WEBVTT - Running in Recycled Shoes

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<v Speaker 1>Pushkin. In two thousand and eight, Casper Cappetti got a

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<v Speaker 1>call from an old friend, a former triathlete, who had

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<v Speaker 1>made a prototype for a new kind of running shoe.

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<v Speaker 1>He called me and said, Casper, I co invented this

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<v Speaker 1>running technology. Can you help me bring it to market?

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<v Speaker 1>And I said absolutely not. Are you crazy? Are you

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<v Speaker 1>out of your mind? You will not stand a chance

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<v Speaker 1>against the A six and Nikes of this world. Casper

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<v Speaker 1>had a PhD in economics. He was working as a

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<v Speaker 1>consultant at McKinsey, which is to say he knew how

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<v Speaker 1>to evaluate his friend's business idea. I mean it was

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<v Speaker 1>probably just the most stupid idea that I've ever heard.

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<v Speaker 1>You know that, literally the market is littered with running

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<v Speaker 1>shoe companies that didn't make it. Casper was impressed by

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<v Speaker 1>the shoe that his friend had invented. It looked different

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<v Speaker 1>than other shoes had these like padded cylinder is running

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<v Speaker 1>across the soul, and the runners who tried it really

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<v Speaker 1>seem to like it. But come on, a new running

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<v Speaker 1>shoe company. Really, from first having the thought of, hey

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<v Speaker 1>could be turned this into a company, until actually starting it.

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<v Speaker 1>It took us more than two years and it wasn't

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<v Speaker 1>up and down basically mustering up the courage. I'm kind

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<v Speaker 1>of like, oh no, let's go back into our golden

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<v Speaker 1>cage and comfort zone. And then Ah had this feeling

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<v Speaker 1>of oh no, we should have tried it until we

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<v Speaker 1>finally jumped. You know, you have to take the plunge

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<v Speaker 1>at some point, and I'm glad you did. The company

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<v Speaker 1>they started was called on o N. It went public

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<v Speaker 1>last year and it's now worth around seven billion dollars.

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<v Speaker 1>I'm Jacob Goldstein, and this is what's your problem. My

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<v Speaker 1>guest today is Casper Competti, co founder of on. Casper's

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<v Speaker 1>problem is this, how can you sell tens of millions

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<v Speaker 1>of shoes a year and then take them all back

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<v Speaker 1>and turn them into new shoots. We'll get to that

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<v Speaker 1>problem later in the show, but first I wanted to

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<v Speaker 1>talk to Casper about that first problem. How you start

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<v Speaker 1>a running shoe company to compete against these multinational giants

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<v Speaker 1>that seem to have the market locked up. One of

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<v Speaker 1>Tasper and his co founder's first decisions was this, they'd

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<v Speaker 1>compete by making their shoes more expensive than almost everything

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<v Speaker 1>else on the market. So, look, when you're based in

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<v Speaker 1>Switzerland and you're you're founding a company with an innovation. Basically,

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<v Speaker 1>the only strategy that's available to you is a premium

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<v Speaker 1>strategy like that sounds fancy Switzerland plus innovation, that sounds

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<v Speaker 1>expensive to me. You know, we have one of you

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<v Speaker 1>know that we have the highest tellers in the world,

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<v Speaker 1>a very high cost space and it's innovation driven. And

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<v Speaker 1>we looked at the marketplace and then we saw that

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<v Speaker 1>about thirty percent of the volume and about half of

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<v Speaker 1>the revenue is generated by runners that really care about

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<v Speaker 1>their equipment and they're willing to spend thirty forty fifty

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<v Speaker 1>bucks more to stay away from injury. And that's that's

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<v Speaker 1>the mark that we went after. So you decide you're

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<v Speaker 1>going to go after the runners, you have another choice

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<v Speaker 1>to make. Right, this is twenty ten when you launched

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<v Speaker 1>I believe, is that right? That's correct? Yeah, So that's

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<v Speaker 1>a moment when lots of companies are starting to sell

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<v Speaker 1>straight to consumers, to not go through retail stores like

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<v Speaker 1>clothing brands traditionally have, but rather just sell on the internet, right,

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<v Speaker 1>which does seem more efficient, But you don't do that.

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<v Speaker 1>Not only are you are you selling your shoes more

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<v Speaker 1>expensively you're not gonna when you launch, you don't really

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<v Speaker 1>say okay, let's take advantage of this new directed consumer channel,

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<v Speaker 1>right Why we of course asked that same question at

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<v Speaker 1>that time. What we felt, and I think it was

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<v Speaker 1>validated later on, was to really break through with runners,

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<v Speaker 1>you need the validation of the technology. And there's two

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<v Speaker 1>ways of validating. You can either work with athletes and

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<v Speaker 1>win a ton of races, and or you can be

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<v Speaker 1>with the run specialty stores. So you know, the run

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<v Speaker 1>specialty stores are typically owned by a former college run

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<v Speaker 1>or a professional runner that you know, works closer with

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<v Speaker 1>the community, becomes a destination, you know, the running stores.

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<v Speaker 1>You know, it's not like they were waiting for us.

