutely key for us. You really don’t want to be in a position where you’re spending money to drive traffic, then find out you have an issue with supply chain, product, an integration issue, or inefficient customer service. You might get sales in the short term but will suffer longer term with your returning customer rate, so getting the foundations right is essential.”
- “We did a lot of testing and trialling. There’s nothing wrong with failing, but as we always say, ‘Test fast and fail fast’.”
- “We focus 90-95% of our marketing budget on Facebook Ads, and the rest on Google Ads and Pinterest. That comes with its own challenges. The recent IOS update was a big challenge for online businesses; we now have to be more cautious and change our strategy for the long-term to focus on that first set of customer data. But challenges help us to think outside the box, as it’s about how we can pivot and spend our money more efficiently – maybe in different technology or in email marketing, for example.”
- “It’s so important to know how various tech and software can transform your business, and have an understanding of how each software complements each other in exactly the right tech stack. We use Shopify, which I personally swear by – and technology that supports Shopify is essential. We invested in Klaviyo last year which completely changed our email marketing metrics and generated revenue. We use Recharge for subscriptions, Gorgias for customer service, and Yotpo for loyalty programmes and referrals. A really important one is 3PL for your warehouse. Having streamlining in place to manage your stock and orders is absolutely vital.”
- “Attribution tools are more important now than ever before. We want to use tech to map the customer journey in more detail, so we can then optimize our site and create more personalized marketing. Beyond that, a great tip is to build a community online. SMS marketing has made a comeback, too.”
- “Making the Lightning 50 is a massive achievement. You can really get lost in the operations of e-commerce and it’s great to see our hard work pay off by being recognized in this way. It’s huge for us.”
- Candy Kittens ranked 4th place on the Brightpearl Lightning 50.
- That followed a 608% YOY revenue increase in 2019/20
- The tech that was instrumental for the brand’s growth was Shopify, Facebook Ads and Google Ads, and 3PL for its warehouse
- Sustainability is a huge USP for Candy Kittens, as well as positioning their product as ‘sweets for grown-ups’ to their primarily millennial audience
- Other tech the retailer uses includes Klaviyo for email marketing, Recharge for subscriptions, Gorgias for customer service, and Yotpo for loyalty programmes and referrals
Season 1, Episode 5
Mark Tweed is Brand Director at nightwear brand Cyberjammies and recently appeared on the UK’s Apprentice and one of Lord Sugar’s expert advisers. Today, he joins Caroline on the podcast to discuss the ‘dream technology’ which has fueled the firm’s 372% YOY Growth.
Online nightwear brand Cyberjammies is a long-time Brightpearl customer which primarily reaches customers directly via its successful webstore but also via leading retailers including John Lewis, Next and Very. In the past year the company has seen its revenues triple and it was crowned ‘the fastest growing fashion brand in Britain.’
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Cyberjammies is a UK-based nightwear and loungewear retailer. Founded in the early 2000s as an e-commerce only brand, Cyberjammies now sells its high-quality, ethically-made garments in stores such as John Lewis, Next and Very, as well as via their successful Shopify Plus webstore and two sister websites. After a steady 50% growth period YOY, the retailer grew an immense 372% in 2019/20. For this podcast, we spoke to Mark Tweed, Brand Director at Cyberjammies.
- “Cyberjammies is over 20 years old and that whole time we’ve been dedicated and fixated on making great nightwear – at first for ladies but now for the whole family – using sustainable fabrics and ethical manufacturing wherever we can. Quality is what we pride ourselves on.”
- “In the pandemic we were fortunate in that while many other retailers were having a tough time, our growth rate was astronomical as everyone’s work wardrobe became pyjamas and loungewear.”
- “For any brand to grow significantly, automation is absolutely critical – when you go from hundreds to thousands of orders, you want as little interaction with those orders as possible. In that respect, Brightpearl has been instrumental for the growth of our business. Ten years ago our business was very spreadsheet-based, which was slow, painful and inefficient – ever since we’ve had Brightpearl and those processes are now automated, it’s allowed us to get on with what we’re good at.”
