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Ep 333: Three Years to 8 Figures with Brandon Horoho - Montana Knife Company
14 ideas de marketing sacadas de «Ep 333: Three Years to 8 Figures with Brandon Horoho - Montana Knife Company», de DTC Podcast. Sobre todo de estrategia…
- 14 ideas despiezadas
- Fuente DTC Podcast
- Dura 54 min
- Publicada en 2023
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Estrategia de contenidosCada jueves lanzan la producción semanal de un modelo y durante toda la semana concentran email, SMS y redes en sus características. En vez de comunicar todo el catálogo, el lanzamiento y la innovación proporcionan una razón concreta para generar expectación sin depender de descuentos.
every single week? How can I create something exciting? How can I create something that's worth sending an email out to a couple hundred thousand people? Like what is exciting enough to talk about that? You know, it's, that's not a hard sell, but it's like, Hey, here's something new. So that's, so that's like, that's our, our kind of way of doing paid ads is kind of doubling down on our product, doubling down on innovation. And then, you know, just doubling down on something exciting. So, you know, good examples of something exciting is like doing a collaboration with Yeti that will drop like…
Escúchalo en el minuto 15:08
Usa colaboraciones con audiencias afines para presentar el producto a clientes nuevos
Canales de adquisiciónLa marca crea colaboraciones de edición limitada con socios más grandes, prepara la landing, los creativos y el email, y el socio envía la oferta a su lista. Así el socio entrega un producto propio a su audiencia y la marca obtiene nuevos compradores; si procede, parte de la venta puede destinarse a una causa del socio.
So top of funnel is, you know, I would have to say like our greatest, you know, wins have come from collaboration. Um, if it's either collaborating on a knife with another brand, um, doing a big giveaway on Instagram, like that to us has been our greatest mover on Instagram. But the other stuff that we've been doing is, you know, since we're, you know, this knife company that has very, very limited stock, we're very exclusive. Um, I've been able to reach out to like our partner brands, brands much bigger than us, a hundred year old brands, you know, they've been in the hunting space forever…
Escúchalo en el minuto 37:40
Planifica los lanzamientos con mucha antelación y opera semana a semana
Estrategia de contenidosEl responsable de marketing y operaciones programó todos los lanzamientos hasta el último jueves de 2024, aproximadamente seis trimestres. Aunque 52 lanzamientos anuales parecen enormes, la operación se vuelve manejable cuando se ejecuta una semana por vez.
We are. So I have, so I, my operations manager and I, we actually sat down and we completely scheduled out every drop now until the last weekend, the last Thursday in 2024. So we have pretty much six quarters completely lined out. And it's, it looks like an elephant, but like I said, like, you know, that kind of, that kind of how they say it's like just taking it one bite at a time. It's not that bad when you're new, when you take it week by week by week, but over like saying like, Hey, I'm going to drop, I'm going to have 52 drops next year. That sounds insane, but the system's there and we…
Escúchalo en el minuto 17:44
Oferta y precioEl modelo de lanzamientos surgió de una limitación de abastecimiento: no podían prometer acero ni una fecha de fabricación. Rechazar preventas les permitió vender solo producto listo y sostener la promesa de despacho rápido; reportan que el 95% de los paquetes salió al día siguiente.
And the thing too, is like, I want to be very clear, like the drop model wasn't a plan. It wasn't like this, we didn't come into this, like, Hey, let's start a drop model. It was literally like, we were able to afford to make enough knives and that's, I just launched it on Thursday. And then next one. And the problem is like, we couldn't do pre-orders because we didn't know if we were going to be able to get steel. And this was during the height of COVID and stuff like that. And, you know, all the military complexes were like buying enough steel and like all this stuff. So we were just like…
Escúchalo en el minuto 21:35
Usa PR de nicho para estar presente en búsquedas de intención alta
Canales de adquisiciónSu objetivo de PR no era cobertura masiva, sino aparecer entre los tres primeros resultados editoriales para búsquedas como “mejor cuchillo de caza”. Seleccionan publicaciones donde el público ya investiga equipo y compras de temporada.
what's been a PR win for MKC? So, you know, our, our PR is extremely niched. Like we completely, you know, so the goal was to like, Hey, in the hunt space, we just want to show up in every magazine. We want to show up in, on every product blog. You know, our biggest thing, our goal this year was when you Googled, um, best knife company or, best, hunting knife, you know, we were able to get on the list of like the top three of those. So that's our biggest win for PR is, you know, just showing up and showing up in like organic search, you know, and like really targeting those like publications…
Escúchalo en el minuto 28:11
Retención y relación con el clienteAl crear el negocio desde cero, el equipo instaló sistemas para captar email y SMS y para poder avisar a cada visitante. Construir esa base propia temprano les dio una audiencia a la que comunicar los lanzamientos.
thing is, is like, you know, you know, I've been in the direct consumer space for like 10 to 15 years prior to this, you know, I made every mistake in the book. There probably isn't a mistake I haven't made, but that was the nice part about going into this company and starting it from scratch was we were able to set up the systems from day one. Um, you know, collecting emails, collecting SMS, um, getting people just ways to notify every customer that comes to our website, things like that and building that base early. But then, you know, the biggest thing is, is I think
Escúchalo en el minuto 11:25
Sustituye la pauta restringida con presencia de comunidad y siembra de producto
Canales de adquisiciónAl no poder depender de anuncios de performance en su categoría, la marca priorizó ferias, contacto cara a cara, contenido constante y poner el producto en manos de personas. La lógica es que un producto de calidad genera uso, conversación y recompra mediante boca a boca.
here. And then also at the same time, a lot of our competitors were exiting the space because the hunt space is really, really hard to advertise it. Cause you can't pay to play performance ads are really hard to run, but we're like, well, we're authentic. We're the hunters. Like we can do this. We can create the content that kind of battled the, you know, the paid issue. And, um, so that was, so then we're just is like, that's the thing is like Josh and I are at every like hunting expo we're at, massive. And I think that's the thing is like, what's worked really well for Montana knife company…
Escúchalo en el minuto 8:51
Retención y relación con el clienteEl entrevistado sostiene que el marketing puede lograr la primera venta, pero la calidad de fabricación determina la segunda y tercera. Además, diseñar productos con funciones complementarias da un motivo práctico para ampliar la colección.
