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2 episodes with Anine Bing
2 episodes with Anine Bing
2 episodes with Anine Bing
Welcome, Fashion Besties! It's officially the most fabulous time of the year, and this week, we're serving you the ultimate holiday and winter trend guide for 2024. Whether you're planning your holiday outfits, updating your winter wardrobe, or simply avoiding seasonal fashion pitfalls, this episode is your stylish survival kit. Host Holly Katz dives into the must-haves of the season, the brands and boutiques to know, and—of course—identifies the most egregious winter fashion crimes to help you stay ahead of the curve. Trust and believe, this episode will make you the best dressed at every event and sleigh all day, (and all winter long!) #DUH (link) HOT TIP: Head on over to Holly's Pinterest board for this episode and see all products discussed in the flesh for your shopping pleasure. Key Talking Points 1. Sweater Weather Must-Haves #nonnegosh Holly shares her love for cozy yet chic sweaters from brands like Toccin and Favorite Daughter, highlighting timeless pieces like cashmere pullovers and chunky knits. You can't go wrong buying one for you and one for someone else. #TRUTH She also adores Lingua Franca's custom embroidered sweaters with phrases like “Aprés All Day.” These pieces are not just warm—they're wardrobe investments that elevate your winter style and are hot-ticket gift items for past seasons that are still going strong. 2. Boot Trends That Work for Every Occasion Winter boots are a wardrobe staple that will never die. Classic riding boots, cowboy boots (short or mid-calf styles), and heeled boots in fun colors like burgundy or navy are here to stay. Get on the boot train; it won't let you down. Brands like Dolce Vita, Freebird, and Nordstrom's curated collections take center stage. Think you can get by without these winter essentials? Fashion. Crime. #weloveboots 3. Hot Blazers & Chic Outerwear The blazer game is strong this winter as it's been in past seasons, with leather and cropped styles leading the charge. Holly calls out Princess Polly for affordable faux leather options and highlights a chic tweed blazer from Anine Bing. She also warns against oversized, long shapeless jackets that add unnecessary bulk—a fashion crime we can all avoid with the right alterations. 4. Holiday Party Dresses Sparkly “festive tops”? No, ma'am. Show-stopping dresses from boutiques like Reformation, Saks, and Alice & Olivia? Yes ma'am. Off-the-shoulder A-line dresses, pleated full skirts, and leather midi dresses are some of our top picks for the festive season. Let us help you get out of your comfort zone. Pair them with statement earrings and an evening clutch for full-on glam. Worried about a shoe? You can't go wrong with a metallic. They go with everything. 5. Accessory Alert: Bags and Belts These three main bags should be in your closet...and your life: a boss tote, an everyday handbag, and a metallic or fun-colored evening clutch. #DOIT She also insists on having at least two belts—one skinny and one wide—to instantly upgrade any outfit. Black and brown are the basics. Extra credit for white or a fun color. 6. Tops That Elevate Your Wardrobe Versatile, high-quality tops that can effortlessly transition from casual to dressy will never let you down. Don't compromise color or price for fit. You get what you pay for. Everlane and Hampden Clothing are great options for stylish blouses with clean lines and unique fabrics. Start small and figure out what looks best for your body type. Suggestions include but are not limited to: silk or silk-blend tops, billowy sleeves, and cap-sleeve blouses that layer beautifully under jackets or sweaters. It's a must for a cohesive wardrobe whether you're working from home or not. Fashion Crimes to Avoid • Using a cheap, distorted mirror as your “style guide.” Invest in a proper full-length mirror with adequate lighting! • Opting for boring, too-long, oversized blazers that you think hide your figure. Get them altered to emphasize your waist. • Settling for predictable “festive tops” and clothing that you feel you can only wear once a year at holiday parties. Opt for a fab dress and don't be afraid to be the best dressed person in the room. Also? Sequins during the day with jeans? Yes, please! Wrap-Up HOT TIP: Head on over to Holly's Pinterest board for this episode and see all products discussed in the flesh for your shopping pleasure. Thank you so much for joining us in this stylish celebration of the season while addressing the pitfalls that can sneak into your winter wardrobe. (Link) Whether it's elevating your look with luxe layers or accessorizing with intention, Holly is here to ensure you avoid fashion crimes before they happen. Don't forget: fashion and style are your friends, not your enemies! Happiest of holidays to you, and let us know what you want to hear. Please engage with us on socials and don't forget to DM us to get a shout-out on the next episode. Send us pics of your holiday party looks so we can tell you how gorg you are. The Best Fashion Friend You Never Knew You Needed! We're here for ya. Hosted by Holly Katz.
I dagens avsnitt, som är det första på Norska, pratar jag med Camilla Aaustad Knutsen som kommit till poddstudion från Oslo. Camilla är grundare av smyckesvarumärket Libelula som levererar smycken till stora profiler som Kelly Rutherford, Anine Bing och norska kungafamiljen. Hon delar en stark story kring hur man driver eget under kris - vad händer egentligen när man får en kris i livet och är egenföretagare? Hon genomgick både en skilsmässa mitt i uppstarten av företagandet och nu förra året höll hon på att mista sin son i olycka och fick lägga allt on hold.Tack Camilla för ett fint samtal och för att du delar dina erfarenheter. KontaktLibelula https://www.instagram.com/libelulajewellery/ Sanja https://www.instagram.com/sanjategeltijaa/ En timme med… https://www.instagram.com/entimmemed/ Producent: Sofia Haag Hosted on Acast. See acast.com/privacy for more information.
In this episode we cover:Laura's confusion about the clothing brand Anine Bing.Julia's Del Mar 1.30 recap. What happened to a rider at Molly and Julia's barn that wore open toe shoes around Uno. The hunt for Laura's new lease horse.
20+ ACCESSORIES TO FRESHEN UP YOUR STYLE RIGHT NOW Thanks for joining me for another style episode of STYLING MATTERS. I'm trying something new this week, a full discussion just on accessories to freshen you look, elevate your daily style or just to get you through this transitional styling between winter and springs. Brands included within the 20+ accessories edit include, Zara, Mango, Jigsaw, Anine Bing, Victoria Beckham plus more! Here are some of the links: Vintage Yellow Tinted Sunglasses (aff link) Zara Twisted Ring Zara Horizontal Ring Jigsaw Chunky Dome Ring (aff link) Mango Pearl Earrings (aff link) Anine Bing accessories (aff link) Victoria Beckham Accessories Teardrop Gold Earrings 32.5mm (aff link) My 2024 Ageless Styling guide is now available, simply head to www.lovedbylizzi.com • Lizzi Richardson | Style Mindset Mentor - Blogger & Podcaster | I'm 49 and a believer in Ageless styling and living. Here for you honey on elevating and building your confidence with styling yourself. Connect if you love city style, office style, fashion trends & sustainable choices. Always more on www.lovedbylizzi.com • Instagram @lizzi.richardson
En este episodio, Isa comparte la historia de Anine Bing y cómo el éxito de su empresa está conectado con una estrategia única en el mundo de los negocios. Nos muestra cómo podemos lograr nuestros sueños al identificar y aprovechar nuestras fortalezas y pasiones. Isa destaca la importancia de atrevernos a seguir nuestros deseos, incluso si no tenemos una formación directamente relacionada con nuestra aspiración profesional. En este rollo, nos alienta a ser estratégicos en la toma de decisiones, recordándonos que nuestras pasiones y lo que amamos hacer son nuestras mejores herramientas para tener negocios verdaderamente estratégicos. ¡Descubre cómo trazar tu propio camino hacia el éxito en este episodio! Lista de espera de la Academia de Empresarias: CLICK AQUÍ (Las primeras 44 personas en inscribirse reciben un journal #7 edición limitada para que tomen sus notas) Para obtener nuestro tapping de Empresaria Alineada: Entra al Instagram @isagarciacorp sigue la cuenta y envianos un DM con la palabra "empresaria", "empresario" o "empresarix". Si por alguna razón no te funciona la automatización haz CLICK AQUÍ llena el registro manualmente.
There was no way we could squeeze all of that goodness into one episode ...Zoe & Georgia are back answering all of your fashion, beauty and everything in between questions.A Selection Of Zoe & Georgia's Favourite Products:Waterproof Jackets: Rains, M&S Stormwear.Make Up: Skin Tint and Cream Blusher from Bobbi Brown, NYX Cream Blusher, Maybelline Colossal Big Shot Mascara, Maybelline Lip Lifter Gloss (in Moon), Beauty Pie, Cream Blush & Cream Bronzer Stick from MERIT, ICONIC London Illuminator.Straight Jeans: & Other Stories, New Look, ARKET, Raye.Sweatshirts: Another Day, Peckham Supply, Unite, H&M, Hush.Boots: Rosetta Kitten Heel from Asos, Zara, H&M.Trousers: River Island's Cargo Trousers.Winter Maternity Wear: Beyond Nine, H&M.Tracksuits: New Look, F&F, Varley.T-Shirts: COS, ARKET.Cashmere Jumpers: ARKET, M&S. Leather Trousers: River Island.Blazers: H&M, Boden, Anine Bing, ARKET.Satin Skirt: New Look, M&S.Coats: TU, F&F, M&S, New Look, Primark.Listen by clicking ‘Play', subscribe or follow on Apple Podcasts, Spotify and Acast, and please do rate and review to help others find the podcast.Find a new episode every Tuesday & Friday and in the meantime check out Made By Mammas on Instagram: @madebymammas.Made By Mammas®, this has been an Insanity Studios production. Hosted on Acast. See acast.com/privacy for more information.
Anine Bing, the founder and Chief Creative Officer of ANINE BING, a fashion brand based in Los Angeles, reflects on her journey from blogging and Instagram to establishing her own brand. She discusses the humble beginnings of packing orders in a small garage in Silver Lake and where her brand inspiration comes from. Anine shares her belief in the significance of prioritizing an online presence for new brands before entering the retail market, the evolution of her brand over the years, and challenges she's faced as a business owner. Throughout her career, she emphasizes the pivotal role of following her intuition, which guided her decision-making and also contributed to her success. Finally, she shares her personal style hacks and go-to wellness rituals. Follow Marianna: @marianna_hewitt Follow Anine: @aninebing This episode is brought to you by: Sephora: sephora.com/clean Seed: visit seed.com/LIFEWITHME and use code LIFEWITHME to get 30% off your first month Beis: beistravel.com/MARIANNA for 15% off your first purchase Shopify: shopify.com/marianna for $1 per month trial period Produced by Dear Media This episode may contain paid endorsements and advertisements for products and services. Individuals on the show may have a direct, or indirect financial interest in products, or services referred to in this episode.
Venture Unlocked: The playbook for venture capital managers.