- “Brightpearl is the hub of our business – it links everything together. We’ve got two websites as well as Cyberjammies (both have seen similar growth as they’re also nightwear focused) – and we’re also synced with other retailers such as John Lewis and Next.”
- “We’ve migrated to a 3PL warehouse which has staff conducting scan in/scan-out processes – this made our lives a lot easier. We moved warehouses right before Covid, so it was a stressful period, but the warehouse very quickly received our stock and we were trading as normal within a couple of days. This had a huge impact on the business, both during Covid and through to now.”
- “Aside from automation, talk to your customers and constantly talk to them, in a way that they find appealing. Offer them small items like a scrunchie that goes with their new robe or a new pattern of a pyjama set they’ve already bought. Always offer more. We spend a good amount of money on Facebook Ads and Instagram Ads and we’re looking into TikTok – it’s not something I use myself! But from a business view, it’s something we need to stay on top of.”
- “Getting so high [top 10] in the Lightning 50 is such great recognition. We’ve added it to the bottom of our email signatures, that’s how important it is to us – we want people to see it and hear about it. It’s something we can use to celebrate our team; a point of external recognition, so we really appreciate it.”
- Cyberjammies ranked in 10th place on the Brightpearl Lightning 50
- That followed a 372% YOY revenue increase in 2019/20
- The tech that’s driven their growth includes warehouse 3PL, Facebook Ads, Instagram, Google Ads, Brightpearl
- The pandemic turbocharged growth (previously steady at 50%) but thanks to Brightpearl and their new warehouse system, they could sustain the incredible spike in sales
- Brightpearl is the ‘hub’ of Cyberjammies, bringing all marketplaces and channels together both online and offline. The brand is moving to Shopify Plus to gain key analysis into customer behavior and allow them to be more nuanced in their marketing efforts.
Season 1, Episode 6
Wiltshire-based online furniture retailer, Furniturebox, saw a phenomenal 267% increase in revenue over the last year, becoming one of Britain's fastest-growing online homeware brands. But how did they do it?
James Ewens, Head of E-Commerce at Furniturebox, joins the Podcast to talk through the key decisions that have played a huge role in the firm’s success over the past twelve months, including the systems and sales channels they’ve implemented for epic growth.
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Furniturebox is an online furniture provider based in the South West of the UK, popular due to the speedy delivery of its high-quality, reasonably-priced furniture, as well as great customer service. After launching in 2016 the brand initially sold via online marketplaces such as Amazon and eBay, then additionally began selling through their own Magento 2 website from 2019. Shortly after this, the events of 2019/20 saw the retailer make 267% growth. For this podcast, we spoke to James Ewens, Head of E-Commerce at Furniturebox.
“As we started out on marketplaces we had learnt a lot about the kind of product we should be selling when it came to operating through our own website. So we’d positioned ourselves very well – then Covid hit, which meant more people were interior decorating and furniture stores were closed, and we saw a huge spike in sales.”
- “We tend to describe ourselves as a tech company that sells furniture online – because everything we’ve done has been about using tech to further our growth. As this is different to a traditional furniture company who may have started out selling in showrooms, it’s likely this ‘tech first’ mindset has likely given us the edge over the competition.”
- “Brightpearl is the foundation of our tech stack and powers everything we do – without it we’d have no order management system, no inventory management, no purchase order management – but we’ve also brought on a lot of other tech to bolster what Brightpearl does for us.”
- “We use Inventory Planner for demand planning and stock forecasting, that’s been an enormous boom for us. During Covid, when demand was fluctuating manically – when stores were open, then closed, then open – Inventory Planner was our key tool. Without it we would have really struggled.”
- “When we doubled the product range we realised we needed a smarter way to store product info, so we invested in Pimberly which has been another key partner. So Brightpearl, Inventory Planner and Pimberly are really the three tech tools that have made us a success story.”
- “Brightpearl has a very robust API so we can plug things into it really easily. The Pimberly connector was done in three weeks, and when you think about the number of products we have (it’s now up to 14,500 SKUs) that’s a real testament to how brilliantly it integrates.”
