The Modern Retail Podcast

For direct-to-consumer furniture brand Sabai, sustainability reigns.The brand, which launched in the summer of 2019, and saw a growth spike in both 2020 and 2021 -- much of which was spurred by the pandemic-induced home boom. According to co-founder and CEO Phantila Phataraprasit, much of its growth was thanks to increased interest in sustainability.Sabai's products -- which range from sofas to ottomans -- are all produced with sustainability in mind. [Sustainability] can be in so many different things and be applied to so many different aspects of a business model," said Phatarapsit. "We try to apply it to every single aspect." She joined this week's Modern Retail Podcast and spoke about the company's growth.Sabai sources recycled material for all its products, as well as uses plastic-free shipping. The brand also just launched a buy-back program in the hopes of making it possible for its used products to not be thrown out.According to Phataraprasit, this has resonated with customers. "We maybe didn't appreciate how much people throughout the country care about sustainability," she said. She had originally thought Sabai would be popular in places like New York and Los Angeles, but it turns out people in smaller even suburban areas were also interested.Now, the hope is to grow and get the word out even more. Phataraprasit spoke about Sabai's social media plan -- which includes using its Instagram following for product research, while also investing in other smaller, visually-driven advertising channels like Pinterest. The idea with all of Sabai's social content is to build a brand that customers clearly understand its point of view and values."The community that we had on Instagram was very much part of [our product development] process," she said.

Umamicart is trying to bring authentic Asian grocery items to more U.S. consumers.The app launched in early 2021 and, according to co-founder and CEO Andrea Xu, has been seeing double-digit growth month-over-month. It offers Asian products from sauces to meats to vegetables, growing from 400 SKUs at launch to now over 1,000. Xu joined the Modern Retail Podcast this week and spoke about the trials and tribulations of growing a digital grocery startup.According to Xu, Umamicart began because of a gap she saw in the market. Namely, for many people it's hard to find Asian-specific grocery items beyond specialized grocery stores that are usually in specific, often metropolitan areas. "If you're lucky enough that you're near an awesome Chinatown, that's super great," said Xu. "But not everybody has that."So, the idea with Umamicart is to bring those types of products to more people. Currently, it is available in 11 states -- with plans for more expansion following a $6 million fundraise that closed in December.But the concept isn't to just bring a large Asian grocery store online. Instead, Xu and her co-founder have been working to partner with small- to medium-sized Asian brands and suppliers to give them another channel to sell their products."People ask me a lot: 'why can't I buy this at Whole Foods?'" said Xu. "I'm like, well, Whole Foods is not working with the number of suppliers that we're working [with]."Now, the focus is on expansion -- both geographically and product-wise. "We're probably going to at least double our catalog within the next few months," said Xu."Geographically, we also plan to expand. I'm not sure exactly to which exact locations, but we're definitely going to be expanding this year."

It’s been a turbulent few years for Reformation, but the women’s clothing and accessory brand is forging ahead.According to CEO Hali Borenstein, the focus now is on building trust both with customers and employees. “It is all about walking the walk,” she said on the Modern Retail Podcast.Borenstein became Reformation’s chief executive in 2020 when its founder and then-CEO Yael Aflalo stepped down after a former employee’s social media post went viral that alleged unfair treatment of non-white employees and micro-aggressions such as being passed over for promotions in favor of white counterparts. (An external review of the allegations by a law firm published five months later asserted Reformation’s workplace to be “not racist”.) At the time, Borenstein was president and vp of merchandizing. “I think that the summer of 2020 really shined light on the fact that we did not have enough focus on our internal people,” said Borenstein.Now, she said, she’s looking toward the future. “My focus has really been not just on the growth of the business, but making sure that our team everyday feels like they are heard and valued,” she said.Reformation focuses a great deal on transparency and sustainability. According to Borenstein, one of her most important moves as CEO was being open and honest about all parts of the business. “Not every decision is an easy decision,” she said. “But I will share with you why I made a decision and why the leadership team is thinking about something in a certain way.”Growth is another a big focus for the brand. The company currently has about 25 locations globally -- and has plans to open more over the next year. “We really believe in having more stores,” Borenstein said. “And then, within our store experience, we also want to continue to innovate on it so that we’re really building the best experience possible.”While 93% of Reformation’s business is direct-to-consumer, the brand does have a few wholesale partnerships with retailers like Nordstrom. But, according to Borenstein, “we use them for strategic purposes -- mostly [building] brand awareness.”