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<v Speaker 1>And what we did is we sent these influential store

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<v Speaker 1>owners a pair of test shoes. Then I would call

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<v Speaker 1>them a week or two later and say, hey, did

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<v Speaker 1>you have a run. How do you like them? And

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<v Speaker 1>they were like, oh, all these weird looking shoes, No,

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<v Speaker 1>I never put them on, and please don't call me again.

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<v Speaker 1>So we realized that I wasn't working, so we said, well,

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<v Speaker 1>how can we get them to try to shoes? And

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<v Speaker 1>basically we had to force them, and so I would

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<v Speaker 1>call them and say, hey, I'm going to be in Hamburggram,

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<v Speaker 1>I'm going to be in Boston next week, and do

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<v Speaker 1>you have time to go for a run. And all

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<v Speaker 1>these you know, they're all former run and they still

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<v Speaker 1>run probably most days, and running can be lonely, so

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<v Speaker 1>they said, hey, yeah, sure, you know why not? And

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<v Speaker 1>you know, I actually had no plans already to be

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<v Speaker 1>in Boston or Hamburg, but I booked a fly tacket,

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<v Speaker 1>flew there and brought a test too, And you know,

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<v Speaker 1>these they're all nice guys and a lot of them

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<v Speaker 1>are now close friends, so they couldn't turn me down.

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<v Speaker 1>And I said, hey, well do you mind slipping these

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<v Speaker 1>on for the run. And typically after a forty minute

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<v Speaker 1>or our workout, they would be like, hey, this was

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<v Speaker 1>a good pace and my legs, you know, feel actually

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<v Speaker 1>pretty fresh. Tell me about the technology. That's how the

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<v Speaker 1>conversation started. There's a moment I've read about that's interesting

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<v Speaker 1>to me, where where you start getting into foot locker.

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<v Speaker 1>But then, if I understand it correctly, you sort of

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<v Speaker 1>sell into too many foot lockers. You kind of over

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<v Speaker 1>expand a little bit in terms of where your shoes

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<v Speaker 1>are available. Tell me about that so at the time,

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<v Speaker 1>Footlocker started a run specialty format called run by foot

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<v Speaker 1>Locker and basically we and we worked with those three

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<v Speaker 1>stores that they had, and then they were summing through

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<v Speaker 1>like crazy, and then they asked us to put on

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<v Speaker 1>into twenty foot Locker stores. That was a bit a

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<v Speaker 1>bit of a risk when we it was basically it

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<v Speaker 1>was off strategy at the time. And so we said, well, okay,

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<v Speaker 1>we can do twenty twenty doors. And we ended up

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<v Speaker 1>being in Times Squares and and and we had tremendous success.

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<v Speaker 1>So we have a window displayed in Times Squares and

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<v Speaker 1>people were emailing me, Hey, you guys made it, You're

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<v Speaker 1>in New York and so on. And then they expanded

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<v Speaker 1>to eighty stores and that was too much. Basically, the

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<v Speaker 1>same twenty stores that sold on well, they continued to

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<v Speaker 1>sell well and everybody else, you know, in the Midwest

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<v Speaker 1>for example, nobody was waiting for this weird Swiss brand.

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<v Speaker 1>And we walked away with um, yeah, with definitely a

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<v Speaker 1>learning that we were still holding on to this day.

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<v Speaker 1>And what was the lesson there? Yeah, you basically, if

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<v Speaker 1>you want to be premium, um, you always want to

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<v Speaker 1>keep supply below demand, you know, you always want to

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<v Speaker 1>have scarcity because nothing builds his hire like scarcity. Huh um,

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<v Speaker 1>So you basically want to sell like slightly fewer shoes

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<v Speaker 1>than you could. Is that that sort of the obstable

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<v Speaker 1>to you? You know, that's you know, that's that's the

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<v Speaker 1>story of our lives really ever since we started on. Basically,

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<v Speaker 1>you know, we've been growing about eighty five percent on

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<v Speaker 1>average every year, but we're always you know, we could

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<v Speaker 1>we could have grown much faster, and so we're we're

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<v Speaker 1>always kind of you know, threatening the needle, and we

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<v Speaker 1>always have to say no, and we have to you know,

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<v Speaker 1>like even sometimes I am too late, you know, I

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<v Speaker 1>want to get a really cool shoe that we launched

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<v Speaker 1>and they're sold out. Well, is part of that. I

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<v Speaker 1>mean there is a fashion element to shoes obviously, right.

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<v Speaker 1>People don't call it fashion, they call it uh streetwear, right,

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<v Speaker 1>or you know people talk about being sneakerheads, but it's fashion, right,

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<v Speaker 1>and that seems like a classic fashion, especially high end

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<v Speaker 1>fashion strategy. Yeah. Absolutely, you know, we have a lot

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<v Speaker 1>of hate relationship with fashion. When we started on, we

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<v Speaker 1>had I mean, you are fashioned, right, thank your fashion,

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<v Speaker 1>Thank you. Let's talk about it specifically, right, so you

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<v Speaker 1>get into like Bloomingdale's and Nordstrom, which is like the

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<v Speaker 1>opposite of the little running shop. Right, it's people buying

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<v Speaker 1>fancy clothes. And it happens to be the case that

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<v Speaker 1>over the sort of two thousand teens. Right as you're

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<v Speaker 1>growing as a company at leisure is this growing segment

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<v Speaker 1>where like rich people are buying expensive workout clothes and

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<v Speaker 1>not working out in them, right, like Lululemon being the

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<v Speaker 1>classic version there. But it seems like that's part of

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<v Speaker 1>what you're riding right. Absolutely. Look, in the beginning, it

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<v Speaker 1>boughted the heck out of us when somebody wore our

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<v Speaker 1>high tech performance products with teens in the street. At

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<v Speaker 1>some point we almost said, all you know, if you

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<v Speaker 1>read one of Aaron's in the street, Uh, well we

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<v Speaker 1>can do better, and we started designing for that market. Specifically.