Follow me @samirkaji for my thoughts on the venture market, with a focus on the continued evolution of the VC landscape.This week on the show we're joined by Dana Settle, Co-Founder of Greycroft. Founded in 2006, Greycroft began with a mission to invest in areas outside of Silicon Valley and specifically in NY and LA. The firm currently has over $2B in Assets Under Management, over 60 employees, and has invested in companies such as Bumble, Scopely, Plated, and Maker Studios among many others. This was a special episode where we unpacked all of the components of firm-building including team development, fundraising, investment decision-making, and evolving to market dynamics. We hope you enjoy my conversation with Dana.Program note: This was recorded prior to the issues arising in the banking sector.A word from our sponsor:Privately owned and headquartered in New York City, Grasshopper Bank is built to serve the business and innovation economy. As a client-first digital bank, Grasshopper combines the best of banking technology and years of industry expertise to deliver best-in-class experiences with trusted security and unparalleled support. Grasshopper's digital solutions are tailored for venture capital and private equity firms, startups and small businesses, fintech-focused Banking-as-a-Service (BaaS) and commercial API banking platforms, and more. Serving clients globally, Grasshopper provides flexible, firm-focused lending solutions, as well as a dedicated Relationship Manager committed to meeting the unique needs and strategic focus of your firm across all entities, including funds, general partner and management companies. Grasshopper is a member of the FDIC and an Equal Housing Lender.For more information, visit the bank's website at www.grasshopper.bank or follow on LinkedIn and Twitter.About Dana Settle:Dana Settle is a Co-Founder and Managing Partner at Greycroft. Dana's active investments include Acorns, Anine Bing, Avaline, Bird, Citizen, Cloud Paper, data.ai, Goop, HamsaPay, Happiest Baby, Merit Beauty, Mountain Digital, Pacaso, Seed Health, Tapcart, Thrive Market and Versed. Her notable exits include Bumble (IPO), Maker Studios (acquired by Disney), Pulse (acquired by LinkedIn), The RealReal (IPO), Trunk Club (acquired by Nordstrom), and WideOrbit (interest sold to company management).Prior to Greycroft, Dana spent several years as a venture capitalist and advisor to startups in the Bay Area, including six years at Mayfield, and investment banking at Lehman Brothers.Dana holds a BA in Finance and International Studies from the University of Washington and an MBA from Harvard Business School.In this episode we discuss:(02:03) What led to the creation of Greycroft(06:46) How they found believers in their hypothesis and got their first fundraise completed(08:19) Advice for managers and entrepreneurs raising in the current market(11:34) Building a distributed and remote-first culture outside of Silicon Valley(15:33) The role of diversity when building strong partnerships(19:00) Traits Dana values when she is hiring for the firm(21:09) Why curiosity is so important and how she uncovers that in candidates(23:55) The importance of creating a safe space for new voices to be heard in a firm(27:59) Why Dana hated the internal politics of old Silicon Valley and wanted to remove that from Greycroft(30:54) The decision to follow-on invest in their portfolio companies(33:11) How Greycroft manages conflicts within the partnership(35:01) The philosophy around team-building within the firm and how that benefits their portfolio companies(37:19) How Greycroft remains nimble with such a large organization(39:26) The bull case for Venture Capital moving forward(42:09) What Greycroft got the most correct and the most wrong in its historyI'd love to know what you took away from this conversation with Dana. Follow me @SamirKaji and give me your insights and questions with the hashtag #ventureunlocked. If you'd like to be considered as a guest or have someone you'd like to hear from (GP or LP), drop me a direct message on Twitter.Podcast Production support provided by Agent Bee This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit ventureunlocked.substack.com
This week I am joined by fellow stylists Sarah Gilfilan from Sartoria Lab and Sally Smy from Queen Bee Styling to discuss Spring wardrobe must-haves, our favourite brands, favourite trends and the faux death of the floral dress! What does the latter mean I hear you ask!? Well, tune in to hear more but in short, John Lewis announced that no-one is going to be wearing floral maxi's anymore and this is a dead trend. We discuss how the dress is probably one of the most useful pieces you can have in the wardrobe so this sweeping statement must be nonsense. The best way to dress? In a style that suits your personality and lifestyle - forget the trends, find what you love and stick with that.❤️ Brands we talked about: Sideline, Reiss, New Day Originals, Rixo, Aspiga, Anine Bing, Nobody's Child, NN07, Norse Projects, John Lewis. Email Lisa here: Lisa@lisagillbestyle.com website here: https://www.lisagillbestyle.com/ Find Sally here Find Sarah here Find Lisa here #stylepodcast #fashionpodcast #fashiontips #outfitinspiration
In this week's episode, Merritt shares an update on the squirrel saga going on in her backyard + a look at some past horror stories from residences prior. She also shares a roundup of her favorite listener-submitted homeowner woes having to do with pests, plumbing, HVAC and more - if anything, this episode is a comical cautionary tale! Merritt also reviews two new TV shows she enjoyed over the weekend + the audiobook she just started. In the Beck & Call segment, Merritt answers listener questions about contributing financially when the pay disparity between you and your partner is big, my thoughts on the Apple Watch, and reviewing some labels known for elevated basics and wardrobe staples! Call the hotline at 214-620-0437 to leave a voicemail with your question, or submit them via email to info@beckandcallpodcast! Follow along on Instagram @beckandcallpodcast and @merrittbeck. SPONSORS: Thank you to Athletic Greens for sponsoring this week's episode! Enjoy a FREE 1 year supply of immune-supporting Vitamin D and 5 FREE travel packs with your first purchase. Visit athleticgreens.com/beckandcall to take ownership over your health and pick up the ultimate daily nutritional insurance! MENTIONED IN THIS EPISODE: Fall Capsule Wardrobe on The Style Scribe, Odelay, Origin, Encina, Echoes on Netflix, The Sandman on Netflix, House of the Dragon on HBOMAX, Pretty Things by Janelle Brown, Athletic Greens, Nili Lotan, Jenni Kayne, Brochu Walker, Smythe, Toteme, Anine Bing, La Ligne, Vince, Theory, Joseph, Halston, ALC, Everlane, COS, Mango, J.Crew.
Meg Strachan launched jewelry brand Dorsey in November 2019 as a side project. Though she knew she eventually wanted to launch her own company, financially, it didn't seem possible. "My path to founder was not a leap, it was gradual. I call it a parallel path," Strachan said on the latest episode of the Glossy Podcast. Strachan had over 15 years of experience as a growth marketer at brands like Anine Bing, Carbon38 and Bandier. But when it came time to fundraise for Dorsey, she faced roadblocks. "I wasn't able to raise money prior to the brand having traction, which was fascinating for me, because I met with a lot of incredible VCs," Strachan said. "I was told, 'You have the exact resume of a founder we would invest into,' but all of them really told me, 'We don't really know the jewelry market.'" In September of 2019, Strachan joined sustainable activewear company Girlfriend Collective as the vp of growth across all channels. "I took on the role on a full-time consulting basis. I was [working] 9-to-5 with Girlfriend ... and I started to moonlight Dorsey at night and on weekends, essentially running the company when I wasn't doing my full-time job," Strachan said. Strachan's growth marketing and e-commerce experience helped Dorsey scale to become a seven-figure business in less than three years. Simultaneously, Girlfriend Collective saw 350% year-over-year growth during her tenure at the company. As Strachan transitioned into running her company full-time, growth and expansion through creative marketing and wholesale have been some of the most exciting areas of focus for her. "How I'm growing the business is certainly very different than most of the companies that I've worked for before," Strachan said.
Co-Founder and CSO Annika and COO Olivia discuss the brand’s 10-year journey, the timeless aesthetic of their products, along with the importance of building trust in your team, setting goals, and identifying milestones.See omnystudio.com/listener for privacy information.
Dorsey CEO and founder Meg Strachan built her jewelry business by betting on classic vintage pieces at an accessible price. She started Dorsey two years ago and was its only employee for much of that time. She got the idea for the company while working as a vice president in the e-commerce space, where she had over 15 years of experience at places such as Goop, Anine Bing, and Carbon38. In this episode, Hillary and Meg discuss the business lessons Meg learned through her years in the ready-to-wear industry and how that informed her very successful solo project.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
There are two ways to think about Anine Bing: as the influencer-turned-brand-owner or the brand itself.Regardless of which you choose, you're bound to be impressed by the trajectory of Bing's influence over fashion and social media.Like millions (literally) before me, I first learned about the Anine (pronounced A-nina) Bing brand on Instagram. From the editorial feed to classic styling, Anine Bing Official strikes that perfect balance between curated feed and the use of trending tools to keep followers engaged and interested. ... (READ MORE)
Today I'm sharing with you where to spend and where to save on clothing and accessories. I'm going to show you how to save money by giving you my fashion tips on spend versus save clothes and which investment pieces are worth the buy. If you want to learn where to splurge and where to save, then keep on listening because this episode is for you. Brands I like for tailoring: Anine Bing, Altuzarra, Alexander McQueen, Toteme, Marc Jacobs, Saint Laurent, Ganni, Frankie Shop, Isabel Marant, Thrifted! Brands I like for Shirting: Charvet, Anine Bing, Jacquemus, JW Anderson x Uniqlo, Sir, Alex Mill, Hommegirls Great sources for secondhand watches: The RealReal, 1stDibs, Vestiaire, Ebay, LXR&Co, Fashionphile, StockX, Chrono24 Brands I like for shoes and boots: Tamara Mellon, Prada, Paris Texas, Doc Martens, Ganni, Anine Bing, Brother Vellies, By Far Other brands I like for fancy shoes: Bottega Veneta, Gianvito Rossi, Aquazzura, Saint Laurent, Miu Miu, Balenciaga Brands I like for multi-purpose dresses: Alexander McQueen, Beaufille, Sid Neigum, Jacquemus, Tove London, Tanya Taylor, Galvan, Richard Quinn, Vintage! Brands I like for suiting: Simonett, Altuzarra, Stella McCartney, Anine Bing, Wardrobe NYC, Christopher John Rogers Indie eyewear I like: Mykita, Dita, Linda Farrow, Krewe, Lexxola, See Eyewear Brands I like for earrings: Isabel Lensee, Oscar de la Renta, JW Anderson, Beaufille, Vintage Activewear brands I like: Mate The Label, Kota, Ganni, Frankie Shop, Anine Bing, Live The Process Sneaker brands I like: Veja, New Balance, Converse Vans, never never never Golden Goose! Find me on social: Instagram: https://www.instagram.com/moshalundstrom/ TikTok: https://www.tiktok.com/@friendinfashion Website: https://www.moshalundstrom.com/ My other work: Therma Kota: https://thermakota.com/ Vogue Contributor: https://www.vogue.com/contributor/mosha-lundstrom-halbert About Me: Hello! My name is Mosha Lundström Halbert and I am a Los-Angeles based multi-disciplinary fashion director, writer, stylist, entrepreneur, and on-air personality. My work spans print, digital, radio, television, and design. I am a contributor to VOGUE.com - I edit the popular Cool Girl's Guide travel series - and I also write for a number of publications, including Cultured, The Toronto Star, and The Business of Fashion. I am a featured fashion expert on the internationally syndicated television show Cityline, and I am also the fashion contributor on CBC's q, an arts and cultural radio program that airs across Canada and the United States. Along with my mother and sister, I am also the co-founder of Therma Kota, an outerwear label inspired by my family's Nordic roots.
