Connect with us

Uncategorized

How ButcherBox bootstrapped to $600M in revenue

Some of the best companies only come about because they found a problem worth solving. For ButcherBox, it was fixing the broken meat industry.
How ButcherBox…

Published

on

Some of the best companies only come about because they found a problem worth solving.

For Mike Salguero, CEO and co-founder at ButcherBox, the problem and opportunity in the extraordinarily broken space of meat production and distribution simply could not be ignored. Armed with an idea for how to do things differently, the company ran a Kickstarter campaign back in 2015, which drew the attention of its first thousand customers. From there, the company has continued to grow.

At the recent Creative Technologist conference organized by venture capital fund Baukunst, Salguero shared that the company has seen $600 million worth of revenue without taking a penny of external investment and talked about some of the lessons he learned along the way. 

A rocky start

ButcherBox isn’t Salguero’s first rodeo. His first company was CustomMade.com, which raised $30 million in venture capital from First Round Capital, Google and Atlas Ventures in a series of funding rounds.

But in spite of all the money it raised, the company wasn’t successful. “My experience was really bad. We lost everyone’s money, which I felt a lot of shame about,” Salguero recalls. “At the very end, I had diluted myself so much, I owned just 5.5% of the company. The business failed, and we ended up going bankrupt, losing everyone’s money.”

After that, Salguero decided to walk a very different path with his next company, which he started after being confronted with a very personal problem. His wife has a thyroid condition, and in the process of doing an elimination diet to figure out what foods she might be intolerant to, they learned about grass-fed beef. However, this kind of meat was hard to find in the supermarkets in Boston.

“While CustomMade was falling apart, I started calling farmers and asking them if I could buy a half-share of meat,” Salguero laughs. That’s a lot of meat, and he describes it as “basically two trash bags full of beef.”

“I was meeting meat farmers in parking lots, buying a couple of trash bags full of meat — I’m sure that didn’t seem sketchy at all,” he said. “But it was too much meat for my freezer, so I ended up selling the excess meat to friends or people I was working for.”

Some of his buyers repeatedly told him that it would be much better if the meat was delivered to their houses, and thus, the basic idea for ButcherBox was born.

Meat in the mail

“I got obsessed with the idea and started researching how you ship meat in the mail. I had no idea how to do it. But I’m a big believer in finding people who have done something before and then asking them for help. It skips a lot of the hard work,” Salguero explains. “I found the former head of operations of Omaha Steaks, which at the time was the big behemoth of meat in the mail. And he just said ‘Oh, yeah, my non-compete just ended. I’ll be glad to help you.’ He put all the pieces together at the beginning.”

Then everything started happening all at once. Salguero was fired from CustomMade and even though he had aspirations of taking a 100 days off, going on a silent meditation retreat and recharging, he threw himself into building ButcherBox less than a week later.

He hired an intern and launched a Kickstarter campaign in September of 2015, a decision made out of a desperation to never raise money again. Fundraising wouldn’t be necessary, he thought, as he wanted to do this as a hobby rather than as a big business.

I’m only going to put in $10,000 into this thing,” Salguero recalls deciding, adding that he vowed to keep things light and easy. “I gave equity to the Omaha Steaks guy, and I gave equity to the branding studio, which in retrospect was a mistake, because I had way too low of a valuation.” 

Mike Salguero, CEO at ButcherBox speaks at the Baukunst Creative Technologists conference. Image Credits: Haje Kamps / TechCrunch

All aboard the rocket ship

“We agree with vegetarians.” Mike Salguero, CEO, ButcherBox

The company had a goal of $25,000 for the crowdfunding campaign, but it ended up raising eight times that amount in preorders. It soon converted a lot of the preorder customers into subscribers, and the rest is history. The company went from revenue of $275,000 in 2015 to $5 million in 2016, then $31 million in 2017 and kept growing.

When COVID-19 hit, the meat-packing industry didn’t fare well, but ButcherBox’s revenue just kept growing as people started subscribing to home delivery services like there was no tomorrow. In 2019, the company had revenues of $225 million, but the pandemic tailwinds nearly doubled its top line to $440 million. In 2021, the company recorded $550 million, and this year, Salguero is optimistic his company will go past the $600 million mark. 

“This whole time, I’ve just been on a rocket ship,” Salguero says.

Beyond the numbers, the company has continued to stay true to its original mission of trying to make a difference.

ButcherBox became a certified B corp in January 2021, joining the ranks of other heart-forward companies such as Allbirds, Ben & Jerry’s, King Arthur Flour and Patagonia, and further fortifying its aspirations as a company that takes a stand.

Growing without external investment

Figuring out how you build and grow a company without external investment is an exercise in scrappiness, but Salguero’s team had a few tricks up its sleeve, starting with the Kickstarter campaign and a number of communities who cared deeply about how and what they eat.