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<v Speaker 1>One place where the street where piece comes in is

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<v Speaker 1>in your work with Roger Federer. Weirdly, so maybe we

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<v Speaker 1>could talk about that now, Like, tell me, tell me

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<v Speaker 1>how you came to work with Federer. Certainly the most

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<v Speaker 1>famous Swiss athlete now maybe the most famous Swiss person

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<v Speaker 1>now I can't think of another more famous. Definitely the

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<v Speaker 1>most famous Swiss person. Um. Look, Switzerland's a small place,

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<v Speaker 1>so he's basically my neighbor talking aside. Um. Um, you know,

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<v Speaker 1>when when when Roger was done with his previous partner, Um,

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<v Speaker 1>he he had you know, basically had to wear something

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<v Speaker 1>and in Switzerland at the time its previous partner meaning

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<v Speaker 1>meaning it was nice. Yeah. Yeah, so he had I

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<v Speaker 1>think he worked. He played in Nikes for over twenty

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<v Speaker 1>years of his career, and all of a sudden pictures

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<v Speaker 1>started popping up in you know, with Roger wearing on

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<v Speaker 1>and so we reached out and said, look, Roger, we're

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<v Speaker 1>happy to send you the latest greatest so we don't

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<v Speaker 1>have to go and buy them in the store. And

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<v Speaker 1>at some point we get a phone call from his

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<v Speaker 1>agent and it said he said, well, Roger's just landing,

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<v Speaker 1>coming back from a tournament. He has twenty minutes to

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<v Speaker 1>meet you guys a year round and we said sure,

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<v Speaker 1>and he came and we ended up talking for more

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<v Speaker 1>than two hours. Um. And at one point we said, Roger,

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<v Speaker 1>we really have to go back to work. Um. But

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<v Speaker 1>what came out of that is true, that that is well,

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<v Speaker 1>you know, we did it very politely, but we can

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<v Speaker 1>you know. Um. Shortly after he reached back down and said, hey,

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<v Speaker 1>let's go for dinner, and from that a conversation started,

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<v Speaker 1>um could be getting involved. And of course the only

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<v Speaker 1>thing that that he had experienced with and frankly most

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<v Speaker 1>of the the athletes, was just an endorsement deal sponsorship

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<v Speaker 1>which for which for Federer would be tens of millions

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<v Speaker 1>of dollars, right, presumably more money than your little running

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<v Speaker 1>company had. Right, there's no way you're going to be

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<v Speaker 1>able to sign him to an endorsement deal. You can't apply,

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<v Speaker 1>you know, Um, it could be a couple tens of

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<v Speaker 1>millions of dollars per year for for a regular sponsorship

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<v Speaker 1>deal with him. So um. So basically, you know, we

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<v Speaker 1>came to the conclusion that we can't afford to pay him. Um.

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<v Speaker 1>He's the much bigger brand than On was at the time,

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<v Speaker 1>but he could pay us. And so he became an

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<v Speaker 1>investor and we literally made the shortest ever agreement I

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<v Speaker 1>think ever done in the history of sports, where it's

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<v Speaker 1>basically said, look, there are no regulations on either side.

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<v Speaker 1>He's an investor, um, and you know, if if we

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<v Speaker 1>have fun together, we're going to make this thing big

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<v Speaker 1>and out of that came a beautiful line of lifestyle products,

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<v Speaker 1>as you were. And then as as his compact came nearer,

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<v Speaker 1>against the advice of his medical and trade any trainers staff,

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<v Speaker 1>he said, look, I want to comback. I have a

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<v Speaker 1>new knee. I want to come back in a new shoe.

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<v Speaker 1>And so in like record time, literally like four or

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<v Speaker 1>five months, we developed the professional tennis shoe that he

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<v Speaker 1>then wore in his comeback, and he put his whole

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<v Speaker 1>experience into that into that shoe. So that shoe, if

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<v Speaker 1>I understand correctly, like if I go back to your

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<v Speaker 1>running shoes, those you started with the most hardcore runners

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<v Speaker 1>people at running stores. But the federal shoe you did

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<v Speaker 1>not go for like the hardcore tennis uh community. Right.