"When looking to build campaigns, listen to your audience and ask questions. You can learn so much and get feedback from every demographic and age group." In this episode of Marketing Happy Hour, we chat with Alice Hampton, founder of full-service celebrity talent agency ACP Management. Prior to launching her agency, Alice's corporate career was filled with overseeing the global communications strategies for UGG Australia, Shiseido Makeup, bareMinerals, Estée Lauder, Tom Ford & Clinique, and working with some of the world's most well-known talent including Rosie Huntington-Whiteley and Hailey Bieber. Currently, Alice manages and represents global fashion designer Anine Bing, celebrity makeup artist Nikki DeRoest, sustainability ambassador Petra Nemcova, luxury personal shopper Gab Waller and global TikTok phenomenon Kat Stickler. Alice also advises a number of Fortune 500 companies, and is on the Board of Directors for several companies within the beauty sector. In this Marketing Happy Hour interview, Alice shares insightful strategies for building and executing effective public relations strategies for your business, no matter how big or small. Some takeaways you'll learn in this episode include: The skills you need to succeed in corporate PR Alice's number one hack for productivity and work-life balance...a lesson that can be applied to a corporate role or entrepreneurship How to approach PR and influencer campaigns in order to get the ROI you're looking for Steps to take before engaging with online and print media publications How to vet brand collaborations as a talent and celebrity manager Grab a drink and listen in to our conversation with Alice Hampton. __ Connect with Alice on LinkedIn: https://www.linkedin.com/in/alice-hampton-97b18719/ View the ACP Management Website: https://www.acp-management.com/ Follow MHH on Instagram: https://instagram.com/marketinghappyhr Find us on LinkedIn: https://www.linkedin.com/company/marketing-happy-hour/
This conversation explores the L.A. tech scene and venture investing featuring two of the industry's leading voices. Spencer Rascoff and Dana Settle discuss Pacaso and Greycroft while sharing their thoughts on L.A.'s evolving ecosystem. Dana Settle is a founding partner of Greycroft, where she heads the firm's West Coast office out of Los Angeles. Prior to joining Greycroft, Dana spent several years as a venture capitalist and advisor to startup companies in the Bay Area, including six years at Mayfield, where she focused on early stage companies in the mobile communications and consumer Internet markets. Dana currently manages Greycroft's investments in Anine Bing, AppAnnie, Avaline, Bird, Bumble, Citizen, Clique, Comparably, Goop, HamsaPay, Happiest Baby, Merit Beauty, Seed, Thrive Market, Versed, and WideOrbit. She also managed the firm's investments in The RealReal (IPO), Awesomeness TV (acquired by Dreamworks), Maker Studios (acquired by Disney), Pulse (acquired by LinkedIn), Trunk Club (acquired by Nordstrom), Sometrics (acquired by American Express), Viddy (acquired by Fullscreen), and Voicea (acquired by Cisco). Show notes and resources: Dana Settle bio on Greycroft Both sides of the table Diversity Ride for the Term Sheet
In the latest episode of Vogue Scandinavia Sounds, Danish designer Anine Bing sits down with editor-in-chief Martina Bonnier to reflect on a decade of “uniform dressing”, how she avoids trends, and why Hailey Bieber is her latest crush.
How do you go from being a model and musician to creating a hugely popular fashion blog, before becoming a renowned designer of a must-have clothing label? Host Elle Ferguson chats to Founder and Chief Creative Officer Anine Bing about how she built a global fashion house with timeless wardrobe-essentials and luxury investment pieces to find out how her humble online business went from her LA garage to requests from celebrity stylists - to hundreds of stores worldwide! *Spoiler Alert* This episode contains stories of how a closet cleanout led Anine to sell all the clothes in her wardrobe and inspired the idea of the brand, why her career mantra is ' you know when you know' and the power of having a great team and being inspired by everything around you! See omnystudio.com/listener for privacy information.
Fashion entrepreneur Anine Bing is a very savvy business woman who knows how to seize her moment. An early adapter to the social media space, Anine, who is a former model and blogger, was one of the first to translate her online following into a successful fashion brand business. She launched her signature line back in 2012 out of the garage in her home in California. Her collection of chic staple pieces, inspired by her Scandinavian heritage and the casual cool of her Los Angeles home base, were an instant hit. Her “online first” business model, leveraging social media to market and promote her pieces was a new strategy at the time she launched. But today it's a formula that many are emulating. She reverse-engineered her success, starting from the digital space and then moving into the more traditional brick-and-mortar arena. Because today, Anine is sitting on the top of a wardrobe essentials empire. Not only is her collection sold in more than 350 stores globally, she also has over 15 stores located around the world. And Anine continues to expand. She has moved into childrenswear and has launched a successful line of perfumes, not to mention sunglasses, shoes, bags, lingerie, and jewelry. I sat down with Anine in her stylish stand-alone store in the heart of Paris to discuss her impressive success story. I was curious to learn more about a woman who was able to translate her love of timeless style and relaxed elegance into a brand that is helping legions of women look picture perfect for their selfies.
We are tripping this week, which means: “What to Pack?” These 3 little words, when put together, tend to be SUPER stressful for some people. But, not to worry! Our Stylists Extraordinaire are here to make sure you don't overpack or forget your underpants – and, they even pick out the right suitcase for you! Because you need to be prepared: you need to read the room, know where you are going - and you need to look good. Period. So, what kind of trip packer are you? Nolan tends to pack his entire wardrobe – especially all of his shoes – and then needs to borrow a suitcase to get all of his shit back home. Duh. Holly has a formula to pack for dinners, daytime activities, and adds 2 extra backup outfits. But regardless of how much, or how planned out, you do your packing; don't forget to pack your style. Can I get an amen? This week: Our amazing and knowledgeable stylists try really hard to give you insider packing secrets, but mainly, spend most of their time discussing what Holly will be wearing to the Podcast Movement convention in Nashville, TN. I mean, #sorrynotsorry. Nolan is butt-hurt that he “was not invited” to a super-dorky podcast convention, which would have bored him TO DEATH. So, he is planning his own trips to Miami and Vegas, instead. Both of our stylists have been shopping and planning for Holly's appearances in Nashville because the FASHION CRIMES PODCAST will be one of the only, if not THE only, fashion podcast represented at this national convention. So - She. Needs. To. Kill. It. Be sure to follow our social media this week, because you must see all of the AMAZ-BALLS outfits Holly and Nolan have created for this trip. They chose a fun and current short suit from Anine Bing, which will be accompanied by Holly's lustful purchase of some rockin' Roger Vivier boots. Nolan is the master of finding the best designer styles, and then waiting for them to go on sale. “Never pay full retail” is Nolan's mantra! They then move on to Holly's next outfit: a knit Alaia dress covered in butterflies. Nolan tells us all about this designer and these unique knit dresses that work for any shape and figure. The rest of the outfits include denim from Frame Clothing and Oscar de la Renta along with the new YSL lip print shoes. NEXT. LEVEL. Of course – they spend HOURS discussing the OG Saint Laurent Red Lips vintage print heels. If you haven't heard about this purchase yet, don't worry: You will hear it again! While our fashion experts do tend to gush about their love for designer styles, Nolan is always quick to remind our listeners that selling a kidney for any item is ridiculous. Wait for the sale, but if you see it on sale, do buy it right then and there. Also: buy things that bring you joy. If you like the dress, buy it. Because you might get hit by a fucking bus tomorrow. But, back to planning for your next trip: buy a good suitcase (Holly likes Away Luggage, Nolan likes Rimowa), don't overpack, think of all the shoes you will need, don't forget your shapewear or undergarments, and think about where you will be, who you will be with and what the occasion is. We want you to Travel in Style. In This Episode: [1:00] Holly: People constantly ask me what to pack or how to pack. What are we going to pack? What should I bring? Nolan brings his entire closet every time he packs and goes somewhere. . [2:01] Holly: What is up, homie? Nolan, I am so high on life right now. Nolan: No, you're not high on life. It's Saint Laurent you're high on, there's a very big difference. Very, big difference. I'm very rarely high on life. I am, almost always, high on fashion. Big difference. . [04:47] Nolan: I know, look at me! I'm helping someone pack for a trip that I wasn't even invited on. Uh! I'm such a giver. . [06:35] Holly: Nolan, as you just told me that I don't get a medal, OK, for doing good things. You don't get a medal for adulting. Okay, cuz that's what you're doing. You're doing a hustle. . [06:53] Nolan: I wouldn't say that's why I'm butt hurt, but let's go with it. Let's just go with it. I am, I'm jealous. You do get to go to UAL, which is United Apparel Liquidators. One of my best-kept secrets. . [9:40] Holly: But this is a happy podcast, because we're going to talk about packing. When you're packing, you have to think about the dress code where you're going to be, what you're going to do, who you're going to be with, and how you're going to be photographed. Because if you've worn the same clothes, around the same people: It's time to get some new clothes. Time to get a new look. Let's talk about the first outfit that I'm going to wear, the Anine Bing suit. . [12:44] Nolan: I was so proud because I love Roger Vivia. I'm a sucker for anything French, and I think Roger Vivia, their edgier styles, are really beautiful. But again, they're ridiculously expensive. . [14:16] Holly: Okay, so I'm wearing that because I'm reading the room. I understand that I will be the only fashion person, and it's ‘a lot' but it's not ‘A LOT.' Nolan, explain the difference between a lot and A LOT. . [17:44] Holly: The next day, as I will be running around, making it rain, with my personality and my business cards, meeting people, being a lady about town, running around the convention. I'm going to wear my next prized possession, which is: Dun Dun Dun: the butterfly dress. . [18:09] Nolan: So, I love Alaia. I've always loved Alaia. I mean, it's just beyond. And Holly and I often fight about buying things that are classics that are long-term pieces to have forever, because I look at fashion, as I like things to be buildable. You like to have something be like, a one-stop-shop. You want the dress to be bold and memorable and whatever, which is great. But then you can't wear it six times in one year, because then everyone's like, oh, there's that dress again. . [21:21] Nolan: I'm very much like: buy it now. Or, don't buy it at all. But I don't want to hear it, if it sells out. Because you get mad when it sells out. So, I always say, if you don't buy it, that's fine. You don't need to. But if you want it, you need to buy it now. Because I don't want to hear about it in three weeks, I want that dress and it's gone. And I get yelled at, because it's not my fault. . [24:19] Holly: Which brings us back around to the new lip shoes. My pride, my joy, Nolan, I'm saying it. It's recorded. I am pushing it out to the world. You were right. . [24:33] Nolan: I'm always right, though. . [26:44] Nolan: Hmmm? Something else I wasn't invited to? Oh, sorry. That was my out-loud voice. . [26:54] Nolan: You told me to be sassy today. I don't know if you were quite ready. . [28:09] Holly: I'm so glad you went to a dinner party that I wasn't invited to. I'm 80% happy for you. . [28:49] Nolan: How do you pack? Because now that we're talking about this, I feel like we've given no packing tips. We've just talked about ourselves for 30 minutes. (Duh.) Let's come back to the whole packing thing, because as a packer, I would rather have too much than too little. . [29:56] Holly: If you're going on a three-day weekend, you figure out what you're going to wear. You don't have to know every single activity, what you're going to do, but you need to plan out what you're wearing at night and during the day and bring two backup outfits. That is what I do. . [34:34] Holly: Anyway, so packing! Call us, ask us. Let us know what your questions are. We're excited to help you. Don't overpack. Make sure you plan. Bring enough shoes, be comfortable. Bring all your undergarments. Peace Out! Key Takeaways: Holly and Nolan discuss how to plan your wardrobe for trips. The key is to know where you going, who you will be seeing, and to plan ahead. Shop, prepare and pack ahead of time. Holly recommends a formula for packing by occasion and time of day. Nolan likes to have options, so he packs everything. Which packing style works for you? Our stylists have been all over the place shopping for Holly's trip to the Podcast Movement National Podcaster's Convention in Nashville, TN the week of Aug. 2nd. Holly feels the pressure to ‘kill it' with style, as it is the first appearance of the Fashion Crimes Podcast at this event. Photos of the ‘Outfits of the Day' are posted on our social pages. Nolan shares his fun, unique and flavorful insider's knowledge of the designers he has chosen for Holly, often with insightful historical references, and of course, his own personal anecdotes from his adventures in fashion. Don't miss this week's episode: Travel in style and pack with purpose! Links Discussed: Podcast Movement: https://2021.podcastmovement.com/ She Podcasts: https://www.shepodcasts.com/ Alaia: https://www.maison-alaia.com/us Anine Bing: https://www.aninebing.com/ Roger Vivier: https://www.rogervivier.com/us-en/home/ Away Luggage: https://www.awaytravel.com/ Rimowa Luggage: https://www.rimowa.com/us/en/all-luggage/ Yves Saint Laurent: https://www.ysl.com/en-us Quotes: “Nolan, I am so high on life right now.” – Holly “No, you're not high on life. It's Saint Laurent you're high on, there's a very big difference. Very, big difference. I'm very rarely high on life. I am, almost always high on fashion. Big difference.” – Nolan “Okay, so I'm wearing that because I'm reading the room. I understand that I will be the only fashion person, and it's “a lot” but it's not “A LOT.” Nolan, explained the difference between a lot and A LOT.” – Holly “Which brings us back around to the new lip shoes. My pride, my joy, Nolan, I'm saying it. It's recorded. I am pushing it out to the world: You were right.” – Holly “That's my MO. I just sort of chuck everything in a bag and figure it out when I get there.” – Nolan “If it brings you joy, and you're going to want to wear it for five years: buy the dress. Because life is short. You could get hit by fucking bus tomorrow.” – Nolan