You know, I think that, you know, I, I think the first thing is no matter what it's quality, the quality of the first knife. Um, I always joke around that I can sell anyone one knife, but it takes the quality of the knife in the manufacturing to sell the second and third. So, um, I would start with that. But then also too, is like the, the knives that we're designing, there are, they're all for a purpose. So I think that's why people are buying second and third and fourth knives is like, you know, they will buy the black foot, which is like a general hunting knife, but then we have filet…
Escúchalo en el minuto 40:12
Marca y posicionamientoLa empresa comunicó sus problemas para conseguir acero y con proveedores en vez de ocultarlos. Esa transparencia hizo visible el esfuerzo de fabricar localmente y ayudó a que la comunidad se involucrara y difundiera la marca.
it was just like being completely transparent about our growth story. You know, like we, we were, we were never like, we never hid the fact that we were the small guys and we were struggling and we were trying to find steel. And like, you know, the first year, like every social media post was pretty much me just complaining about not finding steel, you know, dealing with bad vendors, um, dealing with bad, you know, partners and suppliers and things like that. And it was kind of cool because it, almost, the community rallied around us because they saw what we were doing. They saw how hard it…
Escúchalo en el minuto 11:57
Estrategia de contenidosCon presupuesto extra, el entrevistado priorizaría un evento presencial centrado en embajadores, clientes fieles y aprendizaje práctico. El valor no termina en el evento: su contenido puede alimentar la comunicación de la marca durante el año siguiente.
money into, into ads, if we were to give you a $50,000 grant, how would you apply that to your business to, to see the most growth? Oh, that's a good question. If I had another 50,000, I think what I would do is, um, I would create some type of in-person activation event. Um, if you know, like a mini, um, you know, kind of like expo or something that would be just all central around us, invite in all the people that helped grow our brand, all of our ambassadors, all of our like hunt athletes, um, any of our, all of our top fans. Um, I would bring them all in and like do some type of really…
Escúchalo en el minuto 41:25
Mantén reglas visuales estables para que las excepciones parezcan eventos
Marca y posicionamientoTodos los modelos se presentan en las mismas seis variantes de color para reforzar una identidad reconocible. Al desviarse rara vez de esa norma, una edición distinta adquiere el carácter de evento especial.
now? So I think, I think knife wise, you know, including our culinary, I think we're around like 12 or 13 individual SKUs. And then all of them are always come in the same six colors too. And that was, that was like one thing that was very different in the knife world was especially the mass, you know, mass produced side was like, Hey, we'll do this knife. And like, maybe we'll launch it in black and blue. Next one we'll launch in like black and OD or something like that. But I was like, you know, kind of taking a page out of like Apple and stuff like this. I was like, but we, this is a…
Escúchalo en el minuto 16:54
Tener inventario generó el mayor crecimiento de nuevos clientes
Medición y experimentosLa marca descubrió que coexistían clientes que disfrutaban competir por un lanzamiento y otros que solo querían comprar cuando les convenía. Al tener por primera vez un modelo disponible, registraron su mayor crecimiento de nuevos compradores; algunos lanzamientos se habían agotado en 45 segundos, mientras que las compras posteriores también fueron relevantes.
So I think the biggest thing is, is that, you know, a lot of these companies that do drop stuff, they're always like worried about being in stock because they're like, Oh no, like the excitement's gone and all this stuff. And this is another, another time where I love being wrong is I thought like, man, once we're in stock that, you know, it's going to start, it's going to start killing our drop models on Thursday night and stuff like that. But then what we found out is that we actually have two types of customers. We have one type of customer that absolutely loves to drop model. They'd like…
Escúchalo en el minuto 18:32
El 96% de los compradores encuestados eran hombres
Investigación de mercado y clienteUna encuesta NPS con preguntas adicionales indicó que entre quienes ya poseían un cuchillo, el 96% eran hombres. La marca usa ese hallazgo para describir su composición demográfica actual.
Mm-hmm. No. So, um, we, uh, we just did a, um, uh, NPS survey with some additional questions, just, just to find out who our customer really is. Um, and we're 90%, 96% male right now is our, is our current purchaser who owns a knife. So, we're very, male heavy, um, on our demo. And,
Escúchalo en el minuto 20:32
Montana Knife Company creció 1.600% desde su inicio
Medición y experimentosLa introducción del episodio atribuye a Brandon Horoho un crecimiento de 1.600% desde que comenzó el negocio de cuchillos en 2020. Es una cifra de contexto sobre la trayectoria de la marca.
had to be very strategic when it comes to driving the 1,600% growth that he's architected since starting the business with master bladesmith Josh Smith in 2020, just three years ago.
Escúchalo en el minuto 0:15
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