WEBVTT - Bed Bath & Beyond

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<v Speaker 1>Welcome to Business on the Brink, a production from I

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<v Speaker 1>Heart Radio and how stuff works, Bed Bath and Beyond,

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<v Speaker 1>where you can get a spatula, a bathroom scale, and

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<v Speaker 1>a face mask that looks like a panda. We're building

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<v Speaker 1>a wedding registry. Is kind of like playing a video game.

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<v Speaker 1>But the coupons and return policies that initially brought customers

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<v Speaker 1>to stores soon hit their expiration date on effectiveness, leaving

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<v Speaker 1>management grasping for straws on how to turn the company

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<v Speaker 1>around and learning the hard lesson that more isn't always

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<v Speaker 1>better and all these aren't always goodies. This is I

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<v Speaker 1>can't believe I have to say this, Bed Bath and

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<v Speaker 1>Beyond on Business on the Brink. Hey, everybody, after that

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<v Speaker 1>alliterative opening, I am Jonathan Strickland and I'm Aero Caston,

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<v Speaker 1>and you did a really good job on at one take. Yeah, yeah,

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<v Speaker 1>that's I mean, you know, rubber baby, buggy bumpers. What

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<v Speaker 1>can I say? So this was a suggestion from somebody

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<v Speaker 1>whose name I think I recognize, well, i'd hope so,

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<v Speaker 1>because you know them, it's my mom. Hi mom, don

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<v Speaker 1>your mom suggested this. My mom suggested that she listens

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<v Speaker 1>to the show every week. So thanks mom, Thanks thanks

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<v Speaker 1>Ariel's Mom. Yeah. So we're going to cover Bed Bath

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<v Speaker 1>and Beyond, a company that has a similar sort of

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<v Speaker 1>history as some other big box retail companies have had,

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<v Speaker 1>but there's some particulars in this one. They get awfully juicy. Also, Um,

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<v Speaker 1>one of the things I think we need to start

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<v Speaker 1>off with is the first note you have here. It's

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<v Speaker 1>about the founders, the two founders being at Warren Eisenberg

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<v Speaker 1>and Leonard Feinstein, who founded the company in nineteen seventy one.

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<v Speaker 1>Before we go anywhere in this episode, I just want

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<v Speaker 1>to point out it pays to be the kid of

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<v Speaker 1>the two founders of Bed Bath and Beyond for reasons

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<v Speaker 1>we will get into this episode. Yes, Um, you know,

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<v Speaker 1>like it pays to be the kid of someone who

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<v Speaker 1>listens to your podcast because they give you good suggestions. Anyhow,

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<v Speaker 1>not quite the same. Uh So. Yes, Warren and Leonard

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<v Speaker 1>founded the first bed Bath and Beyond in ninete in Springfield,

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<v Speaker 1>New Jersey, and at the time it was just bed

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<v Speaker 1>and Bath. Yeah, there's there's no beyond yet. No. No,

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<v Speaker 1>they were not like Buzz Lightyear say. It was only

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<v Speaker 1>when they when they hired a young promising Buzz Lightyear

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<v Speaker 1>to join the company that they got. No, they literally

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<v Speaker 1>were selling bed and bath items, so there was no

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<v Speaker 1>call for a Beyond yet. So then in nineteen seventy seven,

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<v Speaker 1>they you know, so they've been operating this for a

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<v Speaker 1>few years now, they bring in a guy called Arthur

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<v Speaker 1>Stark to head the company as president. Right to act

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<v Speaker 1>as president for the company, they the founders would essentially

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<v Speaker 1>stay on as members of the board of directors for

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<v Speaker 1>almost the entire history of Bed Bath and Beyond. Yeah,

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<v Speaker 1>and we see this oftentimes someone will start a company

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<v Speaker 1>and they'll run it by themselves for a little bit

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<v Speaker 1>until they go, well, I really need a professional in

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<v Speaker 1>right this this concern has grown to the point where

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<v Speaker 1>it is beyond my expertise to manage it. And so

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<v Speaker 1>you bring in somebody else to come in and run

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<v Speaker 1>the show while you still oversee the general direction of

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<v Speaker 1>the company. Yeah, so things were going really well. Like

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<v Speaker 1>they continued to grow as a company over the seventies

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<v Speaker 1>and into the eighties, right, Yeah. By five, they expanded

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<v Speaker 1>to seventeen locations and they opened their first superstore, and

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<v Speaker 1>that's that's when they changed their name to Bed Bath

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<v Speaker 1>and Beyond. Because they started selling the Beyond. Yeah, the

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<v Speaker 1>stuff that was not easily fitting wouldn't easily fit into

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<v Speaker 1>the better bath. I mean so at the time, primarily

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<v Speaker 1>kitchen stuff. Yeah, and you know they'd go into deck

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<v Speaker 1>or in other things. Uh, but that that took some

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<v Speaker 1>finag links. So, and this is right around the time

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<v Speaker 1>where superstores were really starting to take off as a

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<v Speaker 1>concept in the mid eighties, like they had come out

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<v Speaker 1>originally in the seventies, but this is when you started

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<v Speaker 1>seeing other types of stores kind of following in those footsteps,

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<v Speaker 1>and uh, and this is one of them. So by

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<v Speaker 1>one they had they were doing around a hundred thirty

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<v Speaker 1>four million dollars in revenue and sales. Uh. And then

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<v Speaker 1>the following year they became a publicly traded company and

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<v Speaker 1>they were trading stock on the NASDACS. Yes, we're going

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<v Speaker 1>through it quickly because for a while, uh, that bath

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<v Speaker 1>thing beyond just did really well. They were making one

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<v Speaker 1>point nine billion dollars a year, a significant jump in

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<v Speaker 1>just a few years. So yeah, they they were doing

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<v Speaker 1>this largely by growing rapidly, opening up new stores. They

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<v Speaker 1>were being very uh aggressive in expansion at that point.

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<v Speaker 1>And this is we haven't even really opened up that

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<v Speaker 1>can yet because we're really they really got crazy in

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<v Speaker 1>the following decade. Yes, by the end of two thousand one,

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<v Speaker 1>they had almost four hundred store locations and hopes to

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<v Speaker 1>grow to up to eight hundred. Wow. Yeah, So here's

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<v Speaker 1>the thing, growing like that, having that sort of aggressive

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<v Speaker 1>growth strategy, opening up new stores, like actually scouting out

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<v Speaker 1>locations and either building a structure or taking over a

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<v Speaker 1>vacant structure. That takes a lot of effort. There is

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<v Speaker 1>another way to grow your business quickly beyond building it yourself,

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<v Speaker 1>and that is buy it, yes, acquiring other stores and companies,

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<v Speaker 1>And that's what bed Bath and Beyond did. So they

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<v Speaker 1>did a bunch of research. From what I read, they

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<v Speaker 1>actually were very careful in their first acquisition. They wanted

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<v Speaker 1>to buy something that could fit in well with their

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<v Speaker 1>current brand, wasn't going to be a direct competitor for them,

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<v Speaker 1>and had good operating margins in long term growth. Right,

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<v Speaker 1>So I didn't want to go out and buy a

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<v Speaker 1>company that was just going to cut into their own sales.

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<v Speaker 1>You didn't want to have, you know, two stores in

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<v Speaker 1>the same shopping center, for example, that are competing for

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<v Speaker 1>the exact same customers. You're not doubling your sales that way,

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<v Speaker 1>You're just dividing where your customers are going. So this

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<v Speaker 1>was a very smart move on their part. It was.

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<v Speaker 1>And in two thousand two they made the first acquisition.

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<v Speaker 1>It was Harmon's Stores. And when I was trying to

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<v Speaker 1>figure out who Harmon was, there is a grocery line

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<v Speaker 1>in Utah that is also named Harman's Stores. Turns out

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<v Speaker 1>that's not the right the right one, right, No, No, Harmon.

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<v Speaker 1>The Harmon they bought was a health and beauty retailer

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<v Speaker 1>in New Jersey, where they also were. Yeah, and since

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<v Speaker 1>we're down here in Atlanta, Georgia, often these regional chains

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<v Speaker 1>or regional stores are ones that we may not have

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<v Speaker 1>ever encountered. Yeah. So, so we don't know how much

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<v Speaker 1>they bought Harmon four, but we do know it was

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<v Speaker 1>a cash acquisition. Bed Beth and Beyond has been fairly

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<v Speaker 1>private about a lot of their financials, so as much

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<v Speaker 1>as they can be so pretty opaque. Yes, yes, um,

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<v Speaker 1>but Harmon's at the time was operating seven stores in

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<v Speaker 1>three different states, and they had this was the big

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<v Speaker 1>thing for Bed Bath and Beyond. They had their own

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<v Speaker 1>HB a line Harmon Face Values, and that meant that

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<v Speaker 1>bed Bath and Beyond could take this this private brand

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<v Speaker 1>and move it into their store because they didn't have

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<v Speaker 1>HB A but HbA fits right in when with Bath.

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<v Speaker 1>So this way they could actually carry a brand that

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<v Speaker 1>no other store in their space could carry apart from Harmon's,

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<v Speaker 1>apart from Harmon's which they owned hotly as a subsidiary.