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<v Speaker 1>You debuted it at a at a streetwear store in Manhattan,

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<v Speaker 1>is that right? Yeah? So look, the you know, the

0:12:51.356 --> 0:12:56.396
<v Speaker 1>white tennis sneaker is one of the beloved lifestyle silhouettes,

0:12:56.836 --> 0:12:59.756
<v Speaker 1>like you know in in in many languages is actually

0:12:59.836 --> 0:13:03.156
<v Speaker 1>sneakers called tennis, yeah, tennis shoes. And then when I

0:13:03.196 --> 0:13:05.956
<v Speaker 1>was a kid with the tennis shoes anyway, Yeah, and

0:13:06.356 --> 0:13:08.676
<v Speaker 1>I mean in a way this sort of speaks to

0:13:08.756 --> 0:13:11.556
<v Speaker 1>that arc of going from just being like a hardcore

0:13:12.436 --> 0:13:16.316
<v Speaker 1>runners only running shoe to being kind of a fashion shoe, right.

0:13:16.316 --> 0:13:18.236
<v Speaker 1>I mean, Federa is wearing it, so obviously it's a

0:13:18.316 --> 0:13:20.876
<v Speaker 1>legit tennis shoe. But also your sell people are lined

0:13:20.916 --> 0:13:23.276
<v Speaker 1>up around the block in Manhattan and it's cost two

0:13:23.356 --> 0:13:25.716
<v Speaker 1>hundred dollars and then it sells for twice that on

0:13:25.756 --> 0:13:30.036
<v Speaker 1>the secondary market. This is like a sneakerhead fashioned shoe. Yeah. Absolutely,

0:13:31.996 --> 0:13:34.836
<v Speaker 1>still to come. The next big problem for Casper and

0:13:34.996 --> 0:13:37.556
<v Speaker 1>on how to take back all the shoes they sell

0:13:37.916 --> 0:13:40.676
<v Speaker 1>tens of millions of pairs a year and turn them

0:13:40.716 --> 0:13:51.956
<v Speaker 1>into new shoes. That's the end of the ads. Now

0:13:51.956 --> 0:13:54.396
<v Speaker 1>we're going back to the show. Let's talk about your

0:13:54.436 --> 0:13:58.556
<v Speaker 1>subscription shoe. You launched a subscription shoe last year. Tell

0:13:58.596 --> 0:14:02.796
<v Speaker 1>me about that business. Yeah, so ninety nine percent of

0:14:02.916 --> 0:14:07.156
<v Speaker 1>the Sporting Coots products are made from crude oil? Is true?

0:14:07.156 --> 0:14:12.276
<v Speaker 1>If shoes also our shoes shoes ex peril anything, you know,

0:14:12.356 --> 0:14:16.596
<v Speaker 1>and most basically esther stick of one kind of past. Yeah. Shoot,

0:14:16.676 --> 0:14:18.996
<v Speaker 1>running shoes are plastic. All the foam, all that, this,

0:14:19.196 --> 0:14:21.996
<v Speaker 1>all that that, it's it's plastic. Running shoes are plastic,

0:14:21.996 --> 0:14:26.636
<v Speaker 1>and plastic is crude. Oil. It sucks, and so you know,

0:14:26.676 --> 0:14:28.836
<v Speaker 1>and what's verse is, you know, you go through a

0:14:28.876 --> 0:14:31.916
<v Speaker 1>pair of running shoes maybe four times a year, two

0:14:31.956 --> 0:14:34.116
<v Speaker 1>times a year depends how often. It depends on how

0:14:34.196 --> 0:14:35.516
<v Speaker 1>much you run, right, I feel like what is the

0:14:35.556 --> 0:14:40.036
<v Speaker 1>median runner? About about twice a year? Right? About twice? Yes, exactly.

0:14:40.836 --> 0:14:44.276
<v Speaker 1>So you know, then then people throw them away and

0:14:44.436 --> 0:14:46.396
<v Speaker 1>in the US they will land end up in the

0:14:46.516 --> 0:14:49.836
<v Speaker 1>land fillings with some there they're burnt. But it's not

0:14:49.916 --> 0:14:52.396
<v Speaker 1>a it's not a sustainable business model by any means.

0:14:52.436 --> 0:14:54.996
<v Speaker 1>So we said, hey, let's change that. And um, we

0:14:55.116 --> 0:14:57.316
<v Speaker 1>looked into two things. First of all, we want to

0:14:57.316 --> 0:15:01.556
<v Speaker 1>move away from petrol based raw materials UM. And so

0:15:01.636 --> 0:15:05.636
<v Speaker 1>this particular model that you're speaking about, which we call cyclone,

0:15:06.276 --> 0:15:09.716
<v Speaker 1>is made from beans castor beans that you know, we're

0:15:09.756 --> 0:15:14.036
<v Speaker 1>cultivated back in the seventies when the energy oil crisis

0:15:14.196 --> 0:15:16.476
<v Speaker 1>was active and you could actually make petrol from it.