Miguel Armaza sits down with Alison Lange Engel, Venture Partner at Greycroft, a leading venture capital firm focused on investments in the Internet and mobile markets, with offices in New York City and LA. Greycroft manages over $2 billion and has made over 200 investments, including some leading fintech companies like Acorns, Venmo, Flutterwave, and Public. Alison works across the Greycroft portfolio, advising companies on go-to-market strategy, execution, and sourcing new investments. She’s also a proud MBA alum from our very own Wharton School. We discuss - Her operator background at companies like LinkedIn, Microsoft and Stripe - A deep dive into her experience as Head of Marketing at Stripe - Transitioning to the investing side - Greycroft’s story, investment thesis, and what defines their portfolio companies - Why Alison and Greycroft are bullish on the future of consumer fintech - Inside stories on fast-growing portfolio companies - And a lot more! Alison Lange Engel Alison Lange Engel is a Venture Partner at Greycroft. She works across the Greycroft portfolio, advising companies on go-to-market strategy and execution and sourcing new investments. Alison has 20+ years of experience leading, structuring, and scaling high growth businesses. She’s managed teams throughout North America, Europe, Brazil, and Asia. Prior to Greycroft, Alison was the first CMO at Stripe and worked to establish the marketing function, scaling the team 5x in one year and driving quantified growth. Prior to Stripe, Alison was a Vice President of Marketing at LinkedIn. In her 6 years at LinkedIn, she had a broad impact on LinkedIn’s advertising business strategy and execution, with overall company revenue growing from $200MM at IPO in 2011 to $5Bn+ today. Alison’s early career in technology started with the sale of Massive Incorporated, a venture-backed video game advertising business, to Microsoft in 2006. She held marketing leadership roles at Microsoft Advertising for 3 years. Prior to her career in technology, Alison was an investment banker at Goldman Sachs, focused on Media, Entertainment and Consumer sectors. Her media background includes HBO and the CBS Television Network, where she held sales and programming roles. Alison has a BA from UCLA and an MBA from The Wharton School. About Greycroft Greycroft is a seed-to-growth venture capital firm that partners with exceptional entrepreneurs to build transformative companies. The firm has deep experience in both consumer and enterprise technology, with a portfolio that spans the globe. Greycroft values building enduring relationships with founders and understands that they want more from investors than just capital. Greycroft has raised $2 billion in commitments and has over 200 active investments. The portfolio includes Acorns, Anine Bing, App Annie, Axios, Bird, BetterCloud, Braintree, Bright Health, Buddy Media, Bumble, Flutterwave, Goop, Happiest Baby, Huffington Post, Icertis, Lightricks, Maker Studios, Medly, Openpath, Scopely, SEMrush, Shipt, TheRealReal, Thrive Market, Trunk Club, Venmo, and Yeahka. For more FinTech insights, follow us below: Medium: medium.com/wharton-fintech WFT Twitter: twitter.com/whartonfintech Miguel's Twitter: twitter.com/MiguelArmaza Miguel's Substack: https://bit.ly/3jWIpqp
#09 Wanna get paid to post? Follow some of Amy's amazing advice to start collaborating with your dream brands, getting noticed by more people and creating your own community of people!Amy Kaleski, is a fashion blogger on Instagram with over 110,000 followers. She is in her third year at university, studying computer science. She recently has collaborated with huge brands like The Iconic, Farfetch, Anine Bing, Dior Beauty and the list goes on.Leave feedback on our latest IG post!Amy Kaleski: @amyz_kPodcast: @sportiveafHost: @audstarfreeman
What comes to mind when you think about the relationship with your manufacturers? Chances are you have the same picture in your head as so many other brands. You see a series of events that starts with opening a purchase order, and goes down the line of tasks including paying for your items, getting them shipped and then starting the process all over again. It’s a transactional relationship that has seen very little disruption through the years. But the times are changing, and a company called Italic is leading the charge when it comes to developing a new framework around partnering with manufacturers. Italic is a membership-based brand that gives customers access to products produced by the same manufacturers of the top brands in the world. Jeremy Cai is the CEO of Italic, and he likes to say that Italic is a marketplace-inspired supply chain. On this episode of Up Next in Commerce, he explains exactly what that means. Jeremy describes new and different kinds of partnerships with manufacturers that, for the first time, makes them true partners in business. Plus, he explains why that partnership is leading to a better end product and happier customers. He also dives into new ways you can leverage manufacturers that many aren’t aware of, and details the metrics and strategies that subscription companies need to be focused on to rise above the competition.Main Takeaways:Getting in on the Action – Traditionally, manufacturers have not had to put much at stake financially when working with brands. But, with a company like Italic, the manufacturers take on a financial risk. In doing so, they also become more involved partners which leads to a better end product.It’s Deeper Than You Think – There is now a partnership opportunity between manufacturers and brands when it comes to designs and in-house pattern design capabilities t In the past, much of the design and pattern work was done solely by brands. But today, many manufacturers have high-quality design and R&D talent inhouse and create showrooms of products that brands can tap into.Meaty Membership Metrics – For membership-based companies, there needs to be less value placed on the traditional metrics that have so often defined ecommerce companies. Tune in to hear which ones are crucial to pay attention to.For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce--- Transcript:Stephanie:Welcome to another episode of Up Next in Commerce. This is your host, Stephanie Postles, cofounder of mission.org. Today, we have Jeremy Cai on the show, the CEO of Italic. Jeremy, welcome.Jeremy:Thanks so much for having me.Stephanie:I'm excited to have you on the show. I was mentioning earlier, but I've read quite a bit about you guys. I see you in a lot of the eCommerce newsletters that I follow, so it seems like you're growing in popularity at least when it comes to people writing about you right now.Jeremy:I don't know if that's a good success metric, but we're doing I think a good job on media coverage right now.Stephanie:There you go. I think it's a pretty good one. Tell me a bit about Italic for anyone who hasn't heard about it, doesn't know what it is. I would love you to give a brief overview of what it is.Jeremy:Sure, so Italic is an annual membership that costs $100 a year and our members get access to hundreds of products that we design and develop inhouse, ranging from cookware to bedding to towels to apparel and accessory, footwear and many more coming soon, but the difference is we sell them at prices where Italic it doesn't actually make a profit. This actually results in pricing that is dramatically lower than both direct-to-consumer companies as well as traditional incumbents, oftentimes in the 40% to 50% to sometimes 70% to 80% range. We've been around for about two and a half years, but we've only launched the membership about a month and a half ago, and so far, it's been a pretty good start.Stephanie:Very cool. You have membership and you're not making money on the actual products. Tell me more about what would be an example of something you're selling and how are you encouraging people to sign up for a membership to get access to everything that you just mentioned.Jeremy:Sure. One example of the product that we sell, and this applies to all their products, is let's just take our slumber cotton sheet set, for example. The sheet set sells anywhere from I think ... Actually, I might have to actually look at this for cross reference, but I think it's like anywhere from $80 to $120. Those are prices where we're not actually making money. Those prices do include things like freight and warehousing and fulfillment fees, but generally it still comes out substantially lower than the prices that our competitors would set. Then in terms of how we're actually attracting new members, really I'd say it's from two general ways.Jeremy:One is I think the goal is for our members to be saving money on their first purchase. This oftentimes comes through the lens of product marketing. If we would do a great job of really letting the products tell their own story of saying how great quality they are, the same manufacturers of so and so brands are, which certifications these manufacturers have, what specific details of the products really sell the product itself, I think that actually helps sell the membership for us because we don't really have to say like, "Hey, with this membership, you're saving all this money." instead it's like, "Hey, this product is obviously really great and it's really high quality."Jeremy:Then once you look at the price point, the perceived value is like, "Oh, I'm going to save pretty much the entirety of my membership fee in one or two purchases," which we see in the vast majority of cases. Typically, 93% of our new members will break even on their $100 fee in one order, but on the flipside on the membership, this is different than the standard transactional model in which you have to be a paying member in order to purchase anything. I think we do have do a fair amount of education in terms of showing to our members or showing to our audience who might become members, "Hey, this product, you can only buy it if it's a membership. This is how the platform works. This is why it's different than a brand. I think we have to put out a lot of content in terms of actually sharing like, this is how we were able to put together this offering that doesn't really exist elsewhere."Jeremy:We do a little bit of both, but I would say right now we lean a little bit heavier towards product marketing since we have a lot of new exciting launches coming up.Stephanie:That's awesome. Talk to me through a bit about what was your thinking behind creating a membership program for because I think I saw you started out with it and then maybe you stopped doing it and they started again and feel free to correct me if that's not right, but tell me about what was that journey like.Jeremy:It was not easy. I would say the way I like to view it is the first two and a half years of our business, we've really been focused on the supply side of operations, building out that product assortment, and exactly like you said, we did launch in 2018 with a membership product. Within basically a month or two, we decided very, very early on like, "Hey, we had three manufacturers in three categories at the time, handbags, scarves and eyewear. As you can imagine, those are not necessarily high frequency purchases to substantiate a membership value proposition.Jeremy:We actually never actually charged anyone for the membership. It was always a test to see how the response would be. Overwhelmingly, we saw that the product response was great, the quality was great, but I think the offering was too limited at the time. Instead for the following two years, we ran a transactional model in which we made money through marking up our products, albeit not as much as a brand would. Our products might be marked up two to two and a half times, whereas our competitors will mark them up five, 10, 15 times sometimes. That's how we made our money.Jeremy:Really the incentive was, "How do we build a product assortment that's large enough, so I guess wide enough and deep enough to attract the member to actually convert?" Around, I would say, Q4 of 2019, to be totally honest, I think we saw two things happen. One was the structural, I guess, implosion of the venture direct-to-consumer model in which a lot of brands, I think, who had been raising money and then going out with this one playbook that hadn't been set maybe back in 2013 to 2017, I think suddenly realized, like, "Hey, we are not technology companies. We are a brand and we make money through transactional volume." Basically, I'm just trying to say we saw the writing on the wall if we were to continue that model.Jeremy:Then in Q1, we also took a hard look in terms of our user behavior. We saw frequencies of purchases, our lifetime values get to a place, our product reviews, our NPS scores all get to a place where we felt confident in our product assortment to date. When we first started, we might have had maybe 30 or so skews. Now, we have over 1,000 skews. It finally got to a point where the product assortment felt mature enough to launch a membership product. We tested that, and then basically right when we started testing it, that's also when COVID hit.Jeremy:We figured there's either two options. One was we just pull that and just focus on building the transactional model again and getting it into a sustainable place which is still the goal, right? We don't want to build an unsustainable growth model or alternatively stress test the model in the peak of, I think, consumer uncertainty in which we would see like, "Hey, does this value proposition of saving money resonate in the time when it would matter the most. Thankfully, it did and I think from April to May, June and July, we monitored our cohorts and user behavior really closely and wanted to make sure that the membership was something that we had conviction