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Ep 576: How Silk & Snow Scaled to 10 Retail Stores by Focusing on Profitable CAC
13 ideas de marketing sacadas de «Ep 576: How Silk & Snow Scaled to 10 Retail Stores by Focusing on Profitable CAC», de DTC Podcast. Sobre todo de canales…
- 13 ideas despiezadas
- Fuente DTC Podcast
- Dura 45 min
- Publicada en 2026
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Expande a categorías adyacentes antes de que el cliente deje de volver
Oferta y precioEn categorías de ticket alto como colchones, el cliente no necesita volver en años. Silk & Snow pasó de colchones a bedding, muebles y todo el hogar para dar reasons de return visits. Sin esa expansión, la relación con el cliente se corta tras la primera compra.
customer isn't coming back. It takes a very long time for them to need a mattress. And so uh part of our exercise was to kind of give a reason for customers to keep coming back. It also played into you you have to ultimately make it interesting and and also allow the customer to have an affinity to the brand and it's very tough to do with uh just the the mattress category. Um over time we uh a logical first step was we started building out our sleep accessories. So things like pillows, uh comforter duvets, uh bed sheets and um we we started growing all the adjacent categories that revolved…
Escúchalo en el minuto 11:52
Extiende la ventana de venta para productos high-consideration
Canales de adquisiciónPara productos de ticket alto como sofás y colchones, la decisión de compra toma semanas, no días. Silk & Snow no hace flash sales sino promos extendidas de Black Friday que duran semanas, alineándose con el purchase cycle real del cliente. Eso reduce presión y aumenta conversion.
>> And then how do you handle discounting? Um because our journey of consideration for our customers takes weeks uh rather than days, we try to uh give more time to our customers and communicate our Black Friday promos a little bit earlier. Um I think it's even more important for uh big ticket purchases like sofas or furniture products and mattresses. So, we try not to have like flash sales or things that uh only appear for a few days and we try to have an extended period, but um I find a lot of retailers are moving in that direction.
Escúchalo en el minuto 33:56
ROAS alto en plataforma es una señal de alerta, no un flex
Medición y experimentosUn ROAS alto dentro de una plataforma publicitaria indica que se está tomando crédito por toda la conversión cuando en realidad se están canibalizando ventas que habrían ocurrido orgánicamente. La salud real del negocio se mide con high volume y ROAS bajo en plataforma, complementado por canales de brand awareness.
building. I saw a good tweet the other day about that that was just like if you think that having a high rorowass in platform is is a flex then you're you're lost because really it's like high volume low rorowass is what you want to see and then you want to have all your other channels dialed to you know to be you know take rather than just grabbing the the attribution they well you want them working together like a symphony and you and have to be the more you're willing to take a low on platform rorowass means maybe more health in the long term of your business if you're thinking about it…
Escúchalo en el minuto 30:52
Canales de adquisiciónSilk & Snow usa los datos de clientes online (geografía, productos más vendidos) para determinar dónde abrir tiendas bricks & mortar. El online dicta el mercado y lo que funciona en él, y eso se cruza con oportunidades de real estate. Los retailers pure-play no tienen esa ventaja.
we have digitally native roots, everything is data driven. We know exactly where our customer is coming from. Um, and we often let online dictate where our market is and what sells in those markets and and what works and so we've definitely had the benefit of data and and opening up markets and and when you layer that in with just real estate opportunities as they come up, it it becomes a much more easier exercise. We've been with uh other retailers where you the starting point was bricks and mortar and then you don't have the benefit of of the amount of data that we have and and I found that…
Escúchalo en el minuto 18:27
De messaging funcional a aspiracional y cause-driven
Marca y posicionamientoLos productos funcionales (colchones como 'grudge purchase') generan messaging reactivo ('soluciona tu dolor de espalda'). La marca aspiracional se construye con causas sociales (tree planting como reemplazo de bundles gratis) que generan affinity a largo plazo y diferenciación sobre competidores.
do now, right? >> Yeah. I think uh with mattresses, it's very functional as a purchase. So, usually the starting point is you you're starting uh from a place of a problem like uh either your mattress is worn out or you have back pain or um you're sleeping hot. So, a lot of it the purchase journey starts from a problem that you're trying to fix. And we found that that's always a very difficult marketing message to get across is you're trying to address a problem. It's not as nice as um uh some of the products that we've grown into where you're really just trying to improve the aesthetic of…
Escúchalo en el minuto 13:57
AOV de colchones ~$1,000 con ~50% destinado a marketing
Canales de adquisiciónEn 2017, adquirir un cliente de colchón costaba aproximadamente la mitad del ticket promedio ($1,000), lo que hacía el unit economics muy difícil. Esa presión forzó a Silk & Snow a buscar crecimiento orgánico y expansión categorial.
typical AOV is about $1,000 and uh if you can imagine like it's probably half of that at those days were spent on marketing Um, one of the things that was kind of unique about Silk and Snow, and it was by accident, is that we we grew organically, so we didn't have the benefit of spending a whole lot of money in in acquiring customers. And I think 20 like within the first two years of our business. I think 2019 was kind of like the DTC apocalypse where a lot of businesses were in in our space were trying to IPO and they they kind of realized that the economics of marketing a mattress was not…
Escúchalo en el minuto 10:09
Cada nuevo producto genera affinity tribal, no solo demanda
Oferta y precioCada vez que Silk & Snow lanza algo nuevo (sofá, cushions), los clientes existentes lo compran no porque lo necesiten sino porque tienen affinity con la marca. La marca se convierte en destino, no en solución a un problema puntual. Eso solo ocurre tras años de relación y confianza.