- “The most exciting part of retail tech now is AR and VR; the ability to bring the experiential aspect of being in a store, into the home. A lot of the big retailers are already doing it, but how that eventually evolves in the shopping and browsing space is really exciting.”
- “Tech is the answer – never be afraid to invest in tech. Your tech stack drives everything you do – efficiency gain, product launch gain, turnover gain. We’re in a world where tech is so important, so my top tip for growth is never be afraid to invest in it.”
- Furniturebox ranked in 16th place on the Brightpearl Lightning 50, and won ‘Fastest-Growing Business in the South West’
- That followed a 267% YOY revenue increase in 2019/20
- The tech that’s driven their growth includes Pimberly (a product info management platform), Brightpearl and Inventory Planner
- Though Furniturebox had enough stock to meet demand when Covid hit, Brightpearl’s Inventory Planner enabled them to maintain inventory and service levels throughout. The brand credits their tech stack for getting them through periods of huge growth
- Since pandemic growth period, Furniturebox has had the means to keep growing. The brand has built a dedicated e-commerce team, more than doubled their product range and opened a new office in Bristol.
Season 1, Episode 7
Established back in the 1970s as a popular High Street electronics brand, Maplin has seen incredible growth over the past few years after switching its focus to e-commerce.
Today, Ollie Marshall the firm’s MD, joins Caroline on the podcast to discuss the key drivers behind a whopping 495% YOY growth, which saw the brand rank 7th on the Lighting 50 list of Britain’s fastest growing online retailers.
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Maplin is an online electronics specialist. The well-known brand was a mainstay on the British high street going back to 1976, but closed its physical stores in 2018 to relaunch as a fully online retailer. Today the brand sells everything electrical, from computing, television and audio equipment to entertainment systems and smart gadgets. The brand grew 495% in 2019/20. For this podcast, we spoke to Ollie Marshall, Managing Director at Maplin.
- “At Maplin we sell everything from routers and gaming supplies, through to the weird and wonderful products we’re known for such as metal detectors, smoke machines and soldering irons.”
- “We relaunched as an online only retailer in January 2019, so spent that year getting back on our feet, rebuilding the team, tech and supply chain. Then as lockdown kicked in, we worked very hard to keep wheels in motion – as people wanted working-from-home equipment to use during the day, straight through to music, games consoles and entertainment devices for their evenings. Though a lot of our growth was natural due to restarting the business, Covid’s effect just sat perfectly with our category of products.”
- “When we relaunched as online only it meant we could reimagine what a supply chain was. We work heavily with a concept called dropshipping, so we don’t fulfil all of our orders but work closely with a number of suppliers who conduct service on our behalf, and that means we can be very agile. For us, operationally, our technology and systems have been a huge competitive advantage for us.”
- We work with a Magento e-commerce website. For dropshipping and distribution, that’s in-house, built in C#. I think fraud is under appreciated as a lever of growth – the more you sell, the bigger chance of fraud – so we work with a company called Signifyd to protect us from that. We use Akeneo for product information and Swogo for automated bundling so we can increase those basket sales. There’s so many more, but those are the ones that effectively keep the whole machine running smoothly.”
- “I get a lot of inbound marketing from tech vendors, but I do think the best ones tend to rise to the top in terms of coverage and word of mouth. You just need a good feel for what your business actually needs. I also consider the culture of the business, their support, level of service – those are all big factors for me.”
- “Cost of commodities is a huge challenge for us, such as shipping costs and shortages overseas. Container costs, for example, have gone through the roof – and will only go higher in 2023 when new legislation comes in around lowering emissions. To tackle this, we’re working with a company called Quiver which offers 3PL for more sustainable, diverse delivery options.”
- “As you grow, things like returns become a massive problem. When you’re bigger in scale, you need a real process around it – a high volume ‘exit plan’ for these returns. ASOS is a great example of a company who has done this really well.”
- “Partnerships are a fantastic way of growing your business. We’re about to partner with B&Q, and we already partner with fulfilment providers Gorillas and GoPuff. There are huge benefits to diversifying in this way.”