0:15:17.196 --> 0:15:19.796
<v Speaker 1>And the other thing was how can we make our

0:15:19.836 --> 0:15:23.516
<v Speaker 1>product circlar So, how can we design a product but

0:15:23.716 --> 0:15:27.636
<v Speaker 1>it's a parable footwear that you know you can use,

0:15:27.716 --> 0:15:30.876
<v Speaker 1>but then you can easily take back, take apart and

0:15:30.996 --> 0:15:34.556
<v Speaker 1>make a new product out And so with Cyclone. We

0:15:34.596 --> 0:15:36.676
<v Speaker 1>did that, but then we realized and we were not

0:15:36.716 --> 0:15:39.556
<v Speaker 1>the first company. There maybe two or the others that

0:15:39.636 --> 0:15:43.276
<v Speaker 1>have designed circlear running shoes, but we're the first ones

0:15:43.316 --> 0:15:46.196
<v Speaker 1>to take circularity series. In terms of that, we said, hey,

0:15:46.716 --> 0:15:49.956
<v Speaker 1>we want these products back, and then you know, we

0:15:49.996 --> 0:15:53.036
<v Speaker 1>came up with this idea, let's not sell this product,

0:15:53.116 --> 0:15:56.236
<v Speaker 1>let's only make it available by subscription, so running as

0:15:56.276 --> 0:15:59.796
<v Speaker 1>a service. Similar how you're watching movies now on Netflix

0:15:59.876 --> 0:16:02.676
<v Speaker 1>and you no longer own the movie. Well, this has

0:16:02.716 --> 0:16:08.036
<v Speaker 1>been a tremendous hit with consumers and we're just at

0:16:08.156 --> 0:16:12.636
<v Speaker 1>the end of the first six month cycle and guess

0:16:12.676 --> 0:16:16.396
<v Speaker 1>what we have received back over eighty percent off the shoes.

0:16:17.276 --> 0:16:21.236
<v Speaker 1>That in terms of recycling rates is unprecedented. And that's

0:16:21.276 --> 0:16:24.676
<v Speaker 1>before we even go out and threaten them with penalties

0:16:24.716 --> 0:16:28.156
<v Speaker 1>and charge stack credit card. Just just people are well,

0:16:28.196 --> 0:16:30.156
<v Speaker 1>certainly the people who sign up first are going to

0:16:30.236 --> 0:16:32.756
<v Speaker 1>be the most likely to be good about it. Right,

0:16:32.796 --> 0:16:34.636
<v Speaker 1>there are the people who are most excited by the model.

0:16:34.676 --> 0:16:38.156
<v Speaker 1>So that's definitely what we hoped for. You, right, how

0:16:38.236 --> 0:16:39.956
<v Speaker 1>much does it cost? And what do you get if

0:16:39.996 --> 0:16:42.676
<v Speaker 1>you if I sign up for shoes as a service,

0:16:42.796 --> 0:16:47.556
<v Speaker 1>So you pay a thirty dollar a month subscription fee, okay,

0:16:47.676 --> 0:16:51.636
<v Speaker 1>and you get two maybe three pairs of running shoes

0:16:51.676 --> 0:16:54.276
<v Speaker 1>a year, depending on how often you run. But the

0:16:54.356 --> 0:16:56.996
<v Speaker 1>default is basically so thirty bucks a month is like

0:16:57.156 --> 0:17:01.076
<v Speaker 1>three hundred and sixty bucks a year. Yeah, so two

0:17:01.116 --> 0:17:03.116
<v Speaker 1>times one hundred eighty bucks, like you know, a high

0:17:03.196 --> 0:17:06.716
<v Speaker 1>end running shoe, plus you do you do good for

0:17:06.916 --> 0:17:09.676
<v Speaker 1>the planet. How often am I allowed to get new

0:17:09.716 --> 0:17:12.036
<v Speaker 1>shoes if I'm paying three hundred and sixty basically as

0:17:12.036 --> 0:17:14.716
<v Speaker 1>often as you as you'd like. You know, if you're

0:17:14.756 --> 0:17:16.796
<v Speaker 1>if you're doing you know that the shoes will last

0:17:16.876 --> 0:17:22.676
<v Speaker 1>you about five five miles typical standard running shoe, rightning, Yeah,

0:17:23.156 --> 0:17:27.356
<v Speaker 1>I noticed that this subscription shoe is all white, bright white,

0:17:27.836 --> 0:17:31.556
<v Speaker 1>which I thought might be sort of clever. I don't

0:17:31.556 --> 0:17:34.196
<v Speaker 1>know if it's marketing at some level. It's like, oh,

0:17:34.276 --> 0:17:37.316
<v Speaker 1>if your shoe gets dirty and you want really white shoes,

0:17:37.476 --> 0:17:41.076
<v Speaker 1>which is like a thing now right, good news, just

0:17:41.156 --> 0:17:44.756
<v Speaker 1>ask us, we'll send you a new bright white pear. Well,

0:17:45.916 --> 0:17:48.836
<v Speaker 1>this this particular case, you know that that's purely for

0:17:49.036 --> 0:17:52.356
<v Speaker 1>recycling reasons, you know, because if you mix colors and

0:17:52.436 --> 0:17:55.916
<v Speaker 1>you have red, green and blue pears, you know, the

0:17:55.996 --> 0:17:58.796
<v Speaker 1>next one will be brown. That's not that's not a

0:17:58.876 --> 0:18:01.316
<v Speaker 1>very popular color. So you know, by keeping them white,

0:18:01.556 --> 0:18:03.636
<v Speaker 1>not only do we save a ton of water because

0:18:03.636 --> 0:18:06.836
<v Speaker 1>we don't have to die the fabrics, but it's also

0:18:06.916 --> 0:18:10.276
<v Speaker 1>much easier to recycle. But you know, cyclone is interesting

0:18:10.316 --> 0:18:16.156
<v Speaker 1>because it's our our laboratory for experimentation, and we learned

0:18:17.156 --> 0:18:20.436
<v Speaker 1>not only to make a shoe out of your pere pieces.