In 2019, startup chai brand One Stripe Chai saw coffeeshops as the ticket to its success. Then the pandemic came and everything changed.After a bumpy few months, the brand focused predominately on its direct-to-consumer website and finding online customers. And while its foodservice business has resumed, founder and “chief chai officer” Farah Jesani says she’s still focused primarily on growing the DTC sales.Jesani joined the Modern Retail Podcast and described the quick change. Right before 2020, Jesani said, One Stripe had over 70 coffeeshop wholesale accounts. “That’s where I was like, okay, this feels like this is a viable business. This feels like something we can really grow,” she said. Then the pandemic hit and “everything tanked.”At that time Jesani was faced with a decision: does she close up shop or does she pivot? She opted for the latter, and began testing out consumer-focused products and packaging -- something she had never done before. After a few months of trial and error, it worked. The brand got written up in publications like Bon Appetit, and this helped launched the DTC business -- which Jesani says has remained pretty profitable since launch. “To date, we’ve barely put in any ad dollars,” she said.Now that things are opening back up, Jesani is focusing on growing both DTC and wholesale channels -- although supply chain hiccups have made things slow going. As Jesani described it, 60% of her focus is on DTC and 40% on other retail partnerships. With that, she’s enthusiastic about the prospect of more growth.The hope now, she said, is to find a national retailer. I would love for our concentrates to be in Whole Foods,” she said. “More than that, I would love our concentrates to be the concentrates that are used at the coffee shops at Whole Foods.”

Online apparel marketplace Dia&Co is trying to tap into the $21 billion inclusive sizing market.Within the last few years, more brands have begun introducing a wider range of sizes. But according to co-founder and CEO Nadia Boujarwah, most businesses are only scratching the surface. Boujarwah joined the Modern Retail Podcast this week and spoke about Dia&Co, as well as the current state of plus-size apparel.Dia&Co has been around for six years, and has witnessed big shifts in brands’ plus-size strategies. “If you look at what the supply side of the [plus-size] equation is doing, it is remarkably anemic,” Boujarwah said. “About less than 20% of apparel dollars that are spent in the U.S. each year are spent in those sizes.”Her company has been trying to change that. Inclusive apparel has had its ups and downs over the last few years. Between 2018 and 2019, more brands were entering into the space than ever before, Boujarwah explained. But the coronavirus changed a lot of product roadmaps. Throughout that time, Dia&Co was focused on bringing a platform that women could trust to provide clothing choices in many sizes.Now, said Boujarwah, more brands are once again doubling down on plus-size options, which is giving Dia&Co a helpful boost. What’s more, there’s a large and growing group of plus-size influencers that Dia&Co has been tapping. Currently, the company partners with upwards of 500 influencers every month.Though Dia&Co has dabbled in building its own brands, Boujarwah said the company is primarily focused on connecting customers with other apparel giants like Madewell and Wacoal -- as well as helping those brands better market their plus-sized offerings.With that, Dia&Co has a huge opportunity at its fingertips, said Boujarwah. “We have always been a multi-branded retailer and a multi-category retailer. So our audience is broad,” she said. “Within that, we can serve different price-points.”

DTC startup Firebelly Tea is hoping to help the hot steeped beverage reach the celebrity status of coffee.That’s according to co-founder and CEO David Segal, who joined the Modern Retail Podcast this week. Segal isn’t new to the tea world -- he founded one of the biggest tea retailers in North America, DavidsTea. After selling his shares in the company in 2016, he is now embarking on a new tea journey.Tea, said Segal, “is the second biggest drink in the world, next to water,” even though, he said, “North America is a little bit late to the party.”“There’s a reason it’s been around for so long,” Segal said. “It’s really that good -- especially high-quality loose leaf tea, which is what we’re trying to show people with Firebelly.”The idea, for now, is to make a direct-to-consumer destination with Firebelly. But rather than just selling tea leaves, Segal wants to provide the entire experience. So, Segal has spent the last few years sourcing good tea blends along with the best types of tea products -- such as kettles and thermoses.“The key is the product, it starts with the product,” Segal said. “You can have a great marketing message, you can drive trial, but when it’s all said and done, people have to love the product and want to come back.”Firebelly’s other co-founder is Shopify president Harley Finkelstein. In some ways, the two experiences complement each other. Segal brings the tea industry know-how, and Finkelstein navigates the e-commerce world.“I think that the world has changed a lot since I launched DavidsTea, selling online has improved a lot,” said Segal. “One thing Shopify has done is create this whole ecosystem that really levels the playing field for merchants to be able to sell.”And, for now, that’s the plan. Sell tea and tea products online, and hope to grow the business from there. Of course, given his past retail experience, Segal is still open to the idea of brick and mortar.“I’m not ruling out the possibility of opening some retail stores,” he said. “I think there might be an opportunity down the road, certainly ones that are highly experiential.”