- Maplin ranked 7th place on the Brightpearl Lightning 50 and topped the Electronics and Components sector.
- That followed a 495% YOY revenue increase in 2019/20.
- The tech instrumental to the brand’s growth was its in-house dropshipping functionality, its Magento website and anti-fraud e-commerce tool, Signifyd.
- Maplin heavily uses dropshipping to increase sales volume and geographical reach.
- Relaunching as online only has given Maplin a competitive advantage, as the retailer has been able to reinvent its supply chain and use a roster of tech and software to keep the business moving.
- The brand also uses Akeneo for product information management, Swogo for automated bundles and is working with Quiver to diversify its delivery options.
Season 1, Episode 8
Online hair supplies brand CoolBlades saw a huge sales spike as Brits rushed online to buy supplies for at-home haircuts during the various stages of lockdown, at the height of the pandemic.
Today, Rupert Hughes, E-Commerce Director, joins the podcast to talk through the shrewd moves the team made before the pandemic hit which allowed them to manage a near 200% spike in online sales while other competitors faltered.
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CoolBlades is an online hair and beauty retailer specialising in salon-quality hair styling products. Founded in 2005 by a husband and wife team of former stylists, nearly 20 years later it’s now a leading online supplier of hairdressing products for top salons, beauticians and trade stores. Moreso since the pandemic, they sell direct-to-consumer. The retailer operates primarily via its website as well as through Amazon, and grew 191% in 2019/20 after salons closed during the pandemic. For this podcast, we spoke to Rupert Hughes, E-Commerce Director at CoolBlades.
- “We were going at a steady rate, making sure we had capacity to grow nicely over the next five to ten years – then the pandemic hit. Because all the salons AND trade stores were closed, everyone came online straight to us. The equivalent of a year’s worth of stock was sold within 10 days. A few thousand combs – which would usually have lasted a year – sold in a week.”
- “One of the things we’ve learnt is the importance of thinking ahead and making sure you have capacity built into your systems. We were lucky in that we’d moved warehouses only a year before the pandemic, which was a bit of a risk and an extra cost for us – but if we hadn’t that capacity for stock, we wouldn’t have coped.
- “Having capacity to think ahead also applies when it comes to software. We put Brightpearl in place in 2017 – our system before that was very slow and clunky to use, and simply wouldn’t have coped with the pandemic sales spike. Implementing Brightpearl was an investment, but it had features we could see real benefits of, and sure enough, when things took off overnight we were able to manage.”
- “There’s a lot of customization you can do with the Brightpearl platform which automates day-to-day tasks such as invoicing, auto-fulfilment of orders, or ensuring particular shipping instructions with a particular courier. That functionality takes a lot of the boring tasks away from staff and allows them to concentrate on the parts of business where we really deliver value, like talking to customers, etc.”
- “I initially came on board to do some SEO work for CoolBlades, so when the pandemic hit, the brand’s Google ranking was very strong – that was definitely a large contributing factor to our success during lockdown.”
- On website sales v. marketplaces] “When we sell through the website we have more contact with customers, we want to make sure our traditional customers get great service and their questions answered – whereas marketplaces allow us to sell volumes of orders we wouldn’t have been able to achieve otherwise.”
- “When we introduced Brightpearl it gave us the ability to allow back-end systems to talk to the website in real-time, so we could fulfil orders more quickly, extend fulfilment promises to customers (Next Day delivery etc), and we could keep prices and inventory up to date. Prior to BP someone was having to do that manually every morning, which was a horrible task and it meant things got missed.”
- “You can clearly see the month we put BP in, sales went up – the only real reason for that is because high-selling products we weren’t constantly keeping in stock were now always in stock. It made a massive difference.”
- CoolBlades ranked in 34th place on the Brightpearl Lightning 50.
- That followed a 191% YOY revenue increase in 2019/20.
- The tech that’s driven their growth includes: Brightpearl, Amazon FBA and their strong Google ranking (SEO investments).