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<v Speaker 1>So well, and then they that went so well that

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<v Speaker 1>first acquisition that they said, well, shoot, we're professionals at this,

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<v Speaker 1>let's really open up them purse strings and start buying stuff. Yeah,

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<v Speaker 1>but the next thing they bought. It took me a

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<v Speaker 1>while to figure out why. Because the next thing they

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<v Speaker 1>bought was the Cris Smiths Tree Shops in two thousand

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<v Speaker 1>three for two hundred million dollars, which added another twenty

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<v Speaker 1>three subsidiary stores in five states to retinue. Now here's

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<v Speaker 1>the weird thing is that Christmas Tree Shops is a

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<v Speaker 1>sporting goods store. I'm lying, you are lying. I didn't

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<v Speaker 1>I didn't look. I assume they sell Christmas trees and

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<v Speaker 1>and like Christmas decor and things like that, ornaments and

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<v Speaker 1>things like that, which if you go into a Bed

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<v Speaker 1>Bath and Beyond now, because we all know that they

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<v Speaker 1>are not absolutely Toys r US right now, well kind

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<v Speaker 1>of like Toys r US was a year ago as

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<v Speaker 1>of the recording of this episode. By the time this

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<v Speaker 1>episode comes out, we don't know. Yeah. Yeah, you know

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<v Speaker 1>they do put Christmas ornaments in Christmas decor and their

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<v Speaker 1>stores as it's seasonally appropriate to do so. Yes, which

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<v Speaker 1>means that since we're recording this at the beginning of September,

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<v Speaker 1>probably tomorrow, the start putting them out. Yes. So by

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<v Speaker 1>two thousand four, Bed, Bath and Beyond had sales of

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<v Speaker 1>five point one billion with a B dollars. So I

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<v Speaker 1>guess it's time to make more acquisitions. Yeah. Now, this

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<v Speaker 1>next acquisition is one where I object strenuously to the

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<v Speaker 1>name of the company, which is Bye Bye Baby, Buy

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<v Speaker 1>Buy Baby, So I guess you buy babies there. That

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<v Speaker 1>to me is incredibly problematic. No, you don't buy babies,

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<v Speaker 1>you buy buy things for babies. It was a competitor

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<v Speaker 1>to Babies r US. Yeah, and they bought it for

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<v Speaker 1>sixty seven million dollars. Uh. And also part of that

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<v Speaker 1>was to pay off some of Bye Bye Baby's debt,

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<v Speaker 1>which was like almost twenty million at that point, Yes,

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<v Speaker 1>Bye Bye Baby only had eight stores in four states,

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<v Speaker 1>and the CEO of bed Bath and Beyond at the

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<v Speaker 1>time Stephen Tamaris, who had been with bed Bath and

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<v Speaker 1>Beyond ninety two. He became CEO in ninety seven and

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<v Speaker 1>then CEO in two thousand three. He called the acquisition

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<v Speaker 1>an excellent strategic fit, with the idea that a lot

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<v Speaker 1>of their customers are either perspective or current parents. But

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<v Speaker 1>here's the thing, Okay, here's where I was saying, it

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<v Speaker 1>pays to be the kid of one of the founders

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<v Speaker 1>of bed Bath and Beyond. Yes, because the person who

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<v Speaker 1>owned Bye Bye Baby was the son of Leonard Feinstein,

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<v Speaker 1>one of the founders, And so there were a lot

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<v Speaker 1>of people who said this acquisition wasn't so much a

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<v Speaker 1>strategic acquisition as it was an effort to bail out

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<v Speaker 1>the son of a founder of bed Bath and Beyond.

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<v Speaker 1>Because again, if you remember, we mentioned that part of

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<v Speaker 1>that acquisition involved paying off nearly twenty million dollars in death. Yeah. Yeah, Now,

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<v Speaker 1>two thousand seven also saw international expansion, so I mean,

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<v Speaker 1>it's still good things even with this alleged buyout. They

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<v Speaker 1>alleged bailout because it was indefinite buyout. You're right, Jonathan,

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<v Speaker 1>you're very smart. Now shut up. No, please don't please,

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<v Speaker 1>don't shut up. I don't want to do this alone. Uh.

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<v Speaker 1>So they opened their first are in Canada, and the

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<v Speaker 1>next year they expanded into Mexico City through a partnership

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<v Speaker 1>with Home and More. Uh and Home and Moore would

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<v Speaker 1>eventually change a name to that Bath and Beyond. Yes,

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<v Speaker 1>so now they are occupying all of North America. And

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<v Speaker 1>in two thousand and eight, it was great news for

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<v Speaker 1>bed Bath and Beyond, but bad news for somebody else.

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<v Speaker 1>The the business lenens in things, which you could view

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<v Speaker 1>as the lex luthor to bed Bath and Beyond Superman.

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<v Speaker 1>I mean, they definitely had a real close shave in

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<v Speaker 1>two thousands. So they didn't just have a close shave,

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<v Speaker 1>they actually closed up shop. The company went totally bankrupt.

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<v Speaker 1>They liquidated their assets. They sold off all their brick

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<v Speaker 1>and mortar stores. There were five hundred seventy one of

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<v Speaker 1>them at the peak. Yeah. Now, granted they didn't sell

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<v Speaker 1>them all off at once. It was a long, slow,

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<v Speaker 1>painful march towards bankruptcy. And they were really the only

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<v Speaker 1>competitor in the big box retail space for this type

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<v Speaker 1>of stuff that bed Bath and Beyond was doing. And

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<v Speaker 1>there were other companies that were selling stuff that bed

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<v Speaker 1>Bath and Beyond also sold, but Lens and Things was

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<v Speaker 1>the only one really dedicated to the exact same space,

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<v Speaker 1>and now they were gone. So now bed Bath and

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<v Speaker 1>Beyond was operating without a real competitor in that space. Uh.

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<v Speaker 1>Lenons and Things, by the way, would re emerge in

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<v Speaker 1>two thousand nine as a web based retailer, but would

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<v Speaker 1>ultimately shut down for good Z's in two thousand eighteen.

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<v Speaker 1>So maybe at some point we'll do another story, or

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<v Speaker 1>maybe we'll just say, hey, do you remember that episode

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<v Speaker 1>of bead Math and Beyond? Just do a fine copy

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<v Speaker 1>of replace with things, which is not really the case.

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<v Speaker 1>Very different stores now, and I mean bad Beth and

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<v Speaker 1>Beyond would soon get a bunch of competitors, but we

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<v Speaker 1>aren't there yet. By two thousand and eleven, they're making

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<v Speaker 1>nine point five billion dollars so much money. Yes, And

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<v Speaker 1>by two thousand twelve they made two more acquisitions. Okay,

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<v Speaker 1>and uh what were those? Well? The first was cost

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<v Speaker 1>Plus Incorporated or cost Plus World Market, which I love

0:12:55.960 --> 0:13:00.439
<v Speaker 1>for four you love it for four dollars? I love it.

0:13:00.760 --> 0:13:03.520
<v Speaker 1>They bought it for four dollars, But if I had

0:13:03.559 --> 0:13:07.880
<v Speaker 1>four hundred million dollars, I might just be like, okay,

0:13:08.240 --> 0:13:11.360
<v Speaker 1>this one cost plus, give me all your stuff, fair enough, okay.

0:13:11.800 --> 0:13:14.319
<v Speaker 1>And then after that they bought Linen Holdings ll C

0:13:14.559 --> 0:13:17.360
<v Speaker 1>for a hundred five million, right yes, And Linen Holdings

0:13:17.480 --> 0:13:22.360
<v Speaker 1>did more industrial distribution, so bed bath and tableware and

0:13:22.480 --> 0:13:26.840
<v Speaker 1>linens and textiles to things like cruise lines, food service hotels. Yeah,

0:13:27.280 --> 0:13:29.959
<v Speaker 1>like all the hospitality industry and that kind of stuff

0:13:30.000 --> 0:13:33.920
<v Speaker 1>as well. Got you. So we are now at a

0:13:34.000 --> 0:13:36.679
<v Speaker 1>point where we're kind of at the peak of bed

0:13:36.760 --> 0:13:39.559
<v Speaker 1>Bath and Beyond in two thousand eleven, which was not

0:13:39.920 --> 0:13:43.599
<v Speaker 1>that long ago, really wasn't. And yet we're about to

0:13:43.920 --> 0:13:47.760
<v Speaker 1>enter into an era where things would go radically in

0:13:47.840 --> 0:13:51.160
<v Speaker 1>a different direction. But before we get there, I think

0:13:51.200 --> 0:13:58.240
<v Speaker 1>we need to take a quick break, all right. So

0:13:58.400 --> 0:14:00.720
<v Speaker 1>we're back, and we're back with bed Bath and Beyond,

0:14:00.920 --> 0:14:03.719
<v Speaker 1>and now we're up to two thousand thirteen. We were

0:14:03.800 --> 0:14:07.240
<v Speaker 1>still jumping forward a bit and things were still going

0:14:07.559 --> 0:14:11.880
<v Speaker 1>like gang busters. They had five subsidiaries at that point.