in.Jeremy:Eventually, we got to a point where we realized like, "Hey, this is ..." I guess the way I like to put it is our customers always liked us, but our members absolutely loved us. We decided to go all in and then finally released the public version of the product in July.Stephanie:That's great. That's good seeing quick pivots and seeing like, "What is the market telling us? Where are things headed?" and trying out different models. How are you going about building out maybe a financial model because I'm thinking if you have only a membership subscription-type model, there's probably only a limited market? You can't scale indefinitely. There's only a certain people who will be on that versus making profits off of each product. I'm sure those are two very different models. How to do think about it financially when trying the two different ones out?Jeremy:That's a very valid point and I think we knew going into it that there is a lot of subscriptions out there and a lot of subscription fatigue and at least the states in the US in which everyone has a Prime membership or a Spotify subscription or Netflix and to add one more to that is always asking a lot. I think we knew going into it like, "Hey, this is all or nothing in which you can't launch a half-baked type of membership product." I think to the financial level, I think two things are worth noting before we decided to do this. One was the fact that we are capping our upside to $100 very literally for pretty much the extent of the year and the incentive in that case is, one, can we launch products and provide a service that our members love so much that they'll stay for years to come in which our LTV or lifetime value in that case would become quite substantial and hopefully our churn would be low and retention would be high and so on and so forth?Jeremy:I guess that's one area is we really were aware of the fact that if we cap our financial upside that the immediate short term would be that we're limited to $100 for the year, but the amount of utility and value that we could provide to a member would be so great that they hopefully stay for years to come in which our LTV would grow to a point where we would actually outperform our transactional type of behavior. Then the second point, exactly like you said, memberships aren't for everyone. We're very well aware of that, but I think something that has been exciting for us to see is if we're able to build this type of product, I think it is genuinely massively different than anything close to us.Jeremy:Whereas most of these direct-to-consumer brands, they're basically providing products and a story to a customer which is an incredibly, incredibly competitive market. We have a product where it's like, "Hey, for $100, you get access to all the products we sell at a price where we don't make money. I think that's a genuinely differentiated product in which we know it's not for everyone, but we think value-driven commerce, it's not sexy per se, but it is something that is very attractive to a very large segment of the American consumer base. I think we were willing to take that bet.Jeremy:Of course, we wanted to monitor really closely so that we weren't losing money on transactions at least and at least that we were breakeven and we were able to accomplish that within the months of the pilot, so we felt confident in rolling it out more broadly, but I think to answer that more directly, if we didn't see user traction, if we didn't see members using the platform or membership or if we saw our NPS or product reviews drop or if we saw an increase complaint rate, increase return rate, etcetera, then I think we would have actually probably returned back to the transactional model, but it was something that we felt confident enough in just off of a couple months of data that we've decided to go all in.Stephanie:That's awesome. I think that's so great, because it really shows a longer term vision and commitment to be around where I think actually a lot of B2C companies right now are missing that. I don't know if it's because of the VC stage where it was like grow really quickly, but it seems like a lot of people are more ready to just quickly make as much money as possible, maybe sell the company off, see what happens afterwards, but I really like the idea of actually telling your customers, "Hey, we're only going to make $100 profit for the year off you that essentially cover some of our costs." I could see that really helping a customer want to also support you guys along with just wanting it because maybe it's a very good service and some platform they use.Jeremy:Thanks. That was pretty much the bat. The reality of the business right now is if you're a direct-to-consumer brand and you're starting out nowadays, you might raise one round of financing, let's say anywhere from $500,000 all the way to like $3.5 million or something of the sort if you want to pursue that route. That's pretty much all you're going to be able to raise or at least assume that's the last capital you're going to raise, and then subsequently, you're going to try to sell. Nowadays, what I've seen whether it's a PE firm or a conglomerate or a larger direct-to-consumer brand that might be interested in acquiring one of these assets, it's now valued off of EBITDA, as opposed to revenues or run rates which is what we saw in between 2014, let's say in 2019.Jeremy:I think the reality is nowadays if you're trying to build a venture scale business in this model, it's really, really tough. I think the actual advantage of doing so is doing so sustainably with growing off the business off of cash flow as opposed to equity raises and going that route. Then, I think for the companies that have already raised that are in this tricky spot where we were for sure, we had to look ourselves in the mirror and just say like, "Hey, what is something that would be significantly differentiated in the market that has technology scale outcomes that would be potentially accessible if we were to do everything perfectly right.Jeremy:I think that's the only reality where we can actually like continue as a venture scale business. I think that's what we had to really just operate with the mentality of. I think in terms of like the customer empathy too, we always knew that our prices were good, that we always came maybe 15% to 20% lower than the next direct-to-consumer brand, but truth be told, if you were to compare our products which were objectively great products next to a brand's products that built all of their community messaging, advertising, copy, etcetera off of that single category, 15% to 20% off might not be enough to sway one of their customers to decide to purchase the value option, whereas nowadays to go much, much lower into the 60% to 70% range, that's a lot more powerful sway.Jeremy:I think for us we knew that it was a risky bet, but I think the customer would ultimately like it a lot more and so would the investors and I guess, business community at large. I know the brands don't like us, but that's another story.Stephanie:Well, that's actually a good segue. I wanted to hear some of the behind the scenes of partnering with these manufacturers and thinking about the psychology behind, "This is also bought," or let's see, "It's manufactured at a factory that also produces Prada." I saw that on your website mentioning like, "It also manufacturers this, this and this," and I was curious to figure out like, "What was the process to partner with these manufacturers and then also be allowed to say, 'These brands are also built or manufactured at this factory as well'?" It seems like that'd be a tricky area to play in.Jeremy:I can't deny that. I think we have a unique value proposition in that case. That's really what drove I think, a lot of our early interest in the brand over the first two years. In full transparency early on, I was personally quite nervous about it since it is a pretty radical statement, especially since like we position ourselves not so much as an individual brand, so much as, say, a platform or a marketplace or a retailer. I think in the early days we were very careful. All these things, it's not to say that we've loosened up on this. We're still very, very careful about auditing all of our partners, making sure that we're working with the best of the best in each category, regardless of where they are in the world.Jeremy:Oftentimes, that comes along with saying, "Hey, this product is made in the same manufacturer as X, Y and Z brands." That's part of the selling points of the product. I think in terms of the tricky part was obviously on the manufacturer side. We have an interesting relationship with our manufacturers in which it's not like a normal brand in which they're a vendor and we're a client, where we just place a PO and then we'll mark up their products and then that's how we profit. The best we can do in that case is like get letters of credit or Net30, Net90, etcetera.Jeremy:Instead we actually have a financial relationship with our manufacturers in which they actually are taking on inventory risk and we're taking on the marketing risk of this inventory in which their incentive is to take inventory risk for a higher yield or higher rate of return on the inventory that they're producing and owning. Then our risk, of course, is making sure that we can sell that to our members at a price point that is still radically lower than the competition, but at a place where they'd be happy with the profits. I think that was actually the tricky part because manufacturing, and this is actually my personal like family background is a really hard business and margins are already razor thin.Jeremy:On a final sale, a DTC brand might take like 80% of the margin and cost might be like 20% and the manufacturer might actually take like 5% of that cost. That's honestly how it works. It doesn't matter if you're like a legacy brand or a direct-to-consumer brand. Manufacturers treat them all the same because it is the same for them. I think on the flip side for the manufacturer, they are not oriented to take capital risk. They have predictable revenue. If you place a PO, we expect payment certain date, whereas on Italic, there is no legitimate end date for a certain PO to be paid.Jeremy:It's a little bit nuanced and that was actually the hardest part I would say of convincing these manufacturers to join. It really wasn't the brand piece. The brand piece we're always very careful of ... We always do very careful audits to make sure that they're factual claims. We always do audits with our general counsel as well to make sure that we're making claims that are factual. On the trademark side and then on the copyright side, we have a development system when we're merchandising that there's at least a number of differentiating points on the product, but we've actually never really run into major issues on this.Jeremy:Perhaps that's because we're a smaller brand right now. As we grow, the issues might pile up, but at least for now, it hasn't really been, that the legal side hasn't been a big issue. I would say it's actually more so convincing the manufacturers to take on this new type of model, but I think now that we've been around, we have over 50 manufacturers we work with. I think we've had a really good relationship with all them thus far. Yeah, I think other brands always come into question, but it's never actually been like a point of contention.Stephanie:I could see that being really beneficial for you having the background in manufacturing for those manufacturers to also feel like, "Hey, this guy gets me he understands. He knows that we don't have big margins." I want to talk a little bit more about that piece. I could see a lot of the manufacturers really liking that you have a background in manufacturing because you understand that tight margins and you're not trying to maybe push them too far. I was wondering, one, had they ever done this model before where they're taking on inventory risk? Then two, were any of them scared to work with you because they didn't want to make the brands that they work with upset?Jeremy:I can answer the second one first, which I think it's actually pretty straightforward. That has never been a reason why a manufacturer wouldn't work with us. I thought it would be, I guess in actual practice, I think it hasn't been. The reality is most of these manufacturers have a number of clients and I think they will readily offer new clients the current client list and say like, "Hey, this is who we work with. You should trust us," as part of the vetting process. What we're doing is bringing that information that all the brands already know and offering that to a customer as well, so one more layer of information that a normal brand would never offer.Jeremy:The bigger issue with the manufacturer is actually more so just capital. It's like, "Hey, you got to fund hundreds of thousands of dollars for this first run and you're not going to see a payback until we start selling it, and depending on when we decide to launch it or decide to really invest in growing that category or product offering, the return might not be immediate." I think that was actually the biggest problem. Every so often what we'll hear that'd come up is like, "Hey, we prefer that not to happen," but with regards to the brand names being mentioned, it's never been a reason as to why a manufacturer wouldn't work with us. It's always been capital related.Jeremy:Then I think to the point of the model itself, I think people have tried different approaches to this over the years. In the States, at least, there is really no one doing anything like us right now because it is an extremely ... I would say like you really have to be aware of how manufacturing works, how to communicate with them, how to work with them, also how to partner with them. That's not something that like the vast majority of American brands will ever understand and for good reason. They really have no reason to because the entire business model of commerce is built on markups, as opposed to us where you can basically just treat them as a vendor. If it's not working out, if you need better pricing, you can always counter source and so on and so forth.Jeremy:The relationship there was always rather fragile, whereas for us it's very strong from day one because we have to be in which we become basically financial partners immediately. I think they haven't necessarily ... We work with manufacturers in Asia predominantly, in Europe, in the US and for the majority of them, these are not small mom and pop merchants or artisanal shops. They are pretty professional large scale production houses for very large