- The pandemic meant the retailer saw a huge shift in direct-to-consumer sales, when it was primarily a B2B supplier.
- Brightpearl has allowed easy communication with Amazon FBA, which allows CoolBlades to make further-reaching sales in higher volumes with quicker fulfilment.
- The brand has been able to invest their 2019/20 growth into the brand’s future, growing at a steady level with new direct-to-consumer visibility.
Season 1, Episode 9
The popular fitness brand Powerhoop sells weighted hula hoops, and the business was not going to be left out of the loop as it stormed into second place on last year’s Lightning 50 with a huge 2,900% YOY growth rate.
Managing Director Karyn Seroussi, joins Caroline on the podcast today. She reveals some of the growth strategies which saw the brand avoid jumping through hoops and instead achieve astonishing growth – becoming the fastest growing sports and fitness brand in Britain this past year.
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Powerhoop is a fitness provider that specializes in weighted hula hoops for exercise. When CEO Karyn Seroussi found a weighted hoop when visiting family in the US, it inspired her to develop a fitness program with top fitness trainers on her return to the UK. Since then, Powerhoop has become a multinational movement and lifestyle brand that not only sells weighted hoops via its Shopify-powered website, but runs an online streaming service for hula-hooping fitness classes. The brand grew an incredible 2,960% in 2019/20. For this podcast, we spoke to Founder & CEO at Powerhoop, Karyn Seroussi.
- “We sell weighted hula hoops which are great for exercise – and provide a fitness program for using the hoops. We developed our own premium hoop with innovative features like adjustable weights, and we make them with non-toxic materials in the UK.”
- “There was a lot of buzz around the hoop – but we weren’t really reaching much of the population other than gym goers who go to classes. So we hired a new e-commerce expert to the team who had a wealth of knowledge about digital marketing, and that really was one of the main contributors to our growth, as it meant he’d put fantastic infrastructure in place before the pandemic hit.”
- “The pandemic meant home fitness equipment was in high demand. We were excited that the concept was catching on and more people were buying them. The influencer network we’d built meant word was getting around that hooping is a great way to get in shape in your living room.”
- “Influencer marketing has been important to our success, no question about it. We don’t pay lump sums to whoever is big at the time – we choose people who genuinely love our products. The influencers were our bread and butter because they posted referral codes, and the online hype meant our customers would get super excited about the hoops before even taking them out of the box. ”
- “Longevity is important. You can sell a product and walk away and be done with it, but we wanted to keep the conversation going and not have the hoop workout get boring. So we had our top trainers develop recorded online classes and we set up our streaming platform, Powerhooptv.com. A streaming platform is great if you have value or expertise to offer. Basically, the streaming subscriptions feed into product sales, and product sales feed into subscriptions.”
- “We started out with a custom built e-comm platform which we found very clunky, so we switched to Shopify which was much more user friendly. That really allowed everything to flow.”
- “It’s definitely validating to be on the Lightning 50 – we’ve worked for several years to be the best in our field and it means so much to the team to be recognized.”
- Powerhoop ranked 2nd place on the Brightpearl Lightning 50 and topped the Sports, Leisure and Hobbies sector.
- That followed a 2,960% YOY revenue increase in 2019/20
- The tech the brand deems instrumental to growth was Shopify, its online influencer network and its online streaming channel.
- Powerhoop uses its online fitness class streaming to boost longevity of the product and encourage word of mouth.
Season 1, Episode 10
Proudly independent, this small team of self-proclaimed 80s and 90s nerds launched the uber popular retro t-shirt brand TruffleShuffle. The company has gained steam from doubling down on old-school obsessions that keep them creating the quirkiest, coolest exclusive T-Shirts which has seen them achieve 235% YOY growth.
Today, Pat Wood, the Managing Director of the business, joins the podcast to talk through the factors behind the brand’s outstanding success, from expanded product offerings and customer service innovations to its own bespoke technology platform.