0:14:12.640 --> 0:14:16.400
<v Speaker 1>And they even though they had five subsidiaries, bed Beth

0:14:16.480 --> 0:14:19.000
<v Speaker 1>and Beyond like the core business still accounted for the

0:14:19.080 --> 0:14:22.480
<v Speaker 1>majority of their revenue. Yeah, over their stores where Bed

0:14:22.520 --> 0:14:26.320
<v Speaker 1>Bath and Beyond stores because these other acquisitions were small

0:14:26.440 --> 0:14:28.960
<v Speaker 1>when they got them, and more regional, yeah, like the

0:14:29.280 --> 0:14:31.560
<v Speaker 1>like the New Jersey's chains and stuff like that, so

0:14:31.680 --> 0:14:33.680
<v Speaker 1>they grew them, but they also used them to grow

0:14:34.320 --> 0:14:37.560
<v Speaker 1>their business and expand their offerings. This is also when

0:14:37.640 --> 0:14:41.800
<v Speaker 1>we started seeing I mean, obviously the companies were about

0:14:41.840 --> 0:14:43.240
<v Speaker 1>to mention have been around for a while, but we

0:14:43.320 --> 0:14:48.800
<v Speaker 1>started seeing companies like Target and Walmart and Amazon compete

0:14:48.880 --> 0:14:53.000
<v Speaker 1>more fiercely in the same space as Bed Bath and Beyond. Yeah. Yeah.

0:14:53.520 --> 0:14:55.520
<v Speaker 1>But despite that, in two thousand and thirteen, they were

0:14:55.600 --> 0:14:59.080
<v Speaker 1>up to eleven point five billion dollars in sales, and

0:14:59.240 --> 0:15:02.240
<v Speaker 1>it looked like they might actually be able to take

0:15:02.240 --> 0:15:04.760
<v Speaker 1>a stand against all of these extra big box stores,

0:15:04.760 --> 0:15:07.120
<v Speaker 1>which is what I'm going to call them, yeah, some

0:15:07.320 --> 0:15:11.040
<v Speaker 1>of them being online big box stores. Yeah. Amazon. And

0:15:11.200 --> 0:15:13.440
<v Speaker 1>part of it was attributed to the fact that the

0:15:13.480 --> 0:15:16.280
<v Speaker 1>company was very fiscally conservative up to this point other

0:15:16.360 --> 0:15:22.920
<v Speaker 1>than buying the the subsidiaries, so they had very little debt.

0:15:23.080 --> 0:15:26.640
<v Speaker 1>And even when they were acquiring these other companies, they

0:15:26.720 --> 0:15:28.240
<v Speaker 1>did it at a time where they said that it

0:15:28.400 --> 0:15:30.880
<v Speaker 1>wasn't going to affect their bottom line for that year.

0:15:31.160 --> 0:15:33.120
<v Speaker 1>Whether or not that's actually the case, we don't know,

0:15:33.240 --> 0:15:35.680
<v Speaker 1>because they don't really break out these other companies and

0:15:35.720 --> 0:15:38.680
<v Speaker 1>their financials. They lump them all together. Oh yeah, that's

0:15:38.720 --> 0:15:41.640
<v Speaker 1>one of the issues that we will revisit as well,

0:15:41.760 --> 0:15:45.840
<v Speaker 1>is that when it came to financial reporting, they weren't

0:15:46.000 --> 0:15:48.880
<v Speaker 1>They wouldn't break this down by here's how much this

0:15:49.040 --> 0:15:52.800
<v Speaker 1>particular subsidiary brought in, here's how much this subsidiary brought in,

0:15:53.080 --> 0:15:55.280
<v Speaker 1>here's how much bed bath and Beyond brought in. They

0:15:55.320 --> 0:15:58.480
<v Speaker 1>would group them all together, and so it made it

0:15:58.680 --> 0:16:01.720
<v Speaker 1>very challenging to understand what parts of the company were

0:16:01.800 --> 0:16:05.440
<v Speaker 1>doing well and which parts might not be doing So. Yeah, Now,

0:16:05.720 --> 0:16:08.760
<v Speaker 1>another part they thought that was leading to their success

0:16:08.920 --> 0:16:11.680
<v Speaker 1>was the longevity of their leadership. You know, the founders

0:16:11.720 --> 0:16:13.640
<v Speaker 1>are still on the board. They had a very long

0:16:13.720 --> 0:16:16.600
<v Speaker 1>standing CEO and a very long standing president and just

0:16:16.960 --> 0:16:19.280
<v Speaker 1>and you know, we've tosked so many times about how

0:16:19.760 --> 0:16:22.920
<v Speaker 1>you would have like a rapid change in executive leadership

0:16:23.400 --> 0:16:26.520
<v Speaker 1>and that could result in doom for the company. So,

0:16:27.560 --> 0:16:31.400
<v Speaker 1>you know, you would think that having the same leaders

0:16:31.440 --> 0:16:34.360
<v Speaker 1>in place for a long time could really help guide

0:16:34.360 --> 0:16:36.280
<v Speaker 1>a company. But here's the here's the thing is that

0:16:36.920 --> 0:16:40.320
<v Speaker 1>sometimes stuff changes and you need to have leadership that

0:16:40.440 --> 0:16:44.200
<v Speaker 1>can adapt to change. And if you're comfortable, you may

0:16:44.240 --> 0:16:46.440
<v Speaker 1>not notice that change. And if you're a company that

0:16:46.560 --> 0:16:49.840
<v Speaker 1>makes acquisitions in order to bail out the children of founders,

0:16:50.480 --> 0:16:56.040
<v Speaker 1>which would happen again, that's that's uh, it can be

0:16:56.080 --> 0:16:58.840
<v Speaker 1>an issue, but we'll we'll, we'll get there. So Ben

0:16:58.880 --> 0:17:02.760
<v Speaker 1>Beth and Bon also has aggressive buyers who who really

0:17:05.119 --> 0:17:07.159
<v Speaker 1>I would say they could squeeze blood from a stone,

0:17:07.240 --> 0:17:11.480
<v Speaker 1>like they're really good on getting distributors to agree to

0:17:11.600 --> 0:17:14.159
<v Speaker 1>really good sales prices and things like that. So so

0:17:14.280 --> 0:17:17.480
<v Speaker 1>they were going out to to the providers of whatever,

0:17:17.600 --> 0:17:21.320
<v Speaker 1>like the companies that are making these products and being

0:17:21.359 --> 0:17:24.080
<v Speaker 1>able to get them at a really good price, and

0:17:24.160 --> 0:17:26.359
<v Speaker 1>then of course mark it up to sail cell to

0:17:26.440 --> 0:17:28.920
<v Speaker 1>the final customer. And they made a lot of demands

0:17:29.000 --> 0:17:33.080
<v Speaker 1>to those manufacturers and distributors. But they those manufacturers and

0:17:33.119 --> 0:17:36.720
<v Speaker 1>distributors also got a lot of of you know, push

0:17:36.800 --> 0:17:39.000
<v Speaker 1>for their products, so it was a given take they

0:17:39.000 --> 0:17:40.600
<v Speaker 1>were willing to meet a lot of those demands. They

0:17:40.640 --> 0:17:44.639
<v Speaker 1>also looked from some reports that I read for instead

0:17:44.640 --> 0:17:48.000
<v Speaker 1>of looking for prime retail space. They looked for affordable

0:17:48.040 --> 0:17:52.480
<v Speaker 1>retail space. Now, whether it was affordable enough or not,

0:17:53.359 --> 0:17:56.080
<v Speaker 1>I don't know, But in other words, they were looking

0:17:56.160 --> 0:17:59.080
<v Speaker 1>for things like they were trying to balance out, Uh,

0:17:59.720 --> 0:18:02.600
<v Speaker 1>does this space makes sense? Like if we paid this

0:18:02.800 --> 0:18:05.359
<v Speaker 1>premium amount for this space, we might be in a

0:18:05.440 --> 0:18:07.680
<v Speaker 1>much more visible spot, but we may not see a

0:18:07.720 --> 0:18:10.920
<v Speaker 1>good return on that investment as opposed to let's go,

0:18:11.320 --> 0:18:14.000
<v Speaker 1>you know, maybe three blocks over to a spot that's

0:18:14.040 --> 0:18:18.360
<v Speaker 1>not considered quite as as valuable, but at the same

0:18:18.480 --> 0:18:22.159
<v Speaker 1>time will make a better return. Yeah, I get it.

0:18:22.280 --> 0:18:25.119
<v Speaker 1>And then, of course there's one other component we have

0:18:25.400 --> 0:18:28.040
<v Speaker 1>to talk about, because anyone who's ever shopped at bed

0:18:28.119 --> 0:18:32.000
<v Speaker 1>Bath and Beyond and put their email registered their email

0:18:32.040 --> 0:18:35.760
<v Speaker 1>with bed Bath and Beyond knows about the coupons. Yes,

0:18:36.160 --> 0:18:39.840
<v Speaker 1>these these coupons got a lot of people into the stores.