soapa launch happened around April last or this year? Is that right? >> Yeah, I think it was summertime this year. I should know this, but I think it's I think it was the summertime in June. Um but yeah, it was very recent and uh yeah, each product launch has been really interesting because I find as we continue to launch more products, um it's gotten easier and what we found is that there is an affinity with our customers and just buying Silk and Snow products. So, it's less about needing a sofa and more about we've launched something new again and the customers just want to keep seeing…
Escúchalo en el minuto 37:27
Métricas CEO evolucionan: de CAC a repeatability del cliente
Medición y experimentosEn early stage, Silk & Snow medía CAC y survival. A los 8 años con base de clientes maduros, la métrica clave pasó a ser qué hace el cliente en su 2ª, 3ª o 4ª compra. Cada nuevo lanzamiento (sofás) genera affinity y return visits, lo que valida la expansión categorial.
>> And then what metrics uh as CEO are you tracking most closely today at the size of your company? And how's that evolved since your early TOC days? >> That definitely not rorowaz anymore, but it's hard not to look. Uh but uh I do find um uh what we look at uh quite a bit is just the repeatability of the customer. Um I think early days you you're just fighting for survival like at any other startup would. So you're constantly looking at how to acquire a customer as cheaply as possible. But for us um the customers like our customers are now coming back and they're growing up. um it's been…
Escúchalo en el minuto 36:15
Tree planting reemplazó bundles y ahorró $1.3M plantando 30,000 árboles
Retención y relación con el clienteSilk & Snow reemplazó los bundles gratis (que generaban waste y off-brand) con un programa de tree planting vía Vertree. Los clientes pagaron el mismo precio sin freebies pero con impacto social. El programa resonó especialmente con clientes sustainability-conscious.
>> And then one of the things that customers can pick based on my chatbt notes here so you can correct me if you're wrong. basically replacing bundles with it like a tree planting initiative via vertree and according to Chachi Piti it saved $1.3 million and planted 30,000 trees. Is that is that true first of all? >> Yeah. that's definitely true. It's actually been a fun little journey like we I kind of mentioned uh it's it was like a necessary evil. So um what we found is that uh giving bundles is sometimes uh giving a consumer a lack of choice and something that they might not want. So uh we…
Escúchalo en el minuto 23:55
Build brand from the bottom funnel up
Medición y experimentosSilk & Snow empezó focando todo en lower funnel (conversion, traffic) y luego construyó brand awareness hacia arriba. Eso funcionó porque una vez el cliente está en el funnel, es leal y la repeatability es alta. Construir brand sin lower funnel probado es arriesgado.
getting that lower funnel right. Uh one thing that we talk about a lot is that once we get a customer into the funnel, we've found that our customers are loyal. They they've uh we typically have a very high conversion rate and a repeat rate, especially as it relates to our category. Um, and so we kind of went through this journey where we went bottom up where we focused on once we got the traffic to come to our website, it was a much easier exercise to get them to convert. But um, then we kind of went through the phase of trying to get traffic into the website and that is really a journey of…
Escúchalo en el minuto 21:15
Evita marketplaces y discount retailers para preservar brand equity
Canales de adquisiciónSilk & Snow evitó deliberately Amazon, Walmart y discount retailers. Prefirió specialty retailers que alineen con la marca. Una vez que una marca entra en discount channels, es muy difícil salir y se daña el positioning de premium.
supporting your DTOC business? Um we we've been selective with the partnerships that we've had on the retail side because our origins were uh direct to consumer. Um we've always been dealing with trying to just find distribution at the right places. Um I I think we've been a little bit different than a lot of uh people in our space where we've avoided a lot of marketplaces or we've avoided discount retailers to partner with. So, we've uh in our journey built out relationships with more specialty retailers that that kind of more align to brand, but it hasn't been a huge huge part of our…
Escúchalo en el minuto 32:14
Supply chain local como ventaja ante geopolitical risk
Oferta y precioSilk & Snow fabrica 100% en Toronto con foam, coils y telas hechos localmente. Eso permitió navegar tariffs y disruptions geopolíticas que afetaron competidores dependientes de Asia. La cercanía al end assembler es critical para productos grandes y pesados.
>> Can you talk a little bit about the supply chain? Like what goes into the making of a mattress and is it is it actually mostly a local supply chain that you built out? It is um it's obviously nothing that uh you would like it's a much smaller scale than you would find in Asia, but uh I think the supply chain here, they have all the components to make 100% Canadian-made product. Um so I think typically within the mattress category, you need fabric, you need foam, and you need coils. and all three are made locally in Toronto, but they also have quite a healthy supply chain across North…
Escúchalo en el minuto 7:45
10 tiendas físicas abiertas en 3 años, 9 solo en el último año
Medición y experimentosSilk & Snow abrió su primera tienda en Ottawa en 2023 y escaló a 10 stores en 2025, con 9 de ellas en el último año. El ritmo acelerado fue posible gracias a los datos online que guidaban la expansión y al partnership con Sleep Country Canada post-acquisition.
store in 2023. So that was about 3 years ago and we ran we felt it was a bit of a test and kind of like a lowrisk um entry into bricks and mortar. That went incredibly well. Our first store was in Ottawa and that's still one of our best performing stores today. Um, in the last year, we've kind of gone through this aggressive path of opening more bricks and mortars. Uh, we're we just opened up our Summer Hill location in Toronto as of this weekend. And so, it's uh been our 10th store. So, the So, we've opened about nine stores in the last year. Um, and that's been our 10th store today. >>…
Escúchalo en el minuto 16:50
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