0:18:20.476 --> 0:18:23.516
<v Speaker 1>You know, your average running shoe maybe is made out

0:18:23.516 --> 0:18:25.796
<v Speaker 1>of one hundred different pieces. Cyclone is made out of

0:18:25.836 --> 0:18:29.796
<v Speaker 1>about five. I know that not all recycling is that

0:18:30.076 --> 0:18:34.276
<v Speaker 1>it is actually more efficient than making things from raw materials.

0:18:34.556 --> 0:18:37.876
<v Speaker 1>Kind of depends on what's being recycled and how in

0:18:37.916 --> 0:18:42.356
<v Speaker 1>this instance is it more efficient it's better? Is it

0:18:42.396 --> 0:18:45.276
<v Speaker 1>a smaller carbon footprint? Yeah, when you look at you know,

0:18:45.356 --> 0:18:49.156
<v Speaker 1>you look at carbon or waste of water will save anywhere,

0:18:49.156 --> 0:18:52.076
<v Speaker 1>you know, over the lifespan of a cyclone, so you know,

0:18:52.196 --> 0:18:55.076
<v Speaker 1>this is about eight cycles that you know, the material

0:18:55.156 --> 0:18:59.516
<v Speaker 1>stays in the loop, we will save about eighty percent

0:18:59.556 --> 0:19:03.556
<v Speaker 1>of the waste, about the fifty percent of the carbon footprint,

0:19:05.116 --> 0:19:09.316
<v Speaker 1>about seventy percent of water used. So it's it's it's

0:19:09.396 --> 0:19:12.836
<v Speaker 1>very very substantial so we're talking about the subscription business,

0:19:12.916 --> 0:19:16.076
<v Speaker 1>and clearly you just started it and it's sort of

0:19:16.076 --> 0:19:18.836
<v Speaker 1>in the experimental phase. How much of your business do

0:19:18.876 --> 0:19:21.996
<v Speaker 1>you think it's going to be in whatever timeframe you want,

0:19:22.036 --> 0:19:24.876
<v Speaker 1>five years. The truth of the matter is, we don't know.

0:19:25.876 --> 0:19:31.516
<v Speaker 1>This is an experiment and we're learning. I frankly don't

0:19:31.556 --> 0:19:34.396
<v Speaker 1>think that subscription is going to be a huge thing

0:19:34.476 --> 0:19:38.916
<v Speaker 1>in sports because consumers want choice and we've looked at

0:19:39.396 --> 0:19:42.236
<v Speaker 1>rolling all these choices into a subscription model and it

0:19:42.316 --> 0:19:47.116
<v Speaker 1>just makes things very, very messy and complicated. But for

0:19:47.996 --> 0:19:51.116
<v Speaker 1>right now, for what it's worth, I think to actually

0:19:52.516 --> 0:19:57.036
<v Speaker 1>have very high return rates in terms of recycling rates.

0:19:57.956 --> 0:19:59.996
<v Speaker 1>It's a good tool and maybe it has its place.

0:20:00.876 --> 0:20:03.596
<v Speaker 1>We only started this thing about six or seven months ago,

0:20:03.676 --> 0:20:06.476
<v Speaker 1>so we're still learning. If you get to ten percent

0:20:06.516 --> 0:20:07.996
<v Speaker 1>of our business, I think it's going to be a

0:20:07.996 --> 0:20:11.556
<v Speaker 1>big number. I'm I guess a little disappointed in some

0:20:11.836 --> 0:20:14.676
<v Speaker 1>at some level that that it's not going to be bigger.

0:20:14.716 --> 0:20:16.716
<v Speaker 1>That you don't think it's going to be bigger. I mean,

0:20:17.036 --> 0:20:18.716
<v Speaker 1>I mean a it would make a tidy end to

0:20:18.756 --> 0:20:21.236
<v Speaker 1>the interview. So that's of course important to me. But

0:20:21.236 --> 0:20:23.676
<v Speaker 1>but also, like you know, I like the efficiency piece,

0:20:23.836 --> 0:20:27.076
<v Speaker 1>I will say I also, I have been buying basically

0:20:27.116 --> 0:20:30.476
<v Speaker 1>the same pair of Nikes every six months for ten

0:20:30.556 --> 0:20:33.076
<v Speaker 1>years or something, and you know, I always just buy

0:20:33.156 --> 0:20:37.356
<v Speaker 1>last year's model because it's cheaper um. But you know,

0:20:37.396 --> 0:20:40.516
<v Speaker 1>if they had a subscription model that was what I

0:20:40.596 --> 0:20:42.636
<v Speaker 1>pay now or a little less, I would do it

0:20:42.676 --> 0:20:45.316
<v Speaker 1>just because it's essentially what I'm doing already. I don't

0:20:45.356 --> 0:20:47.596
<v Speaker 1>know what to do with my old shoes. Why do

0:20:47.636 --> 0:20:49.396
<v Speaker 1>you think it's not going to be bigger? Why do

0:20:49.396 --> 0:20:51.476
<v Speaker 1>you think it's only going to be you know, ten percent?