runs. We work with like five different public listed manufacturers. I think for them, this model is, I like to call it like a private label as a service in which they can experiment very rapidly if it works.Jeremy:We do all the design and development in house, so we take care of pretty much all the heavy lifting on the stuff that they don't have, but if it works, great. If it doesn't, the downside is basically the capital that they put into it. We haven't had that happen yet. I think it's a new ... We like to think of it as like a marketplace inspired supply chain which none of these manufacturers have encountered before, but it is something that I think has promise.Stephanie:It's so interesting thinking about everything that's going on behind the scenes and I honestly have not even gone deep into the world of manufacturing, so I have so many questions, but one that comes to mind which is probably maybe a more basic one, but how did you even go about finding out who manufactured what products? If I owned Prada, which I do not, I definitely don't, but if I did, and I was like, "Hey, who makes this? This is really nice," I want to find out what factory it's coming from or who's actually behind the scenes making it, how did you even start that process of finding that out and then finding the next one, the next one and maybe getting referrals?Jeremy:Well, you just named it. Sourcing is a weird business in which it's still and this ... Not just sourcing, but a lot of the supply chain is still heavily relationships based in which it's like, "Who do you know? Who do you know? Who do you know?" and that's who you're able to work with. In the early days, I personally met and lived between China and Italy for the first year of the business and I met with hundreds of manufacturers, many of whom are now our partners, but in the beginning, were very skeptical, "Who is this guy? Who is this company?" I think the best way to put it, it's like in terms of sourcing, the best way to do it is through referrals.Jeremy:We've tried everything from digital platforms to sourcing companies to even trading companies just to see what type of quality and price point we can achieve, but ultimately, we've always found the best option would be to do direct sourcing ourselves. We actually have an internal team coming from the likes of Patagonia, Arc'teryx, Zulily and Amazon, really focused on sourcing the world's best manufacturers in each given category. Each time we want to enter a new category, we will always ask for referrals from our existing manufacturers. There's digital products that help you find manufacturers through other sources but generally we found the best have always come through referral.Stephanie:I think I've looked online before looking into, maybe this is a 3PL that I was looking at. Either way, that whole world seems pretty behind the times when it comes to trying to find things online and get details about it. It does seem like referrals would be the best bet in that industry.Stephanie:I was going to ask when it comes to inventory risk, you were mentioning that the manufacturers take on the inventory risk, do they also have a say when it comes to the pricing of the product?Jeremy:Yup, they definitely do. We are hand in hand with their manufacturers at every single point in the development journey, from material selection, color dyes and sample reviews and so on and so forth in which if we are talking about cost structures and cost payments, or sorry, sample reviews, we're always thinking about price and we're always very transparent with our manufacturers in terms of what our research tells us. If we believe a certain price threshold is too high, we'll tell them, and vice versa, they'll tell us like, "Hey, this is getting expensive. Do you think your customers or members will still want that?"Jeremy:Ultimately, the incentive for manufacturers to earn a higher than normal profit margin on Italic sales because they're taking on the inventory risk, so there, we're able to pay them out substantially more than they would ordinarily make. I think they're very in tune with our orders, sometimes even more than we are in terms of the performance. We've also built a lot of internal dashboards that we'll share with all of our manufacturing partners for them to log into, review the performance. Sometimes, we'll need to set price points that are lower, so that will encourage a product to move faster and they're able to cut down on their margin, but still again, it's at price points that are pretty much close to cost.Jeremy:It doesn't really moving the needle too much nowadays that we're past the transactional model. It's easier to do that on the development side when we're actually developing these products, or on the flip side, if a product is actually performing way too well, they might actually ask for us to develop a more premium version or a version that uses a high quality or a more expensive material, not necessarily higher quality, just a different material. For example, we started with cotton sheets. It was sateen. Now we offer percale and we're looking into linen. Then we also offer eucalyptus lyocell sheet set as well. Those were examples of where we saw their consumer demand really expand what our manufacturers want to develop and as a result their price points were able to change quite a bit depending on the product.Stephanie:I was thinking about that these manufacturers probably have a ton of insights into what's selling with their other brands, what consumers are interested in. I'm wondering, are they even allowed to share that and help influence your guys product designs and say like, "Hey, we see this plain shirt with like a lion on it and selling really well with Anine Bing," which we just had on the show?Jeremy:I guess there's two ways to look at it. One way really is from the lens of like, "Hey, the manufacturer has what I call like extraordinarily delayed insights into performance," in which the only time the manufacturer actually knows about how well a certain skew or style is doing. We're primarily talking about fashion and apparel and other soft goods and home for example. It's a little less seasonal or trend driven, but in apparel for example, a manufacturer will only know the performance of the line after the season or after the client comes back and places the reorder in which their insight is already delayed by a whole, let's say six to nine months.Jeremy:By then, it could already be out of stock or out of favor with the client. The second point is actually much more interesting in which this is the dirty secret of a lot of these brands is the manufacturers nowadays have significantly improved and really, really sophisticated design and development inhouse capabilities. Historically, let's say 30-40 years ago, a lot of the design and development and pattern making and so on and so forth was always done on the brand side. Nowadays, I really call it more of a partnership in which the design and R&D talent inhouse at a manufacturer is so great that sometimes, and this is like extraordinarily ...Jeremy:This is not just like startups. This is like huge multinational brands, all the way to brands just starting out in which their buyers and merchandisers or product developers or designers will walk into a showroom that a manufacturer has made for a season. They'll pick like four or five styles from the manufacturer's design books or pattern books and then say like, "Okay, let's make some small tweaks, but pretty much, it's the manufacturer's design that we're iterating on."Stephanie:Oh, wow. I definitely would never have thought that.Jeremy:It saves a lot of time if you think about it because developing patterns from scratch is really time intensive. You have to ship samples back and forth all the time, whereas if a manufacturer already had a lot of these samples ready to go for you and you just had to tweak, let's say, the material or stitching or whatever it is on apparel specifically that it cuts down development time significantly. It happens pretty much everywhere and really the designers at that point in time are not really designers, but they're just iterating on the final versions of products. I think-Stephanie:That's a good secret that I never knew about.Jeremy:[crosstalk 00:33:15].Stephanie:When you're thinking about getting maybe inspiration though and you're looking around at some of the more luxury brands, how much of that can you actually take and use? Because when I'm thinking about, there's certain things that without a logo on it, you probably be like, "Is that from Walmart?" Sometimes the logo makes it where if it didn't have that, I don't know, personally, why anyone would ever buy it. I sometimes don't know why they would buy it either way have you ever had an experiment like that where you've been trying to maybe let a brand or popular brand influence products where then you're like, "Oh, actually, the logo kind of made that one."Jeremy:I think the way I would respond, one thing we really care about a lot at Italic is having a data-driven sense of merchandising in which we're using our customer insights to really drive the product decisions that we're making, both on the technology front as well as the product development front for our physical products. I think what we realized is, to your point of, "Does a logo make a product or does the product make the logo?" which is actually maybe a good way to think about it, is the fact that logos matter to some people and it doesn't matter to other people, but everyone has a specific category in their lives in which they care about having a logo and then vice versa like that same person might not care about having logos on other products that other people might.Jeremy:I guess a better way to put it is let's say you really care about having a logo on your handbag, but you actually, and I don't know if this is true or not, but let's say you don't actually care about having like the top of the line logo on your bedding or all-clad cookware or Le Creuset Dutch ovens or what have you, right? Let's say that's actually the mentality. On the flipside, I think there's a lot of people out there who would actually have the alternative approach which is like, "I don't care if I have a big fancy handbag, but I am really into cooking and I want the fanciest cookware and I need to have like X, Y, Z brands cookware in order to feel good about my purchase.Jeremy:What we found through a lot of our, I guess, our surveying is, one, the main reason why people buy from us is quality in terms of the product and the second is design and overarching, I guess, the main reason why you sign up is because you're getting quality at cost. The price point and the value you're getting out of your products is really, really high relative to pretty much any other option out there because we're not making money on the products that we sell. I think what we found is the people who sign up, if you're a fashionista for example, you're probably not going to buy our fashion products, but you might actually sign up for your home goods and then vice versa, someone who really cares about that specific type of bedding or having really great towels or candles or what have you, but doesn't really care about having a logo or the next trendy thing.Jeremy:The way we look at merchandising is really anti-seasonal in which we're trying to find products that are always evergreen. They might not be always in style or in vogue, but we know that they're consistent things that people will always want to buy. That's why we try not to fall too hard into having a specific branded look on our products. The product should be able to stand for their own.Stephanie:I like that. I'm just going to say quality always matters, I would think and I'm definitely your person because I'm a logo-less person. I don't care about the brand or where they come from. If the quality is good, it doesn't matter to me who makes it as long as the quality is good and something lasts. I like that. When we're thinking about metrics for subscription business, yours is very unique, of course, because right now, you're like, "We're not going to need more than $100 per person," but how are you guys tracking things? What metrics are you looking at right now to see if things are going well?Jeremy:We've changed our metrics a lot as we transition from a transactional model into a subscription basis as you can imagine, but what was interesting for me is because we run this type of membership in which it's not a ... I guess before I get there, in my mind, there's three types of consumer subscription products. One is you get something in a box every month and it's on a set frequency that you can customize. Secondly is you're paying a subscription for a discount. Then thirdly, as you're paying subscription for access to a certain product, whether it's digital or offline or whatever it is. I think we fall into the latter two in which you're paying for Italic because you want a discount on your products, but you're also paying for access to even shop those products in the first place.Jeremy:I think when we actually transitioned into this model, we realized like, "Hey, all this transactional revenue, metrics that we're tracking are actually great indicators of engagement. Now, those are our leading indicators of, "Are these members happy? Are they getting the most out of their membership? Are they unhappy because they're not using it? Are they logging back in? Is the conversion rate high for members? Is our average order value growing as we add new products or is that actually shrinking in which the products we're adding are actually lower price points?" so and so forth. It's a pretty sophisticated, I think, model that we've had to build in order to actually price these products at a price where we're not losing money on each sale but also not making money.Jeremy:It's on the engagement side all the things that historically eComm companies would track, your conversion rate, your LTV, your frequency of purchase, your contribution margins. These are all things that have now become like performance indicators on a membership basis as a cohort of how we track a certain cohort doing overtime, but now what matters on the company side is actually, "Are we adding new annual subscribers happily? Are they staying? What's our opt out rate? We offer like a 30-day period in which if you sign up and you decide not to place an order and you want to get a refund, we'll provide that, no questions asked. Right now, it's 5%.Jeremy:I think like those questions or metrics that we've done a pretty deep dive in terms of like what we actually want to see. Now really that the