0:18:40.240 --> 0:18:44.040
<v Speaker 1>I know, I'm married to one of them. I mean,

0:18:44.359 --> 0:18:46.600
<v Speaker 1>I usually go, oh, bead Bath and Beyond coupon. I'm

0:18:46.600 --> 0:18:48.160
<v Speaker 1>going to go to Bad Bath and Beyond. I'm sure

0:18:48.200 --> 0:18:50.080
<v Speaker 1>there's something I need or want, and then I forget

0:18:50.119 --> 0:18:52.119
<v Speaker 1>the coupon at home, and then I'm not signed up

0:18:52.119 --> 0:18:54.680
<v Speaker 1>for the electronic coupons. Well I am now, but I wasn't,

0:18:54.760 --> 0:18:57.120
<v Speaker 1>so I go in and I wouldn't actually have a coupon. Regardless,

0:18:57.119 --> 0:19:00.000
<v Speaker 1>these coupons would give you like five off your entire order,

0:19:00.960 --> 0:19:03.880
<v Speaker 1>your most expensive item, some really good deals. They were

0:19:04.119 --> 0:19:08.280
<v Speaker 1>very lenient with the expiration dates yes, extremely sick yes,

0:19:08.480 --> 0:19:11.080
<v Speaker 1>and also very lenient with a return policy. You could

0:19:11.080 --> 0:19:14.680
<v Speaker 1>return an item to anywhere used or new, um, well,

0:19:14.800 --> 0:19:17.000
<v Speaker 1>any bed, Beth and beyond. Like you couldn't return to

0:19:17.119 --> 0:19:20.120
<v Speaker 1>Target exactly. You walk into a game stop and say,

0:19:20.720 --> 0:19:23.119
<v Speaker 1>I want I want some money back for this toilet

0:19:23.160 --> 0:19:25.760
<v Speaker 1>brush I bought. Yeah, And they thought that they had

0:19:26.040 --> 0:19:28.520
<v Speaker 1>this coupon plan figured out. Well, they were going to

0:19:29.119 --> 0:19:31.600
<v Speaker 1>factor the discounts into their pricing, so they could do

0:19:31.720 --> 0:19:33.880
<v Speaker 1>pricing that was a little bit higher because people would

0:19:33.880 --> 0:19:36.240
<v Speaker 1>be using the coupon to bring it back down yeah

0:19:36.440 --> 0:19:39.119
<v Speaker 1>yeah um. And then they would also weigh that with

0:19:39.280 --> 0:19:40.680
<v Speaker 1>the amount of people that they thought were going to

0:19:40.720 --> 0:19:42.480
<v Speaker 1>pay full price for items, like me, when I'd go

0:19:42.560 --> 0:19:44.680
<v Speaker 1>in because I forgot my coupon, but I still wanted

0:19:45.800 --> 0:19:48.960
<v Speaker 1>the mega coupon ers who have that stack ready to

0:19:49.000 --> 0:19:52.119
<v Speaker 1>get at any moment, because they would also stack coupons

0:19:52.320 --> 0:19:55.400
<v Speaker 1>for a while. Yeah. Yeah, if you ever saw any

0:19:55.440 --> 0:19:58.280
<v Speaker 1>of those shows about like the crazy coupon ing type

0:19:58.359 --> 0:20:00.359
<v Speaker 1>stuff like this is one of the company nis that

0:20:00.560 --> 0:20:04.560
<v Speaker 1>was a frequent like it would frequently pop up on

0:20:04.640 --> 0:20:07.000
<v Speaker 1>that sort of thing. Yes, Um, but I think I

0:20:07.080 --> 0:20:10.560
<v Speaker 1>think we've talked too much about coupons, so we'll move on.

0:20:11.240 --> 0:20:17.840
<v Speaker 1>So we get over to this this part where Bed

0:20:17.880 --> 0:20:20.040
<v Speaker 1>Bath and Beyond has been doing really well, and they've been,

0:20:20.400 --> 0:20:23.919
<v Speaker 1>you know, trying to attribute that success to several different things.

0:20:24.000 --> 0:20:26.800
<v Speaker 1>But we're now getting to the point where where we're

0:20:26.800 --> 0:20:29.159
<v Speaker 1>about to have the tilt right. Yes. Yeah, So in

0:20:29.200 --> 0:20:31.960
<v Speaker 1>two thousand fifteen, they planned to open thirty more stores

0:20:32.000 --> 0:20:34.159
<v Speaker 1>across all their properties, so not just bed Bath and

0:20:34.200 --> 0:20:37.840
<v Speaker 1>Beyond stores. Um, and they made a bunch more acquisitions.

0:20:37.960 --> 0:20:40.520
<v Speaker 1>So they bought of a kind in two thousand and fifteen,

0:20:41.200 --> 0:20:44.560
<v Speaker 1>one kings Lane and personalization Mall in two thousand sixteen.

0:20:44.880 --> 0:20:47.480
<v Speaker 1>One kings Lane. That's the one that's in Kingsman right that.

0:20:49.200 --> 0:20:53.920
<v Speaker 1>You know, I can't disprove it because I don't know

0:20:54.000 --> 0:20:59.320
<v Speaker 1>what one kings Lane self. Call me out, John. I'll

0:20:59.320 --> 0:21:01.920
<v Speaker 1>like to think of that as the store where all

0:21:02.040 --> 0:21:04.720
<v Speaker 1>the Kingsman stuff takes place. I know it's not, but

0:21:05.119 --> 0:21:07.960
<v Speaker 1>just anyway and personalization all was like this little niche

0:21:08.000 --> 0:21:11.000
<v Speaker 1>online things. They're like, Okay, we're gonna we're gonna, yeah,

0:21:11.000 --> 0:21:13.719
<v Speaker 1>we're gonna dip our toe in the online yeah. Um.

0:21:13.800 --> 0:21:16.280
<v Speaker 1>And then they bought cheft Central and the Chorus in

0:21:16.320 --> 0:21:20.320
<v Speaker 1>two thousands seventeen, and a lot of these were nitche

0:21:20.359 --> 0:21:23.840
<v Speaker 1>acquisitions and or helping them get in the online market

0:21:23.880 --> 0:21:26.399
<v Speaker 1>because they had a website. But it you know, even recently,

0:21:26.480 --> 0:21:31.200
<v Speaker 1>it's not super current. Yeah it was. It definitely wasn't

0:21:31.200 --> 0:21:34.240
<v Speaker 1>following the best practices that you would see another online retailers.

0:21:34.640 --> 0:21:38.400
<v Speaker 1>And one of those companies that you just listed, aerial Um,

0:21:39.400 --> 0:21:42.920
<v Speaker 1>I don't think was like a strategic acquisition, wasn't. No,

0:21:43.400 --> 0:21:50.840
<v Speaker 1>it was another quote unquote bailout. Yes, yeah, Warren Eisenberg

0:21:50.960 --> 0:21:54.600
<v Speaker 1>this time. So Feinstein had already had his turn at

0:21:54.640 --> 0:21:58.800
<v Speaker 1>bailing out a kid with the acquisition that we had

0:21:58.840 --> 0:22:02.879
<v Speaker 1>mentioned previously, and chef Central was another one. Now this

0:22:03.119 --> 0:22:07.040
<v Speaker 1>the other founder, Warren Eisenberg's kid. And this is where

0:22:07.080 --> 0:22:09.640
<v Speaker 1>I why I said it pays to be the kid

0:22:09.720 --> 0:22:12.000
<v Speaker 1>of those two founders, because if you if you have

0:22:12.160 --> 0:22:16.440
<v Speaker 1>a business concern and things go belly up. You know,

0:22:17.080 --> 0:22:20.280
<v Speaker 1>maybe Daddy'll run around and help help put things right

0:22:20.320 --> 0:22:24.639
<v Speaker 1>again by spending millions of dollars. It most more like

0:22:24.920 --> 0:22:29.280
<v Speaker 1>millions of dollars, but I mean, come on, still, it's

0:22:29.280 --> 0:22:30.760
<v Speaker 1>still a lot. It's more money than I have. But

0:22:31.200 --> 0:22:33.680
<v Speaker 1>if I fall into major debt, I can't expect my

0:22:33.800 --> 0:22:36.760
<v Speaker 1>parents to rush it and then bail me out. I mean,

0:22:36.880 --> 0:22:38.520
<v Speaker 1>my parents love me, but I'm not going to put

0:22:38.560 --> 0:22:42.280
<v Speaker 1>them in that position. Now. The problem is Chef Central

0:22:43.240 --> 0:22:46.520
<v Speaker 1>is that it had a lot of competing items with

0:22:46.600 --> 0:22:48.480
<v Speaker 1>bed Bath and Beyond. Bed Bath and Beyond already had

0:22:48.520 --> 0:22:51.680
<v Speaker 1>a kitchen section. Yeah, it's pretty extensive. So this was

0:22:51.720 --> 0:22:55.560
<v Speaker 1>one of those cases where it wasn't complementing the the

0:22:55.960 --> 0:22:59.360
<v Speaker 1>overall business. It was actually in competition with it, yes,

0:22:59.640 --> 0:23:03.760
<v Speaker 1>and so eventually those would really struggle in clothes um.

0:23:05.400 --> 0:23:07.960
<v Speaker 1>This is also when they're starting to feel the crunch

0:23:08.040 --> 0:23:12.760
<v Speaker 1>of not having a good online presence um mixed with

0:23:13.000 --> 0:23:16.159
<v Speaker 1>this non methodical acquisition game. I wonder if they were

0:23:16.280 --> 0:23:22.320
<v Speaker 1>like starting to anticipate a downturn and right that maybe

0:23:22.400 --> 0:23:25.399
<v Speaker 1>the core the strategies that had led to kind of

0:23:25.480 --> 0:23:28.000
<v Speaker 1>explosive growth are the sort of things that are not

0:23:28.119 --> 0:23:30.800
<v Speaker 1>sustainable in the long run and can ultimately lead to

0:23:31.080 --> 0:23:34.919
<v Speaker 1>becoming bloated and then collapse. Ye put words in your

0:23:34.960 --> 0:23:38.280
<v Speaker 1>mouth or anything. No, that was much more eloquent than Jonathan.