0:20:51.476 --> 0:20:53.916
<v Speaker 1>If it's really successful, let me let me rephrase that.

0:20:54.036 --> 0:20:56.796
<v Speaker 1>You know the this is I don't want you to

0:20:56.836 --> 0:21:00.116
<v Speaker 1>rephrase it. I don't don't revise your estimate based on

0:21:00.196 --> 0:21:02.076
<v Speaker 1>my sentiment. It just tell me why you think what

0:21:02.156 --> 0:21:05.116
<v Speaker 1>you think. Look, as I said earlier, this is an

0:21:05.116 --> 0:21:09.356
<v Speaker 1>experiment at scale and we're learning u And if it

0:21:09.396 --> 0:21:13.356
<v Speaker 1>turns out that people really love the subscription model, I mean,

0:21:13.396 --> 0:21:16.556
<v Speaker 1>that would be a really positive outcome. And we're going

0:21:16.596 --> 0:21:19.276
<v Speaker 1>to have to figure out the whole circularity piece, because

0:21:19.316 --> 0:21:23.996
<v Speaker 1>we have publicly committed to bringing everyon product back by

0:21:24.036 --> 0:21:27.116
<v Speaker 1>the end of the decade. If it's not going to

0:21:27.156 --> 0:21:31.076
<v Speaker 1>be a subscription, Like, what's it going to be? What

0:21:31.156 --> 0:21:33.116
<v Speaker 1>are your other options? It's probably going to be a

0:21:33.116 --> 0:21:37.196
<v Speaker 1>combination of things. So right now, for in the subscription program,

0:21:37.396 --> 0:21:42.156
<v Speaker 1>we're using mail basically FedEx a ups to bring it

0:21:42.196 --> 0:21:45.676
<v Speaker 1>back fast forward three or four years. You'll be able

0:21:45.716 --> 0:21:50.156
<v Speaker 1>to bring back your running shoes in basically where you

0:21:50.196 --> 0:21:53.076
<v Speaker 1>bought them, similarly like you'd do it with other products.

0:21:53.556 --> 0:21:57.156
<v Speaker 1>Because you know, this business model that our industry works on,

0:21:58.036 --> 0:22:00.516
<v Speaker 1>taking crude oil out of the earth and then throwing

0:22:00.556 --> 0:22:04.036
<v Speaker 1>it away is just not sustainable, bitter, you know, neither

0:22:04.156 --> 0:22:07.876
<v Speaker 1>for the planet nor economically. I mean, I feel like

0:22:07.916 --> 0:22:11.876
<v Speaker 1>the economics of it clearly work now. And if you

0:22:11.956 --> 0:22:14.196
<v Speaker 1>really wanted it to change, what you would want is

0:22:14.276 --> 0:22:17.556
<v Speaker 1>to impose a price on throwing it away, right, Make

0:22:17.556 --> 0:22:19.636
<v Speaker 1>it more expensive to throw it away, make it cheaper

0:22:19.676 --> 0:22:23.396
<v Speaker 1>to return it to the company, or make that price

0:22:23.516 --> 0:22:25.756
<v Speaker 1>embedded in the price of the shoe when you buy

0:22:25.796 --> 0:22:28.316
<v Speaker 1>it at retail. Right, Like that's what we've done with cans, Right,

0:22:28.356 --> 0:22:31.396
<v Speaker 1>there's a deposit that sort of embeds that price in

0:22:31.436 --> 0:22:35.756
<v Speaker 1>the retail price and makes it worth collecting and returning. Right,

0:22:36.076 --> 0:22:40.316
<v Speaker 1>do you see any sort of top down price changes

0:22:40.396 --> 0:22:43.916
<v Speaker 1>like that is that something absolutely seems more Euish than

0:22:44.236 --> 0:22:51.836
<v Speaker 1>American Ish. Just just wait, look, plastics is in you smoking? Um,

0:22:51.876 --> 0:22:54.556
<v Speaker 1>you know the you know and you're in the plastics business.

0:22:54.636 --> 0:22:57.636
<v Speaker 1>This is absolutely or Jr. Saying that, Hey, yeah, it's

0:22:57.716 --> 0:23:02.116
<v Speaker 1>well we stay the heads at that back in the day,

0:23:02.116 --> 0:23:05.236
<v Speaker 1>you know, choking aside. Um. You know, similar to how

0:23:05.836 --> 0:23:11.356
<v Speaker 1>oil fuel is taxed, Um, there will be a tax

0:23:11.476 --> 0:23:15.076
<v Speaker 1>on on plastic and there will be a will be

0:23:15.116 --> 0:23:19.796
<v Speaker 1>mandatory eventually to recycle plastics like it is with other

0:23:19.836 --> 0:23:22.956
<v Speaker 1>things that you mentioned. Um, whether that is five years

0:23:22.956 --> 0:23:25.436
<v Speaker 1>out or ten years out of fifty years out, it's

0:23:25.436 --> 0:23:28.956
<v Speaker 1>definitely the right thing to do. Once that comes into play,

0:23:29.396 --> 0:23:31.796
<v Speaker 1>it will they definitely make economic sense to be a

0:23:31.796 --> 0:23:35.516
<v Speaker 1>first mover. Um. And you know in an on product