core metrics are like, "What's our new annual recurring revenue because it's an annual plan?" and then secondly what is ... We don't have retention yet since our first cohort is still seven months out from renewing. The second indicator of that is like, "What are all the engagement metrics telling us? Does that suggest that they're likely to churn or stay?" I think those are like the metrics that we've transitioned towards. There's a lot more that I could dig in there, but that's at a high level how we think about it.Stephanie:That's great. Are there any methods right now that you're experimenting with and seeing success around when it comes to keeping your users engaged or staying top of mind to them or even like different things that you're changing for the website that's connecting more with the customer when they're coming there? Any tests overall?Jeremy:I think we aren't great about testing and I'll be really forthright about that. We don't have much testing infrastructure built in. We don't have the ability to test their pricing. AB test for us are really just like, I think, very, very incremental changes. I think the biggest [inaudible] which is the transition from the transactional model and I guess the best way to really put this is like for example, during our pilot, we saw behaviors and frequency and lifetime value that we would expect on a transactional customer at month 12. We saw that on a membership level between weeks four to six. It was a literal 10x increase in utility activity for that member versus a customer who would otherwise purchase the product as a standalone.Jeremy:I think that's what I meant going back to the point of customers liked us, members really love us. That was something that we really saw. Then I think in terms of metrics that we're looking to test or at least improve with our customer that can improve the experience for them or at least hopefully it will increase our retention rates, I think that really comes in the form of, "What are the products that ..." The main four reasons why people opt out just for full transparency, one is it's international and we only serve the US, so they actually sign up through eagerly and they're like, "Hey, I didn't know that it's US only." That's actually the number one reason.Jeremy:Number two is financial. It's like, "Hey, I got furloughed or I was laid off," which happened a lot in the early days in April and May. Nowadays, it's less common, but the last two are ones that we can directly address. One is, "The product offering is currently not broad enough. You don't have a product that I want to see or a category that I wants to see." Lastly, "The products that I want are out of stock." This are directly in our control. For example, we'll show now in the coming soon page like what products are coming next for our members and that keeps them excited.Jeremy:Secondly is what products are being restocked. We're placing much, much larger orders, so that hopefully we don't have these out of stock issues. Really the reason was like our members just purchase at a substantially higher frequency than the nonmembers did. We actually underordered prior to the membership, because we didn't know what to expect. I think those are things that ... There are certain features like that that we developed for that use case, but really the only thing that we can solve for in a long-term basis is just develop more products, order more deeply, and hopefully as a result, acquire more members.Stephanie:I love that. I think that's a really good point too about how to keep people engaged and coming back to see like, "Okay, what's coming next? What's the new t-shirt that's coming out that I can get really excited about?" because I could see a lot of members maybe, at least in my head, I would think like if I am in a subscription or a membership, I would probably frontload a lot of purchases right away to get that value and then I might forget. I think that's really smart to find ways to keep someone like me engaged coming back maybe a couple months later if I forget, so that I will renew after the year.Jeremy:Exactly. I think for us really, the goal isn't necessarily to make you buy more stuff if you don't need it. The goal is to hopefully show that, "Hey, you're going to get enough value out of this membership, so that you're going to stay another year, or two or three or four or five in which there's a constant drop of new or a constant allure of new products that will be down the line such as products in travel. For example, we just launched our jewelry line last month and that sold out in a week's time. Now we know, "Hey, there's a lot of demand for that. We should order much deeper in it" I think constantly testing on the product side is something that we do a lot, but now that we're not making money on the transactions, we're not trying to force you to use it unless you want to.Stephanie:Very cool. I saw that you guys had a signup list. I think originally it was over 100,000 or something along those lines. I was wondering, how are you going about acquiring new customers? What kind of channels are working well for you right now? What are you finding success in?Jeremy:The hardest question for anyone in eCommerce nowadays. In 2018, we had a strong waitlist going into the membership, and then once we launched, we were like, "Hey, the membership is not going to work. We dropped it in, and instead all those people on the waitlist became our email subscribers and we were ... Fortunately, they eventually became customers as well. That was where a lot of that 100,000 original list went to. Then more recently, we actually had another waitlist. This time, it wasn't for marketing purposes, but it was actually like a legitimate operational waitlist in which we simply didn't have enough inventory to serve all of our members to a great experience in which if you've logged on in the third of all the products were sold out, that's not something you want to see as a first time experience.Jeremy:We have the waitlist up for a while, up until we can restock more deeply to address those issues which we've recently done. In terms of the new customer acquisition, I'll be like totally honest. It's a mix of performance marketing and brand marketing. We internally separate our marketing team into two. One is brand which is everything nonpixel-based or nonattributable to a pixel. Everything growth is pixel-based in which it's pixel through Google and the intention of growth is to grow the membership base. The intention of brand is to keep our cost per acquisition on the growth side low, so that hopefully it's not the first time that you're seeing, let's say, an ad from us, but instead it's actually a recall.Jeremy:Examples of that would be like influencer would be in brand. TV would be in brand even though I know there's pretty good models for tracking nowadays and attributing podcasts we still put in brand. All these things ... I guess I'm being hypocritical because those do have pixels nowadays, but really the intention of those is to get in front of you first, so that by the time that you see a Facebook ad or a Google ad, that you're already aware of where we are, so your interest is already piqued.Stephanie:Cool. All right. We have a lightning round coming up. Before I move on, is there anything that you were excited to cover that I forgot to ask?Jeremy:Well, our basics are dropping tomorrow-Stephanie:All right. Well, tell me more about the basics.Jeremy:We've had a line of recycled t-shirts for a while and those were really, really popular through a lot of quarantine. The number one requested kind of products for us for years has been a line of just great Ts, plain really high-quality t-shirts. It's finally coming out. I've been waiting literally a year for this. I'm super excited, but that's all. That's it.Stephanie:That's great. I love a good t-shirt. Actually, maybe it's always been a trend and I just haven't paid attention, but now it feels like it's really coming back to just wear a normal plain t-shirt or just something like simple on it. It feels like it's coming back strong, but maybe it's always been here.Jeremy:That's not surprising. I feel like a lot of people nowadays ... I'm sure there's a lot more people out there who could speak much more eloquently on why basics are great, but basics are always in vogue and our members have been requesting it very actively, so I'm excited to finally get that out.Stephanie:I will definitely have to check into that when it drops. All right, let's move on to the lightning round brought to you by our friends at Salesforce Commerce Cloud. This is where I'm going to ask you a question and you have a minute or less to answer. Are you ready, Jeremy?Jeremy:Yes.Stephanie:All right. What's up next on your reading list?Jeremy:Well, I actually just got a copy ... This is going to put me in a bad light, but I don't always read business books, but I just got a copy of Reed Hastings new book. I'm excited to begin. I literally just got it right before this interview. That will be next.Stephanie:Cool. What's the title of it? I don't know if I know which one that is.Jeremy:No Rules Rules.Stephanie:I'll go check that out. You have to let me know if you like it.Jeremy:Yeah, will do.Stephanie:All right, what's up next on your Netflix queue?Jeremy:I've been actually watching The Legend of Avatar which is-Stephanie:I don't know if I've actually seen that one.Jeremy:It's an anime, cartoon that used to run on Nickelodeon as a kid and I forgot how good it was, so I just watched that again.Stephanie:That's great. Netflix probably knows not to advertise that to me. They're like, "You just probably won't like that one." All right, if you were to have a podcast, what would the podcast be about and who would your first guest be?Jeremy:I've actually been thinking about doing one.Stephanie:You should.Jeremy:It's been on the list. That's actually why I have this fancy bike here.Stephanie:You do sound great, though.Jeremy:I think I wanted to do like a podcast show where ... I live in Park City, Utah. There's a lot of great ... I took up fishing during quarantine. I haven't really caught anything, but it's really relaxing. I thought it'd be fun to go out and go fishing and then do an interview at the same time. I think guests-wise, there's so many people out there. One brand I've admired for a long time is the, and I like loosely know them, but I've really liked the Buffy team for a long time. I feel like they're pretty unique. They have a lot of success, but they've still been humble about it and low to the ground. I think it'd be really cool to have them. My background isn't just like eCommerce and retail. I think it'd be a mixture, but yeah, that'd be a cool one.Stephanie:I like it. I can only imagine you catching a fish while trying to interview and how that was found. Interesting. All right, what is the favorite piece of tech that is making you more efficient right now or that you're enjoying?Jeremy:Oh, man, that is a tough one. I use a lot and the whole Italic team makes fun of me for it because I always add something new every week. I think the one that stuck with me for years is this company called Missive. It's a collaborative email inbox that allows the entire team to work in conjunction on emails. Let's say it's an email with a vendor or an email with a YouTuber who we want to advertise with, we can collaborate in line without having to go to Slack or take it to another email thread in the same place. Missive and Front in the same vein does the same thing. I think those two products are ones that I really couldn't live without.Stephanie:That actually sounds really good. Can you send it out? If I was one of your employees, could I say, "Send this out under Jeremy's email because he gets better responses as the CEO than I will"? Personal question. This is something I actually want to know for myself.Jeremy:There's actually a setting to do that in which you can share an address and other people, like let's say an assistant can send it for you, so yes.Stephanie:I like that. I'll check that out. Awesome. The last, slightly more difficult question, what one thing will have the biggest impact on eCommerce in the next year?Jeremy:I'm not going to give you the cliche answer and say COVID changed everything, which it did, but-Stephanie:We all know that now.Jeremy:I actually think it happened last year and then I already alluded to this earlier, but I think the biggest change will be the transition from ... People have been talking about these like DTC waves. The first wave was like the Bonobos, Warby, Everland 2008 to 2012 era, and then, the second wave was like everything thereafter. A lot of the direct-to-consumer brands you see nowadays, it's the category leaders per se, but I think now people ... Let's say from, I don't know, 2014 to 2018-2019. I think there's been a big change in the operating mentality of these newer brands in which if you're a new brand starting out, you can't go out and raise these massive rounds that these companies used to off of revenue growth because people have realized now, this is not technology revenue growth. This isn't like an 80%, 90%, north of gross margin product.Jeremy:There is a saturation level to performance marketing. I know I'm sounding like quite cynical here, but I mean that actually in an interesting opportunity in which you can actually raise that money, but I think if you're creative about cashflow and you're creative about how you grow the business, you can build a huge business. I guess Gymshark would be a great example of this in which you can bootstrap to a really large volume without having to raise equity financing. I think you can do it through focusing on cash conversion cycle which is what Gymshark has with its founders or you can have in any case of owned supply chain like House or Buffy does.Jeremy:I think there's different ways that you can frame the direct-to-consumer model that allows you to still grow, but I think the era of venture-backed DTC, getting into the series, A, B, C and onwards is probably over. I think that's already happened and I think that will probably be the biggest impact on the ecosystem.Stephanie:I completely agree with that. If you sound cynical, then I think cynical too, because I completely agree with that. That's a really good point. All right, Jeremy, this has been such a fun interview. Where can people find out more about you and Italic?Jeremy:Italic is on italic.com and I am @jjeremycai, J-J-E-R-E-M-Y, C-A-I on Twitter. I think that's the easiest way, but we'd love to have anyone as a member.Stephanie:Awesome. Yeah. Thanks so much for coming on the show.Jeremy:Thank you.