0:23:39.160 --> 0:23:44.040
<v Speaker 1>So they're way behind on companies like Amazon and Wayfare,

0:23:44.119 --> 0:23:47.679
<v Speaker 1>which are frequently mentioned as two of the big competitors

0:23:47.760 --> 0:23:51.680
<v Speaker 1>to Bed Bath and Beyond. Far far behind them, especially

0:23:51.920 --> 0:23:54.080
<v Speaker 1>particularly in the online world. That's really what we're talking

0:23:54.119 --> 0:23:58.760
<v Speaker 1>Although Wayfair is looking to open brick and mortars, so um, yeah.

0:23:58.800 --> 0:24:03.880
<v Speaker 1>They so they started get limiting their coupons because people

0:24:03.880 --> 0:24:06.720
<v Speaker 1>were going nuts. So with the coupon, yes, and they thought, hey,

0:24:06.800 --> 0:24:08.840
<v Speaker 1>that's what we'll save us. Well, we'll cut out all

0:24:08.920 --> 0:24:12.159
<v Speaker 1>that expense. But the problem was they didn't really have

0:24:12.320 --> 0:24:14.840
<v Speaker 1>a good plan to keep bringing people in. Yeah, and

0:24:15.000 --> 0:24:18.600
<v Speaker 1>the coupons were effective in bringing people into the stores.

0:24:19.359 --> 0:24:22.760
<v Speaker 1>So now that incentive was gone, and that was actually

0:24:23.720 --> 0:24:26.680
<v Speaker 1>slowing down the traffic going into the stores. Yes, And

0:24:26.920 --> 0:24:28.840
<v Speaker 1>this is where you can tell they're grasping at straws

0:24:28.920 --> 0:24:30.960
<v Speaker 1>because for me, that Beth and Beyond is a place

0:24:31.000 --> 0:24:32.840
<v Speaker 1>where you go in you might buy a couple of

0:24:32.880 --> 0:24:34.800
<v Speaker 1>big ticket items or put them on a list, but

0:24:34.920 --> 0:24:36.960
<v Speaker 1>then you're going to impulse buy a bunch of little stuff,

0:24:37.560 --> 0:24:39.800
<v Speaker 1>and they started looking at a showroom model for their

0:24:39.840 --> 0:24:41.360
<v Speaker 1>stores where you could go in and look at things,

0:24:41.440 --> 0:24:43.760
<v Speaker 1>but you'd have to go purchase them online. Yeah, so

0:24:43.880 --> 0:24:46.000
<v Speaker 1>that was that's kind of the approach the Best Buy

0:24:46.160 --> 0:24:48.960
<v Speaker 1>did right where you you go and you might check

0:24:49.000 --> 0:24:52.280
<v Speaker 1>out like an audio system in the store, and then

0:24:52.359 --> 0:24:54.080
<v Speaker 1>you go home and you order it online and then

0:24:54.119 --> 0:24:55.639
<v Speaker 1>they come out and they set it up and everything.

0:24:56.040 --> 0:24:59.920
<v Speaker 1>But they don't You don't need that necessarily with a

0:25:00.040 --> 0:25:01.680
<v Speaker 1>lot of these items. Some of them you might like

0:25:01.760 --> 0:25:05.199
<v Speaker 1>if you're actually getting a bed, but yeah, but if

0:25:05.240 --> 0:25:07.720
<v Speaker 1>if you're looking at kitchen utensils, it's going to kill

0:25:08.520 --> 0:25:13.040
<v Speaker 1>the majority of your impulse buys. So online sales continued

0:25:13.080 --> 0:25:17.080
<v Speaker 1>to go well for other companies, and then you started

0:25:17.119 --> 0:25:19.520
<v Speaker 1>to see because the fact that the brick and mortar

0:25:19.600 --> 0:25:22.119
<v Speaker 1>stores weren't getting as much traffic, they weren't getting as

0:25:22.200 --> 0:25:25.080
<v Speaker 1>much attention, Uh, they were starting to fall into disrepair.

0:25:25.560 --> 0:25:28.159
<v Speaker 1>You started to have stores that may not be as

0:25:28.200 --> 0:25:30.719
<v Speaker 1>well organized as they used to be. This is actually

0:25:30.880 --> 0:25:33.639
<v Speaker 1>this really reminds me of Toys r Us because the

0:25:33.760 --> 0:25:36.160
<v Speaker 1>last few times I went into Toys r Us before

0:25:36.320 --> 0:25:39.359
<v Speaker 1>that one started to close everywhere. Uh, it was a

0:25:39.480 --> 0:25:42.280
<v Speaker 1>nightmare walking into those stores. Well, and here's the thing,

0:25:42.440 --> 0:25:45.240
<v Speaker 1>so we all know that when or you should know

0:25:45.280 --> 0:25:47.119
<v Speaker 1>if you've been listening to enough of our episodes. It

0:25:47.280 --> 0:25:50.080
<v Speaker 1>is common that when your company starts to show some weakness,

0:25:50.680 --> 0:25:53.320
<v Speaker 1>you get private equity firms looking to buy it, saying,

0:25:53.520 --> 0:25:56.879
<v Speaker 1>I this is a profitable company, or a formally profitable company,

0:25:56.920 --> 0:25:59.159
<v Speaker 1>and I bet I could turn it right. It's just

0:25:59.359 --> 0:26:03.119
<v Speaker 1>that the problems that lie with this company are mostly

0:26:03.200 --> 0:26:06.200
<v Speaker 1>at the top level, the management level. They've lost their way.

0:26:06.720 --> 0:26:08.960
<v Speaker 1>So if we just put people in there who know

0:26:09.119 --> 0:26:13.440
<v Speaker 1>how to flip things, this could become a money maker again. Yeah.

0:26:13.560 --> 0:26:16.040
<v Speaker 1>And one of those companies was Leonard Green and Partners,

0:26:16.760 --> 0:26:18.920
<v Speaker 1>and they built a stake in the company, but the

0:26:19.040 --> 0:26:21.639
<v Speaker 1>deal never actually went through. And the problem is you

0:26:21.680 --> 0:26:23.760
<v Speaker 1>said that that Beth and Beyond reminded you of Toys

0:26:23.840 --> 0:26:27.240
<v Speaker 1>r US. Well, it started reminding other equity firms of

0:26:27.359 --> 0:26:31.720
<v Speaker 1>Toys r US too, and so everyone started saying, maybe

0:26:31.840 --> 0:26:34.720
<v Speaker 1>we should pour money into this because it may be

0:26:34.960 --> 0:26:39.680
<v Speaker 1>on the fast track to decline. That's so severe that

0:26:39.800 --> 0:26:42.040
<v Speaker 1>we can't turn it around. Yeah, and then if that

0:26:42.200 --> 0:26:43.880
<v Speaker 1>Beth and Beyond said Hey, I want to just sell

0:26:43.920 --> 0:26:49.280
<v Speaker 1>off you know, bye bye bye baby or the chefs. Yeah. Yeah,

0:26:49.920 --> 0:26:53.080
<v Speaker 1>they couldn't do that because they didn't break out the financials.

0:26:53.520 --> 0:26:57.480
<v Speaker 1>They didn't have that transparency to attract buyers for their subsidiaries. Exactly, yes,

0:26:57.640 --> 0:27:00.520
<v Speaker 1>because now they have. Since they were showing it all

0:27:00.560 --> 0:27:04.360
<v Speaker 1>in bulk and not delineating which divisions were doing well,

0:27:05.080 --> 0:27:07.960
<v Speaker 1>then you can't interest people into buying a subsidiary because

0:27:08.000 --> 0:27:11.879
<v Speaker 1>there's no indicators there to say, well, sure, I know

0:27:12.000 --> 0:27:14.040
<v Speaker 1>how well the overall company is doing, but how well

0:27:14.160 --> 0:27:17.880
<v Speaker 1>is that specific part that subsidiary. And this is where

0:27:17.960 --> 0:27:21.200
<v Speaker 1>that decision came back to bite them. Whereas in the

0:27:21.280 --> 0:27:25.159
<v Speaker 1>past they could have hidden weaknesses by covering them with

0:27:25.280 --> 0:27:28.280
<v Speaker 1>the strengths of other part of the company, now ad

0:27:28.320 --> 0:27:30.439
<v Speaker 1>meant that no one had a good handle on how

0:27:30.560 --> 0:27:33.160
<v Speaker 1>any of the parts of bed Beth and beyond we're doing. Yeah,

0:27:33.440 --> 0:27:36.600
<v Speaker 1>and and this is when things get really crazy up

0:27:36.680 --> 0:27:39.240
<v Speaker 1>until present day. But before we get into that, I

0:27:39.320 --> 0:27:40.960
<v Speaker 1>think I need to prepare myself and take a bit

0:27:41.000 --> 0:27:49.760
<v Speaker 1>of a break. All right, So we're coming up on

0:27:50.119 --> 0:27:55.160
<v Speaker 1>the recent past. Now, how I hate to ask this question,

0:27:55.600 --> 0:27:58.919
<v Speaker 1>how's that been going? Uh? Not great? In two thousand eighteen,

0:27:59.280 --> 0:28:01.200
<v Speaker 1>by the end of the fourth quarter, they had closed

0:28:01.200 --> 0:28:04.880
<v Speaker 1>twenty one stores. Yeah, I'm sure they had closed more,

0:28:04.960 --> 0:28:07.760
<v Speaker 1>but in Q four they closed twenty one stores, and

0:28:08.200 --> 0:28:11.520
<v Speaker 1>by two thousand nineteen their profit margin was down to

0:28:11.600 --> 0:28:13.720
<v Speaker 1>less than four percent. It had been up at sixteen

0:28:13.720 --> 0:28:17.120
<v Speaker 1>point five in two thousand eleven, right at their peak. Yeah,

0:28:17.520 --> 0:28:19.720
<v Speaker 1>right around two thousand to two thirteen was kind of

0:28:19.760 --> 0:28:23.080
<v Speaker 1>when they were riding high the highest. So by March

0:28:23.240 --> 0:28:27.080
<v Speaker 1>of twenty nineteen, their stock price had dropped eighty percent

0:28:27.440 --> 0:28:30.640
<v Speaker 1>from the high point, which was from two thousand and fifteen.