0:23:35.556 --> 0:23:38.396
<v Speaker 1>to day there maybe four or five dollars worth of

0:23:39.196 --> 0:23:42.916
<v Speaker 1>of of plastics that we can recuperate. And in this way,

0:23:45.956 --> 0:23:48.116
<v Speaker 1>We'll be back in a minute with a Swiss and

0:23:48.396 --> 0:23:58.276
<v Speaker 1>running shoe themed lightning round. Now let's get back to

0:23:58.356 --> 0:24:01.596
<v Speaker 1>what's your problem. I want to finish with a lightning

0:24:01.636 --> 0:24:04.436
<v Speaker 1>round a bunch of all right quick questions. What's the

0:24:04.476 --> 0:24:08.316
<v Speaker 1>first pair of shoes you had that you remember Adidas

0:24:08.476 --> 0:24:12.556
<v Speaker 1>is with a really nice velcro. Oh, the velcro, It's

0:24:12.716 --> 0:24:14.996
<v Speaker 1>makes so much sense velcro. Why do you think velcro

0:24:15.116 --> 0:24:19.276
<v Speaker 1>didn't like? Yeah? Is it? Is it actually worse? Like

0:24:19.316 --> 0:24:22.276
<v Speaker 1>you from your sort of shoe science knowledge, is velcro

0:24:22.396 --> 0:24:26.876
<v Speaker 1>a worse closure than laces? Laces are remarkably persistent technology. Well,

0:24:26.876 --> 0:24:30.276
<v Speaker 1>the laces allow you to really finally adjust. Um, you

0:24:30.316 --> 0:24:32.556
<v Speaker 1>know how how how tight the shoe is in different

0:24:32.556 --> 0:24:36.476
<v Speaker 1>parts of the of the upper But velcrois is a

0:24:36.596 --> 0:24:40.916
<v Speaker 1>very nice technology. Um, what situation is too formal to

0:24:40.916 --> 0:24:48.036
<v Speaker 1>wear sneakers? None? Meeting the Pope? No? Absolutely, I did

0:24:48.076 --> 0:24:51.556
<v Speaker 1>them our IPO in sneakers and a pair of shorts.

0:24:51.556 --> 0:24:53.676
<v Speaker 1>So of course you did the IPO in snea because

0:24:53.716 --> 0:24:59.716
<v Speaker 1>that's marketing. Okay, getting married, getting married sneakers to get married? Absolutely,

0:24:59.716 --> 0:25:02.756
<v Speaker 1>I actually got married barefoot. Well that that's a hippie

0:25:02.756 --> 0:25:06.436
<v Speaker 1>classic of respect. That Um, okay, let's do some quick

0:25:07.076 --> 0:25:14.596
<v Speaker 1>Switzerland comparisons. Um Greer or Emmental Greer, Eiger or Matterhorn.

0:25:14.716 --> 0:25:19.076
<v Speaker 1>I must say the Matterhorn is very spectacular. Stad Or

0:25:19.156 --> 0:25:22.996
<v Speaker 1>Samrits Samorets. That's where I live. So you worked at

0:25:23.676 --> 0:25:28.396
<v Speaker 1>the consultancy McKinsey before you started on and I'm surious

0:25:28.396 --> 0:25:33.116
<v Speaker 1>if you think McKinsey is overrated or underrated. I think

0:25:33.156 --> 0:25:38.676
<v Speaker 1>it's overrated. I feel probably mentioned consultants are are overused

0:25:39.316 --> 0:25:43.076
<v Speaker 1>and companies should do things more with their own staff.

0:25:43.076 --> 0:25:45.756
<v Speaker 1>We're definitely trying that. Is there something you learned as

0:25:45.756 --> 0:25:48.916
<v Speaker 1>a consultant that you have found useful running a company? Oh,

0:25:48.996 --> 0:25:51.996
<v Speaker 1>many things at McKinsey. When you when you are in

0:25:51.996 --> 0:25:55.236
<v Speaker 1>a new assignment, you always talk to people that have

0:25:55.396 --> 0:25:58.796
<v Speaker 1>done something in that space before, so you're you're not

0:25:58.836 --> 0:26:02.236
<v Speaker 1>afraid to show that you have no clue about even

0:26:02.236 --> 0:26:03.836
<v Speaker 1>though though you can. Empaid a lot of money to

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<v Speaker 1>consult in a company, and that's something that we have

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<v Speaker 1>applied it on heavily, you know, like we're able to it.

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<v Speaker 1>As a startup entrepreneur, you have access to a lot

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<v Speaker 1>of people that they're just helping you because they feel

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<v Speaker 1>for you, because they've been in the same situation. What's

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<v Speaker 1>your second favorite brand of running shoes? Well, I'll have

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<v Speaker 1>to pass on that one. Passport. Capetti is the co

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<v Speaker 1>founder of on. Today's show was produced by Edith Russolo.

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<v Speaker 1>It was edited by Sarah Knicks and Robert Smith and

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<v Speaker 1>engineered by Amanda ka Wong. I'm Jacob Goldstein. You can

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<v Speaker 1>find me on Twitter at Jacob Goldstein, or you can

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<v Speaker 1>email us at problem at Kushkin dot FM. We'll be

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<v Speaker 1>back next week with another episode of What's Your Problem