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Truffle Shuffle is a retro 80s and 90s apparel retailer based in South West UK. When Founder, Pat Wood wore a Dukes of Hazzard t-shirt into a local Bristol nightclub in 2004, he received so many compliments that he tried selling a couple on eBay. 15 years later, Truffle Shuffle has maintained its cult status as a one-stop-shop for all things nerdy-retro. Selling DTC via its website and operating on a bespoke, self-built e-comms platform, the brand grew 235% in 2019/20. For this podcast, we spoke to the MD of Truffle Shuffle, Pat Wood.
- “We’re a non-stop nostalgia shop. I’m an 80s nerd, one who was daring enough to buy a t-shirt from an American website in 2004 – and that daring nerd thing is core to our business. Our adage is that all the products are made for fans and by fans, and we get their input on new products whenever we can.”
- “Growth has never been a huge driver for us at Truffle Shuffle – then 2-3 years ago we thought it was time to ramp up to a larger level. Our one driver was to increase our product mix, bring on some higher priced apparel like dresses, hoodies and accessories and increase the average basket spend for core customers – who used to be in their twenties but are now in their thirties with more disposable income.”
- “We had achieved double digit growth leading up to the pandemic – then all the shops shut and our growth reached triple digits. We were prepared for gentle expansion but it ended up extremely steep, but we were able to keep stock coming in thanks to our proficient buying team who worked tirelessly to keep up with demand.”
- “We’ve always created our own bespoke tech – a leftover from starting in 2004 when e-comm platforms weren’t a thing. The landscape has changed since then, and as a startup today I wouldn’t go down that route as there’s plenty of great solutions out there. We could install Brightpearl and Shopify for example, and probably be in this same position – but our legacy platform has been built and customized over 18 years so works well for us.”
- “Our original team has been with us for over 15 years, and we’ve got a great staff retention record. That nurturing of staff and a great team culture really makes us what we are.”
- “The strategy we’ve been working on is being more bespoke and finding our niche again. It’s a crowded market with few barriers to entry in e-commerce, so you need to have your product and service absolutely nailed.”
- “Realistically you’re not going to get anywhere close to sustainable growth if you can’t serve your customers in the way you expect to be served. When we started, two weeks’ delivery was fast – now two days is considered slow. Similarly, if you don’t answer your customers’ emails, they’re no longer your customers. There’s a huge amount of things to get right in this landscape and so you need to get that foundation down before you consider growth.”
- “We always look at new tech and whether it’ll work for us; Klarna is a great example – it bulldozed the entire retail landscape and I can’t think of many retailers now that aren’t Klarna merchants. We’re also looking to integrate WhatsApp for customer service.”
- “In 2004 we were growing 200-300% every year for the first few years, but we’d long forgotten those levels of growth. To be back on the scene and have the Lightning 50 to shout about is an absolutely wonderful achievement – and a great indicator for us that our team does a fantastic job, year in, year out.”
- Truffle Shuffle ranked 25th place on the Brightpearl Lightning 50.
- That followed a 235% YOY revenue increase in 2019/20
- The tech instrumental in the brand’s growth was its customized, bespoke platform of 18 years.
- As a company that started before e-comm platforms in 2004, the brand believes using key tech tools such as Shopify and Brightpearl is the best route for any merchants looking at growing a business today.
- The landscape has changed – quick delivery is expected, rapid response times essential. Without getting the foundation right for excellent service, Truffle Shuffle says growth is impossible.
Season 1, Episode 11
Bonus Episode! Sara Arthrell is the CMO at Brightpearl, and she’s joining this special bumper episode of the Podcast to share the insights from the Brightpearl Lightning 50 league table that you can all use to fast track the growth in your e-commerce store.
Lightning 50 is Brightpearl’s list of top eCommerce brands both in the US and the UK, ranked according to revenue growth in the last twelve months. Winners from last year include brands like Holland & Cooper, Candy Kittens, and Biscuiteers.
Last year’s winners from the UK earned more than 340,000,000 and the average growth for online retailers was at 518%.
Today, Sara joins the podcast to share the tools these high growth brands are using to support and drive scale. Tune in to hear the tech secrets online firms are using to fuel success and drive growth rates of 500% growth within a year.
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