Anine Bing has become the go-to designer for models and actresses off-duty since leveraging her social media platform into a namesake label. Like all great founder stories, the Danish-born model and former rock 'n' roll singer launched her fashion line from the garage of her Los Angeles home. Now, she's opening brick-and-mortar stores across the U.S. and Europe. Anine sat down with Alli and Michael to discuss building a business with your spouse, and how she turned Insta-fame into a brand. Get 20% off your first order when you use promo code bar at trycaliper.com/bar. Use my code iconicbar (one word and all lowercase) to get 25% OFF your first order of Iconic Protein when you buy on Drinkiconic.com and Amazon. Go to www.causebox.com/bar and use the code bar to get your first box for 30% off! Get the best in clean makeup at Sephora – online and in store now. Produced by Dear Media.
For episode 46 of Offline, host Alison Rice sits down with one of the most fashionable women on the planet, Anine Bing. In October 2019, Anine was in Sydney to celebrate the opening of the first Anine Bing Australia store in Paddington, marking the 15th opening since she started the brand from her LA garage in 2012.What we learn in this episode, is Anine’s success story is one born from humble beginnings, hard work and a dedication to exploring and expressing her creativity. Anine grew up in a small village in Sweden of just 8,000 people, and by 15, she’d already travelled the world as a model. It was those early, more nomadic days, that shaped the Anine Bing brand we know and love today. Anine shares her journey from modelling to music (she started a rock band in her early twenties called Kill Your Darlings), then blogging, and how she leveraged her Instagram following to start her own now-global fashion company. She also shares the key roles she brought in along the way, her early creative process, how it has evolved with the brand’s “see now, buy now” model, her reflections on motherhood, her relationship with her phone and what she does to find some calm within her big and busy life.Follow Anine Bing on Instagram Shop Anine Bing Visit Anine Bing Sydney: 213 Glenmore Road, PaddingtonMORE FROM OFFLINE AND ALISON RICEBecome a student of Self StudyIf you’re interested in learning about True Self, conscious success and more, consider becoming a student of Self Study — Offline’s school.Book a coaching session Offline’s host, Alison Rice, is an award-winning leader and conscious coach. She offers personal coaching sessions. Find out more or book directly. Early access For early access to new episodes of the podcast, Self Study learning opportunities and Offline events, follow @getoffline.co and @alisonlarsenrice on Instagram or Facebook. Share with those in needIf you know someone who would benefit from hearing these honest conversations, please share Offline with them.Original music by DLakeCreates. See acast.com/privacy for privacy and opt-out information.
Anine Bing is one of the coolest, chicest people I know. I seriously want everything she wears and designs. Anine launched her eponymous fashion brand in the summer of 2012 out of a small garage in Los Angeles, on a mission to create pieces that represented her unique and accessible style. Today, her company ANINE BING is a global fashion house for women who seek effortless essentials with edge. Anine and I chat about the power of social media, what it’s like to work with her husband and all of the BTS details of running a fashion line today. Plus, she gives me all of her fashion tips that will never go out of style! I’m ready to switch my closet over to fall now! Use coupon code WITHWHIT for $10 off your first box at www.fabfitfun.com Modern Fertility is offering our listeners $20 off the test when you go to modernfertility.com/withwhit Produced by Dear Media.
Today, the words “Anine Bing” are synonymous with an effortlessly chic aesthetic that women on-the-go gravitate toward—and buy around the world. It’s an impressive feat, but one that’s all the more remarkable considering that the Anine Bing brand has only been on the market for a handful of years. On this episode of Girlboss Radio, Sophia Amoruso chats with Anine Bing, the founder and chief creative officer of her namesake brand, to talk about how the company took off. Tune in to hear how Anine began her career in fashion as a model, then as a style blogger, and now is an industry leader and founder. Anine shares what led to her ‘a-ha!’ moment for the company, why she values self-care more than ever before, and what she looks for when hiring. To keep up with Anine Bing, follow her at: https://www.instagram.com/aninebing/To shop the Anine Bing collection, visit: https://www.aninebing.com/ Have feedback on the show? Email us at podcasts@girlboss.com
Today, the words “Anine Bing” are synonymous with an effortlessly chic aesthetic that women on-the-go gravitate toward—and buy around the world. It's an impressive feat, but one that's all the more remarkable considering that the Anine Bing brand has only been on the market for a handful of years. On this episode of Girlboss Radio, Sophia Amoruso chats with Anine Bing, the founder and chief creative officer of her namesake brand, to talk about how the company took off. Tune in to hear how Anine began her career in fashion as a model, then as a style blogger, and now is an industry leader and founder. Anine shares what led to her ‘a-ha!' moment for the company, why she values self-care more than ever before, and what she looks for when hiring. To keep up with Anine Bing, follow her at: https://www.instagram.com/aninebing/To shop the Anine Bing collection, visit: https://www.aninebing.com/ Have feedback on the show? Email us at podcasts@girlboss.com
Anine Bing founded her namesake label in 2012, and suddenly it seemed like every cool girl on the ‘gram was rocking her minimalist, rock ‘n’ roll chic wares. On this episode of In Progress, Anine and host Aurora James discuss how Anine’s homey upbringing in Sweden and experiences traveling the world as a model were formative to her ability to utilize digital tools like blogging and IG way before everyone else caught on.
Anine Bing launched her successful clothing and accessories line in 2012, but her days once revolved around modeling, music, and blogging. Listen to the story of her career pivots on this week's episode.
Veckans Monday Mantra kommer från Anine Bing som Josefin träffar i LA. See acast.com/privacy for privacy and opt-out information.
Anine Bing has become the go-to designer for models and actresses off-duty since leveraging her social media platform into a namesake label in 2012. Like all great founder stories, the Danish-born model and former rock 'n' roll singer launched her online fashion line from the garage of her Los Angeles home. Now, she's expanding to children's wear and opening brick-and-mortar stores across the U.S., U.K, and Europe. Anine sat down with Alli and Michael to talk about the origins of her laidback Scandinavian style, the growing pains of building a business with your spouse, and how she turned Insta-fame into a global brand. For more in the know with @aninebing and @aninebingofficial. Don't forget to follow @alliwebb for #BTS of Raising The Bar and subscribe and rate us! ᐧ
Lors de ce premier épisode, je vous livre mon analyse de la marque dano-américaine Anine Bing. J'évoque la genèse du projet, le développement digital incroyable qu'a su mettre en oeuvre l'entreprise et l'importance de la personnalité de la créatrice dans la manière dont les stratégies sont élaborées. Belle écoute !
When Anine Bing decided to turn her successful fashion blog and social media presence into a brand, Annika Meller was there. In the early days of the influencer's fashion brand, Meller helped Bing with everything from stuffing boxes to fulfilling orders, as they worked to build the company from the ground-up. In the years that followed, Anine Bing continued to grow its following and its business. The brand now has 10 stores, with four more on the way, and is experimenting with social and traditional marketing. The hope is that one day, the brand will be everywhere its customers are. On this week's episode of The Glossy Podcast, Hilary Milnes sits down with Annika Meller, COO and co-founder of Anine Bing, to discuss what it was like to build a brand on Instagram in 2012, why paid promotions can be dangerous and why investing in more traditional marketing channels like billboards and magazines makes sense.
Trettio plus trevar med Tove Norström, Klara Doktorow och Sofi Fahrman. Hosted on Acast. See acast.com/privacy for more information.
Trettio plus trevar med Tove Norström, Klara Doktorow och Sofi Fahrman.
Founder of her eponymous, internationally renowned label, Anine Bing is a regular source of inspiration with her chic-meets-rock-chick style and boss-lady attitude. Here, she tells us how she created her empire and became one of the fashion elite…Chances are, even if you’re not into fashion, you’re familiar with Anine Bing’s clothes. Whether it’s a lace camisole on Kendall Jenner or the studded ankle boots Gigi Hadid lived in over 2017, the Danish native’s designs have become synonymous with cool, it-girl style.So what was the catalyst to her creating her ever popular brand, and what are her goals for the business in the future? From business investments to the importance of Instagram, we discover all in Anine’s episode of Success Story. See acast.com/privacy for privacy and opt-out information.
Jossan har varit i LA och träffat Anine Bing som bjussat på både bra energi och finfina karriärtips, medan Vanja legat sjuk i Estocolmo och slukat dokumentärer. Ett redigt peppigt avsnitt där tjejerna bland annat pratar om tre gyllene regler för att nå sina mål. #JosefinOchVanja See acast.com/privacy for privacy and opt-out information.
Säker stil-podden med Ebba Kleberg von Sydow och Emilia de Poret om stiltips, garderobspanik och den nakna sanningen. See acast.com/privacy for privacy and opt-out information.
Fotomodellen, sångerskan och designern Anine Bing hänger med MorronZoo-gänget denna morgon. Vad ska man ha på sig denna vår och vad ska man undvika? Hör hela intervjun med Anine för att få svar!
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