0:28:30.720 --> 0:28:35.160
<v Speaker 1>That's when they hit their highest point. So then you've

0:28:35.200 --> 0:28:40.880
<v Speaker 1>got some companies still kind of looking at bed Beth

0:28:40.920 --> 0:28:43.160
<v Speaker 1>and Beyond, but not really ready to pull the cheer

0:28:43.280 --> 0:28:47.320
<v Speaker 1>because like even an activist investor kind of went, I'm

0:28:47.440 --> 0:28:50.920
<v Speaker 1>not going to touch that. Yeah, I'm I'm good, I'm good.

0:28:51.640 --> 0:28:55.280
<v Speaker 1>You go on with yourself. Yeah, but thankfully not thankfully,

0:28:55.480 --> 0:28:59.600
<v Speaker 1>I'm not sure it's really too early to three other

0:28:59.680 --> 0:29:03.720
<v Speaker 1>actor this investors said, well, you're turned down as our game. Yeah,

0:29:03.800 --> 0:29:07.640
<v Speaker 1>So we get three companies swooping in in an effort

0:29:07.680 --> 0:29:11.240
<v Speaker 1>to try and transform Bed Bath and Beyond. Yes, Legion

0:29:11.280 --> 0:29:15.680
<v Speaker 1>partner's Asset Management, mckellum Advisors and and Cora Advisors. Right,

0:29:15.760 --> 0:29:19.800
<v Speaker 1>and so they all think, you know, there's some solutions

0:29:19.880 --> 0:29:21.960
<v Speaker 1>we could make with bed Bath and Beyond and helped

0:29:22.000 --> 0:29:25.800
<v Speaker 1>turn things around, largely by giving some love to their

0:29:25.880 --> 0:29:30.880
<v Speaker 1>online presence, which was still sorely behind other other online

0:29:30.920 --> 0:29:36.480
<v Speaker 1>retailers and um. They also had felt that a lot

0:29:36.800 --> 0:29:40.280
<v Speaker 1>of the the money that bed Bath and Beyond had

0:29:40.320 --> 0:29:44.320
<v Speaker 1>either generated and revenue or received in financing had not

0:29:44.520 --> 0:29:49.920
<v Speaker 1>been properly reinvested in the actual stores themselves. Yeah. Some

0:29:50.120 --> 0:29:52.120
<v Speaker 1>reports say they thought that all the money was being

0:29:52.200 --> 0:29:56.800
<v Speaker 1>reinvested into the long term management. Yeah. One of the

0:29:56.880 --> 0:29:59.960
<v Speaker 1>things we haven't really touched on, but it is definitely

0:30:00.040 --> 0:30:04.719
<v Speaker 1>a factor is that the executives, the executive level uh

0:30:05.440 --> 0:30:10.920
<v Speaker 1>officers of bed Bath and Beyond were handsomely compensated. Yeah. Yeah,

0:30:11.480 --> 0:30:15.240
<v Speaker 1>So these investors, the consortium of hedge funds, leverage their

0:30:15.320 --> 0:30:17.960
<v Speaker 1>collective five percent stake to take control of bed Bath

0:30:18.040 --> 0:30:20.800
<v Speaker 1>and Beyond and affect the change that they saw was

0:30:20.880 --> 0:30:23.840
<v Speaker 1>needed or they thought was needed. Yeah, and specifically that

0:30:23.960 --> 0:30:27.480
<v Speaker 1>meant shaking up management, right, and bed Bath and Beyond

0:30:27.680 --> 0:30:30.560
<v Speaker 1>was not happy with this. Yeah. It turns out like,

0:30:30.880 --> 0:30:34.320
<v Speaker 1>when you've got a company that's still under at least

0:30:34.360 --> 0:30:37.440
<v Speaker 1>the partial control of the founders, there is bound to

0:30:37.480 --> 0:30:40.360
<v Speaker 1>be resistance when there when you know a group that

0:30:40.440 --> 0:30:42.920
<v Speaker 1>has a minority steak, I mean that five is not

0:30:43.240 --> 0:30:46.880
<v Speaker 1>controlling interests, but it's enough to start pushing for change.

0:30:47.360 --> 0:30:51.040
<v Speaker 1>When when you see that happen, that resistance pops up

0:30:51.080 --> 0:30:54.640
<v Speaker 1>pretty darn quick, especially when that trio makes a bunch

0:30:54.680 --> 0:30:58.600
<v Speaker 1>of demands. Yeah, which is to replace bed Bath and

0:30:58.640 --> 0:31:03.600
<v Speaker 1>Beyond's entire board big as potentially Stephen Tomorrow's the CEO,

0:31:04.800 --> 0:31:06.840
<v Speaker 1>and then sell off some of their underperforming brands and

0:31:07.280 --> 0:31:10.320
<v Speaker 1>non core assets and develop a more comprehensive private label.

0:31:10.320 --> 0:31:12.160
<v Speaker 1>I'm sure the private label thing was actually not what

0:31:12.320 --> 0:31:15.640
<v Speaker 1>Up said that. No, I think it's more about firing

0:31:15.760 --> 0:31:19.440
<v Speaker 1>everybody who's in charge. Yeah. They thought that these these

0:31:19.440 --> 0:31:21.880
<v Speaker 1>investors thought that be Beth and Beyond still had really

0:31:21.920 --> 0:31:24.680
<v Speaker 1>good value, They had a good balance sheet still despite

0:31:25.400 --> 0:31:28.720
<v Speaker 1>the decline um, and that management was what was keeping

0:31:28.760 --> 0:31:31.960
<v Speaker 1>it from growth. And they thought that they could deliver

0:31:32.360 --> 0:31:36.360
<v Speaker 1>five dollars per share and annual earnings over the period

0:31:36.400 --> 0:31:39.680
<v Speaker 1>of the next few years with their changes. And I

0:31:39.720 --> 0:31:42.040
<v Speaker 1>guess other people did too, because when they announced that

0:31:42.160 --> 0:31:44.320
<v Speaker 1>they wanted to shake up the board in the management

0:31:44.440 --> 0:31:48.640
<v Speaker 1>stocks and bid Bath and Beyond. H don't get too

0:31:48.680 --> 0:31:52.160
<v Speaker 1>comfortable with that, because the stock for bed Bath and

0:31:52.240 --> 0:31:55.800
<v Speaker 1>Beyond would get inflated and deflate over and over again

0:31:56.040 --> 0:31:58.440
<v Speaker 1>as there were various discussions about what to actually do

0:31:58.560 --> 0:32:01.120
<v Speaker 1>with the company. They even had a list of sixteen

0:32:01.160 --> 0:32:04.320
<v Speaker 1>nominees that they wanted considered to take over as the

0:32:04.360 --> 0:32:08.360
<v Speaker 1>new board of directors. So then what happens next? Areal

0:32:08.760 --> 0:32:14.240
<v Speaker 1>well that beth Beyond had their fourth quarter call and

0:32:14.320 --> 0:32:16.720
<v Speaker 1>they kind of pushed back in ways that insinuated they

0:32:16.760 --> 0:32:19.719
<v Speaker 1>didn't intend to meet the investors demands and that they

0:32:19.760 --> 0:32:22.920
<v Speaker 1>were already making changes that were underway that we're going

0:32:23.040 --> 0:32:26.440
<v Speaker 1>to improve the company, so things like personalized data driven

0:32:26.560 --> 0:32:30.400
<v Speaker 1>marketing and improving merchandise in the structure within their buying groups,

0:32:30.920 --> 0:32:34.280
<v Speaker 1>and starting various test initiatives like new layouts at Generation

0:32:34.400 --> 0:32:38.520
<v Speaker 1>Lab stores, which they had been already toying with, so

0:32:38.600 --> 0:32:41.200
<v Speaker 1>that was already in effect and those stores were getting

0:32:41.240 --> 0:32:44.680
<v Speaker 1>more profits. So so they were like saying, forget your

0:32:45.320 --> 0:32:49.360
<v Speaker 1>your activist investors, I'm going to make my own restructuring plans. Yeah, yeah,

0:32:49.360 --> 0:32:52.320
<v Speaker 1>we're gonna look at our free shipping requirements and update

0:32:52.440 --> 0:32:55.000
<v Speaker 1>that and things like that. And they had said that

0:32:55.320 --> 0:32:58.600
<v Speaker 1>with these changes that they were already implementing, their turnaround

0:32:58.600 --> 0:33:02.240
<v Speaker 1>should be done by anyone. So they were also creating

0:33:02.280 --> 0:33:06.880
<v Speaker 1>a fairly aggressive plan to get back to to a

0:33:07.000 --> 0:33:12.560
<v Speaker 1>stable position. But then we get to and this is

0:33:12.640 --> 0:33:14.640
<v Speaker 1>all the way up to present day as we record

0:33:14.720 --> 0:33:17.800
<v Speaker 1>this episode. We're recording, by the way, in early September nineteen,

0:33:18.360 --> 0:33:23.640
<v Speaker 1>so by the middle of the spring. Uh, then we

0:33:23.720 --> 0:33:26.080
<v Speaker 1>get a new change in in the story, right, because

0:33:26.120 --> 0:33:29.480
<v Speaker 1>the Founders that the board of directors essentially in the CEO,

0:33:29.560 --> 0:33:31.560
<v Speaker 1>are else saying, hey, no, we have our own plan.