Win Brands Group has been around since 2017, but this is the year the DTC roll-up strategy is really beginning to gain steam.The company owns a slew of online businesses, including the candle company Homesick and the weighted blanket brand Gravity. According to founder Kyle Widrick, things have been building nicely since inception, but thanks to big pandemic-related changes Win is now set up for more growth.“We’ve built up our holding company and our structure and our process in such a way that we plan to do a third vertical and a fourth and a fifth,” he said on the Modern Retail Podcast. “And this will continue for a decade-plus to come.”Most recently, this week, Win announced that it raised $40 million and acquired a new company to its portfolio: a hat brand called Love Your Melon. On the program, Widrick spoke about his ambitions for LYM, as well as the crossroads many founders of growing online brands face.“It was clear they were going to have to hire a tremendous amount of more people to get to success on Amazon and at retail,” said Widrick. “So the question becomes: Do you want to build that yourself and hire those folks yourself? Or do you want to partner with someone like Win?”Another big topic in the e-commerce space is the rise of roll-up companies. Though Win has been around for a while, other firms -- many of which like Thrasio and Perch are focusing on marketplaces like Amazon -- are continuing to grow and amass large amounts of venture capital funding. According to Widrick, his company and the others are different for a variety of reasons. One of the big ones being branding: Win Brands Group looks to acquire companies with a notable brand, while many other roll-ups are looking for fast-selling SKUs.Ultimately, said Widrick, that leads to the ultimate ambition he has for his company. “We’re partnering with great founders and making bets on great brands that we plan to be around for the next 20 years-plus,” he said. “These are not flash in the pan -- in and out -- these are long-state businesses that we’re betting on for the long term.”

The non-alcoholic drink, which launched in 2020, tastes similar to a European apéritif. And, according to founder and CEO Mélanie Masarin, there’s growing demand. She joined the Modern Retail Podcast this week and spoke about Ghia’s journey thus far.One of Ghia’s big markers is its branding. Ghia is available in the U.S. in both cans and bottles, and has a very retro eye-catching look. This was all by design. “I really wanted Ghia to not be another pastel-colored millennial brand,” Masarin said. Instead, she focused on the looks and feels of more analog iconography, like old restaurants. “We had to be unapologetically loud and fun.”This look has helped the company grow. It launched at the beginning of the pandemic, and was initially sold only online. But even so, Ghia was able to grow. Sales, Masarin said, have nearly tripled year-over-year. Now the focus is on getting more people aware of the drink. Some of that may include a foray into more physical retail stores and restaurants, she said, but that also comes with its own costs.“Everything is more expensive,” she said. “We are just being really thoughtful and trying to basically build redundancies with every single vendor that we can.”What’s more, she’s confident that there will be continued interest in non-alcoholic spirits. “This is not just wishful thinking,” Masarin said. “I do believe there’s a shift.”

The leap from Richard Branson to crypto isn’t that big, as it turns out.For venture capitalist Mags Kala, all it required was quitting her day job. Kala used to work at Bain Capital, helping out big brand names like Shea Moisture and Virgin Voyages. But one day she decided to leave it all behind and strike it out on her own. After about a year of going solo, she’s become especially keen on the Web3 space.On this week’s episode of the Modern Retail Podcast, Kala explained how and why she made the jump.For her, as a consumer investor, she wanted to be on the ground floor of the biggest changes in regards to how regular people spend their time and money. That’s what initially turned Kala on to the world for crypto.What was it that made it click? According to Kala, an expensive digital avatar of an ape. “Joining the Bored Ape NFT craze was very eye-opening for me,” Kala said. Here, she was describing the company Bored Ape Yacht Club, which auctions off pixelated pictures of apes using blockchain-based contracts and cryptocurrency. While it’s a phenomenon mostly for people online (with a lot of money to spare), Kala said the rise of these NFT artists made clear many other things as well.At its core, these types of new programs hit at a base-line question she’s always trying to answer as a consumer investor, Kala said: “What’s truly next for the consumer economy?”

Energy drinks are in the midst of a renaissance.According to Fabiola Torres, CMO and svp of PepsiCo’s energy drinks category -- which includes big brands like Rockstar -- the renaissance is about finding who the core customer is. Her focus, she said on the Modern Retail Podcast is to “really go deep into storytelling, making sure that our products continue to get better and better.”Torres joined the PepsiCo team in April 2020, right when the pandemic hit. Before, she worked at high-end brands like Beats By Dre and Nike.In her eyes, she was excited about leading the marketing for a ubiquitous product that still resonated with unique subcultures. That’s no easy task, however. Energy drinks have a bunch of connotations, and their popularity has risen and fallen like changing tides. But as gaming platforms continue to reach new users, and with Gen Z being such a driving force of culture, energy drinks are making a comeback. According to July data from IRI, the energy drink category grew 11.6% year-over-year.PepsiCo’s strategy with Rockstar, which it acquired in 2020, is to team up with people and events that are popular in the communities it wants to target. This includes teaming up with Microsoft on its latest Halo release, as well as a bunch of influencer campaigns. That’s especially true for social campaigns; “When we talk about TikTok, it works with influencers that have the reach,” she said.The hope is to find the gaming, youthful zeitgeist while also figuring out areas for growth. What’s more, according to Torres, Rockstar is just the beginning of energy drinks under Pepsi. “The future is bright for us,” she said.