0:33:31.800 --> 0:33:34.880
<v Speaker 1>There is no need for this. You investors don't have

0:33:35.000 --> 0:33:39.320
<v Speaker 1>to push for this. And then in mid spring of

0:33:39.360 --> 0:33:43.880
<v Speaker 1>twenty nineteen, the founders announced they're going to retire from

0:33:43.920 --> 0:33:48.840
<v Speaker 1>the board and that they would allow five new independent

0:33:48.920 --> 0:33:52.200
<v Speaker 1>directors to join the board in May. Yes, but then

0:33:52.320 --> 0:33:55.520
<v Speaker 1>the fourth quarter reports came out from the previous year,

0:33:55.720 --> 0:34:00.960
<v Speaker 1>and uh, stocks they weren't good, and docks dropped lower

0:34:01.080 --> 0:34:03.560
<v Speaker 1>than when the board shake Shacob was announced. So people

0:34:03.600 --> 0:34:07.920
<v Speaker 1>are starting to get hesitant about these changes, and so

0:34:08.160 --> 0:34:09.799
<v Speaker 1>the trio said, yeah, we definitely need to get rid

0:34:09.800 --> 0:34:13.960
<v Speaker 1>of Tameris Um who had been CEO since two thousand three. Yeah,

0:34:14.080 --> 0:34:16.840
<v Speaker 1>and then they also planned to close forty under performing

0:34:16.880 --> 0:34:20.600
<v Speaker 1>stores and revamp and declutter the stores, which by this

0:34:20.719 --> 0:34:24.520
<v Speaker 1>time needed to happen. So then now that they have

0:34:24.960 --> 0:34:27.880
<v Speaker 1>the new independent board members, they have enough support on

0:34:27.960 --> 0:34:30.919
<v Speaker 1>the board to put pressure on to Maris to lead

0:34:31.000 --> 0:34:34.759
<v Speaker 1>to him actually stepping down. So you could say he

0:34:34.920 --> 0:34:38.400
<v Speaker 1>retired or he resigned, or you could say that he

0:34:38.600 --> 0:34:41.120
<v Speaker 1>was fired. It's one of those things where the pressure

0:34:41.239 --> 0:34:42.719
<v Speaker 1>was clear that he was no longer going to be

0:34:42.760 --> 0:34:46.640
<v Speaker 1>able to stay in there. He was strongly encouraged, which

0:34:46.719 --> 0:34:50.440
<v Speaker 1>is essentially firing. We all know what it really means.

0:34:51.320 --> 0:34:54.640
<v Speaker 1>So then we get to June of two thousand nineteen,

0:34:54.840 --> 0:34:59.480
<v Speaker 1>and that's when the company says, okay, investors, will do

0:34:59.560 --> 0:35:01.480
<v Speaker 1>what you want on us to do. Yep. They finished

0:35:01.560 --> 0:35:04.840
<v Speaker 1>changing over management and started looking at selling some of

0:35:05.040 --> 0:35:08.799
<v Speaker 1>the subsidiaries like Bye Bye Baby and the Christmas Tree

0:35:08.840 --> 0:35:13.000
<v Speaker 1>shops and cost Plus. But if they sell Christmas Tree shops,

0:35:13.000 --> 0:35:14.719
<v Speaker 1>where am I going to buy all my sporting gear?

0:35:17.320 --> 0:35:19.600
<v Speaker 1>So yeah, they also started looking for a new CEO.

0:35:20.239 --> 0:35:22.719
<v Speaker 1>Spoiler alert. As of the recording of this podcast. They

0:35:22.760 --> 0:35:25.239
<v Speaker 1>do not have a new permanent CEO. They do have

0:35:25.440 --> 0:35:29.880
<v Speaker 1>an interim CEO, Yes, Mary Winston, who was a president

0:35:29.920 --> 0:35:33.759
<v Speaker 1>of a consulting firm. She is currently serving as CEO. Yes.

0:35:33.960 --> 0:35:36.719
<v Speaker 1>And you know, so these changes are what they promised,

0:35:37.560 --> 0:35:41.040
<v Speaker 1>and bed Bath and Beyond is still struggling to gain

0:35:41.160 --> 0:35:44.680
<v Speaker 1>that market back. So they're lowering prices to compete with Amazon,

0:35:45.360 --> 0:35:48.920
<v Speaker 1>and they're still investing in their stores. But analysts, at

0:35:49.000 --> 0:35:52.919
<v Speaker 1>least as of June, we're pretty wary about the turnaround. Still. Yeah,

0:35:53.520 --> 0:35:56.759
<v Speaker 1>and so most recent news, We've got a couple of

0:35:56.800 --> 0:36:00.120
<v Speaker 1>points here. One is that bed Bath and Beyond has

0:36:00.160 --> 0:36:05.479
<v Speaker 1>retained Goldman Sacks, at least it's reported. Yes, the scuttle butt,

0:36:05.760 --> 0:36:08.800
<v Speaker 1>if you will, is that they've retained Goldman Sacks in

0:36:08.880 --> 0:36:13.040
<v Speaker 1>an effort to look at potential buyers for the for

0:36:13.120 --> 0:36:17.800
<v Speaker 1>the company. So outwardly, this is not what's being messaged

0:36:18.040 --> 0:36:20.640
<v Speaker 1>to the public. The message to the public is that

0:36:20.719 --> 0:36:24.960
<v Speaker 1>they're still working very hard on on various plans to

0:36:25.160 --> 0:36:29.360
<v Speaker 1>kind of turn the company around. But the rumor is

0:36:29.560 --> 0:36:32.080
<v Speaker 1>that they're also at the same time looking for a

0:36:32.200 --> 0:36:37.000
<v Speaker 1>possible buyer to take over the company entirely. Uh and

0:36:37.440 --> 0:36:39.680
<v Speaker 1>Just before we went into the studio to record this,

0:36:39.840 --> 0:36:42.040
<v Speaker 1>I was looking at news reports because sometimes, you know,

0:36:42.239 --> 0:36:45.520
<v Speaker 1>you see something that broke between when we researched and

0:36:45.600 --> 0:36:49.359
<v Speaker 1>wrote up an episode and when we actually recorded. And Yeah,

0:36:49.440 --> 0:36:51.799
<v Speaker 1>the letter to shareholders that went out in the first

0:36:51.840 --> 0:36:55.040
<v Speaker 1>week of September two nine outlined a bunch of near

0:36:55.160 --> 0:36:58.280
<v Speaker 1>term plans to complete what they call a rapid refresh

0:36:58.600 --> 0:37:02.640
<v Speaker 1>of their nearly one sixties stores for the two thousand

0:37:02.840 --> 0:37:07.440
<v Speaker 1>nineteen holiday season, so that there's incentive for people to

0:37:07.520 --> 0:37:11.200
<v Speaker 1>go there for their holiday shopping. That's that's obviously just

0:37:11.400 --> 0:37:13.440
<v Speaker 1>a near term fixed I swear I do a lot

0:37:13.520 --> 0:37:15.880
<v Speaker 1>of my holiday shopping. Yeah, you never know when someone's

0:37:15.880 --> 0:37:21.319
<v Speaker 1>gonna need another toilet brush. So then so then they

0:37:21.360 --> 0:37:24.600
<v Speaker 1>are also looking at reducing the purchasing costs for goods.

0:37:24.680 --> 0:37:26.800
<v Speaker 1>You know, we talked about how that was one of

0:37:26.880 --> 0:37:29.960
<v Speaker 1>the things that really boosted bed, Bath and Beyond in

0:37:30.040 --> 0:37:32.040
<v Speaker 1>the two thousands was that they had a very aggressive

0:37:32.120 --> 0:37:35.880
<v Speaker 1>buyer program. They're looking at ways of kind of updating

0:37:35.960 --> 0:37:40.400
<v Speaker 1>that for the current era, and obviously they're looking at

0:37:41.000 --> 0:37:43.640
<v Speaker 1>reducing other things, like they have a have a billion

0:37:43.680 --> 0:37:46.840
<v Speaker 1>dollars in inventory. They're looking to reduce by by the

0:37:46.920 --> 0:37:49.440
<v Speaker 1>end of twenty I think they were looking at getting

0:37:49.520 --> 0:37:52.640
<v Speaker 1>rid of some lower profit items, like some lower margin

0:37:52.760 --> 0:37:55.799
<v Speaker 1>items to help achieve that. And part of that also

0:37:55.880 --> 0:37:58.680
<v Speaker 1>means making up enough space so that they can refresh

0:37:58.920 --> 0:38:03.279
<v Speaker 1>their in how lines as well. So that's what's going

0:38:03.320 --> 0:38:07.160
<v Speaker 1>on now. We still don't know exactly what's going to

0:38:07.200 --> 0:38:09.600
<v Speaker 1>happen next. We don't know if the if this if

0:38:09.640 --> 0:38:12.560
<v Speaker 1>this attempt will be successful, or if it will be

0:38:12.800 --> 0:38:15.600
<v Speaker 1>unsuccessful in bed Bath and Beyond is still on the

0:38:16.080 --> 0:38:19.440
<v Speaker 1>path out, or if we'll have a third party come

0:38:19.480 --> 0:38:22.319
<v Speaker 1>in and take over the company. Yeah, yeah, I kind

0:38:22.320 --> 0:38:24.279
<v Speaker 1>of hope they don't sell off cost plus because my

0:38:24.360 --> 0:38:26.480
<v Speaker 1>favorite bed Bath and Beyond has a cost plus in it,

0:38:26.719 --> 0:38:28.960
<v Speaker 1>and so now I can go to two of uh

0:38:29.239 --> 0:38:32.640
<v Speaker 1>two stores I enjoyed greatly. At the same time, I

0:38:32.680 --> 0:38:36.600
<v Speaker 1>don't understand this whole going to stores thing. Listen, Jonathan,

0:38:36.880 --> 0:38:40.080
<v Speaker 1>So what do we learn from this? I think in

0:38:40.280 --> 0:38:42.880
<v Speaker 1>bed Bath and Beyond case, if you are going to

0:38:43.000 --> 0:38:45.120
<v Speaker 1>be long term management, you really need to keep track

0:38:45.160 --> 0:38:47.880
<v Speaker 1>of trans and pivot when the market is showing that

0:38:47.920 --> 0:38:50.960
<v Speaker 1>you need to pivot. Yeah. I also think you can't

0:38:51.239 --> 0:38:55.080
<v Speaker 1>use your company as a bailout system for your kids. Yes,

0:38:55.320 --> 0:39:01.360
<v Speaker 1>definitely that that's most probably that. I mean, let's just

0:39:01.440 --> 0:39:03.880
<v Speaker 1>say there are other examples we could easily point to

0:39:04.800 --> 0:39:08.920
<v Speaker 1>that are looming large in current events. But you get

0:39:08.960 --> 0:39:10.640
<v Speaker 1>what I'm saying. I don't have to come up and

0:39:10.800 --> 0:39:14.680
<v Speaker 1>say no, no, but yeah, no, it's it's then that

0:39:14.840 --> 0:39:17.680
<v Speaker 1>seems like it's a bit more than a bit excessive,

0:39:18.239 --> 0:39:20.920
<v Speaker 1>and uh, you know, the there were a lot of

0:39:21.000 --> 0:39:23.840
<v Speaker 1>good ideas, but one of the one of the ideas

0:39:23.880 --> 0:39:27.440
<v Speaker 1>I think that was harmful to the company was that

0:39:27.640 --> 0:39:32.279
<v Speaker 1>strategy of explosive growth. They didn't have a way to

0:39:32.360 --> 0:39:37.919
<v Speaker 1>transition out of that into more sustainable growth. Explosive growth

0:39:38.040 --> 0:39:41.279
<v Speaker 1>can work for a company for a time, but it

0:39:41.520 --> 0:39:43.720
<v Speaker 1>is not sustainable in the long run. You will eventually

0:39:43.880 --> 0:39:49.000
<v Speaker 1>hit a market penetration that is at capacity and you

0:39:49.200 --> 0:39:53.759
<v Speaker 1>cannot expand beyond that without cannibalizing your own business. And

0:39:53.840 --> 0:39:56.440
<v Speaker 1>the thing is like as it was going through and researching,

0:39:56.480 --> 0:39:58.040
<v Speaker 1>and I don't know if you run across the same thing.

0:39:59.000 --> 0:40:01.919
<v Speaker 1>A lot of the more current reports are not saying

0:40:01.960 --> 0:40:04.480
<v Speaker 1>that bad Bath and Beyond is no longer a good concept,

0:40:04.760 --> 0:40:07.440
<v Speaker 1>that it all needs to go the way of the Internet,

0:40:07.760 --> 0:40:09.680
<v Speaker 1>because like, I know, when I want to buy sheets,

0:40:09.960 --> 0:40:12.400
<v Speaker 1>I would rather go and touch them. Yeah, and then

0:40:12.600 --> 0:40:14.239
<v Speaker 1>if I'm buying sheets, I want to go ahead and

0:40:14.280 --> 0:40:17.160
<v Speaker 1>buy a new spatula or whatever. So there's a lot

0:40:17.200 --> 0:40:20.800
<v Speaker 1>of stuff that if you, if you're really in the

0:40:20.880 --> 0:40:23.960
<v Speaker 1>market to buy them, it is better for you to

0:40:24.000 --> 0:40:25.640
<v Speaker 1>be able to go and see the stuff in person,

0:40:25.760 --> 0:40:29.160
<v Speaker 1>because we all know that just your monitor settings on

0:40:29.239 --> 0:40:31.880
<v Speaker 1>your computer could mean that something that looked like, oh gosh,

0:40:31.960 --> 0:40:34.160
<v Speaker 1>on the screen, it looked like it's avocado, but that's

0:40:34.200 --> 0:40:37.480
<v Speaker 1>clearly not avocado, and I really needed to match my

0:40:37.560 --> 0:40:41.800
<v Speaker 1>avocado blender and my avocado mixer. And if it's mild

0:40:41.920 --> 0:40:45.080
<v Speaker 1>moss green, that will never do exactly Like now, everything

0:40:45.239 --> 0:40:48.600
<v Speaker 1>clashes and the swamp thing could be wandering around my

0:40:48.680 --> 0:40:51.880
<v Speaker 1>kitchen and I would never know. No, it's it's the uh,

0:40:52.000 --> 0:40:53.640
<v Speaker 1>you know that sort of stuff. We're making light of it,

0:40:53.719 --> 0:40:56.279
<v Speaker 1>but no, that really does have value, right being able

0:40:56.360 --> 0:40:58.919
<v Speaker 1>to go to a physical location and see these things

0:40:59.200 --> 0:41:01.759
<v Speaker 1>and in some cases try them out to make sure

0:41:01.800 --> 0:41:04.360
<v Speaker 1>that it fits whatever it is you're trying to, you know,

0:41:04.800 --> 0:41:07.880
<v Speaker 1>to purchase. There's a real value to that because I mean,

0:41:08.960 --> 0:41:11.520
<v Speaker 1>I know that i've certainly had experiences where I've bought

0:41:11.600 --> 0:41:14.839
<v Speaker 1>things online just for the convenience, received it and thought

0:41:15.280 --> 0:41:17.040
<v Speaker 1>it would have been better to have actually gone to

0:41:17.120 --> 0:41:19.040
<v Speaker 1>a brick and mortar store, because this is not what

0:41:19.200 --> 0:41:21.160
<v Speaker 1>I was hoping it would be. Well, hopefully when we

0:41:21.239 --> 0:41:23.359
<v Speaker 1>get around to doing our follow up episode of all

0:41:23.400 --> 0:41:26.080
<v Speaker 1>the companies we've previously reported on and where they are now,

0:41:26.719 --> 0:41:28.600
<v Speaker 1>we'll still have bricking mortars of bed Bath and Beyond

0:41:28.640 --> 0:41:32.200
<v Speaker 1>to go to. Yep, here's hoping. So let's say that

0:41:32.400 --> 0:41:36.200
<v Speaker 1>someone isn't related to you, Ciel and they want to

0:41:36.320 --> 0:41:39.040
<v Speaker 1>let you know what what sort of company we should

0:41:39.080 --> 0:41:41.279
<v Speaker 1>cover in a future episode. How would they reach out

0:41:41.320 --> 0:41:43.799
<v Speaker 1>to us? Well, they should email us at Feedback at

0:41:43.840 --> 0:41:46.320
<v Speaker 1>the Brink Podcast dot show, and you can go to

0:41:46.480 --> 0:41:49.799
<v Speaker 1>our website that's the Brink Podcast dot Show. You will

0:41:49.800 --> 0:41:52.400
<v Speaker 1>find an archive of all of our past episodes, so

0:41:52.520 --> 0:41:54.759
<v Speaker 1>if you missed any, you can check on those. Learn

0:41:54.800 --> 0:41:57.160
<v Speaker 1>all about Disney. We'll be going back to Disney before

0:41:57.200 --> 0:42:00.319
<v Speaker 1>too long. I'll literally be going to Disney and two

0:42:00.440 --> 0:42:04.200
<v Speaker 1>days quit bragging. But there's gonna be a lot more

0:42:04.239 --> 0:42:06.200
<v Speaker 1>for us to talk about with Disney and future episodes.

0:42:06.200 --> 0:42:08.080
<v Speaker 1>But if you have other ones, send those our way.

0:42:08.400 --> 0:42:10.960
<v Speaker 1>Check out our past episodes. You'll learn more about your

0:42:11.000 --> 0:42:14.080
<v Speaker 1>beloved hosts and until next time. I have been Jonathan

0:42:14.160 --> 0:42:21.160
<v Speaker 1>Strangler and I've been aerial casting. Business on the Brink

0:42:21.239 --> 0:42:23.560
<v Speaker 1>is a production of I Heart Radio and How Stuff Works.

0:42:24.000 --> 0:42:26.600
<v Speaker 1>For more podcasts for my heart Radio, visit the I

0:42:26.719 --> 0:42:29.800
<v Speaker 1>heart Radio app, Apple Podcasts, or wherever you listen to

0:42:29.880 --> 0:42:30.760
<v Speaker 1>your favorite shows.