The company figured out how to growth-hack its way to success by tapping bloggers and nutritionists. “You said eat grass-fed beef,” the company would tell them and created an affiliate model to help incentivize them to promote its products. “We don’t have any money, so we can’t pay you up front, but we will pay you for every box that person gets, and we will make sure that you get like $10 or $15,” went their communications, Salguero said.

A lot has changed since the early days. Today, the company is paying a lot more up front to get access to customers.

“The decision to not raise money forced us to make those kinds of moves. We created a moat around the entire paleo/keto/CrossFit world with all the influencers,” Salguero recalls. “All of those influencers are all still getting checks from us, and some of those checks are $5,000 to $10,000 a month. They’re not going to rep someone else’s stuff, because they don’t want to stop that income stream.”

The company essentially stumbled into influencer and affiliate marketing, staying lean in the process.

How ButcherBox bootstrapped to $600M in revenue by Haje Jan Kamps originally published on TechCrunch

Read More

Continue Reading

Uncategorized

Fast-food chain closes restaurants after Chapter 11 bankruptcy

Several major fast-food chains recently have struggled to keep restaurants open.

Published

on

Competition in the fast-food space has been brutal as operators deal with inflation, consumers who are worried about the economy and their jobs and, in recent months, the falling cost of eating at home. 

Add in that many fast-food chains took on more debt during the covid pandemic and that labor costs are rising, and you have a perfect storm of problems. 

It's a situation where Restaurant Brands International (QSR) has suffered as much as any company.  

Related: Wendy's menu drops a fan favorite item, adds something new

Three major Burger King franchise operators filed for bankruptcy in 2023, and the chain saw hundreds of stores close. It also saw multiple Popeyes franchisees move into bankruptcy, with dozens of locations closing.

RBI also stepped in and purchased one of its key franchisees.

"Carrols is the largest Burger King franchisee in the United States today, operating 1,022 Burger King restaurants in 23 states that generated approximately $1.8 billion of system sales during the 12 months ended Sept. 30, 2023," RBI said in a news release. Carrols also owns and operates 60 Popeyes restaurants in six states." 

The multichain company made the move after two of its large franchisees, Premier Kings and Meridian, saw multiple locations not purchased when they reached auction after Chapter 11 bankruptcy filings. In that case, RBI bought select locations but allowed others to close.

Burger King lost hundreds of restaurants in 2023.

Image source: Chen Jianli/Xinhua via Getty

Another fast-food chain faces bankruptcy problems

Bojangles may not be as big a name as Burger King or Popeye's, but it's a popular chain with more than 800 restaurants in eight states.

"Bojangles is a Carolina-born restaurant chain specializing in craveable Southern chicken, biscuits and tea made fresh daily from real recipes, and with a friendly smile," the chain says on its website. "Founded in 1977 as a single location in Charlotte, our beloved brand continues to grow nationwide."

Like RBI, Bojangles uses a franchise model, which makes it dependent on the financial health of its operators. The company ultimately saw all its Maryland locations close due to the financial situation of one of its franchisees.

Unlike. RBI, Bojangles is not public — it was taken private by Durational Capital Management LP and Jordan Co. in 2018 — which means the company does not disclose its financial information to the public. 

That makes it hard to know whether overall softness for the brand contributed to the chain seeing its five Maryland locations after a Chapter 11 bankruptcy filing.

Bojangles has a messy bankruptcy situation

Even though the locations still appear on the Bojangles website, they have been shuttered since late 2023. The locations were operated by Salim Kakakhail and Yavir Akbar Durranni. The partners operated under a variety of LLCs, including ABS Network, according to local news channel WUSA9

The station reported that the owners face a state investigation over complaints of wage theft and fraudulent W2s. In November Durranni and ABS Network filed for bankruptcy in New Jersey, WUSA9 reported.

"Not only do former employees say these men owe them money, WUSA9 learned the former owners owe the state, too, and have over $69,000 in back property taxes."

Former employees also say that the restaurant would regularly purchase fried chicken from Popeyes and Safeway when it ran out in their stores, the station reported. 

Bojangles sent the station a comment on the situation.

"The franchisee is no longer in the Bojangles system," the company said. "However, it is important to note in your coverage that franchisees are independent business owners who are licensed to operate a brand but have autonomy over many aspects of their business, including hiring employees and payroll responsibilities."

Kakakhail and Durranni did not respond to multiple requests for comment from WUSA9.

Read More

Continue Reading

Uncategorized

Industrial Production Increased 0.1% in February

From the Fed: Industrial Production and Capacity Utilization
Industrial production edged up 0.1 percent in February after declining 0.5 percent in January. In February, the output of manufacturing rose 0.8 percent and the index for mining climbed 2.2 p…

Published

on

From the Fed: Industrial Production and Capacity Utilization
Industrial production edged up 0.1 percent in February after declining 0.5 percent in January. In February, the output of manufacturing rose 0.8 percent and the index for mining climbed 2.2 percent. Both gains partly reflected recoveries from weather-related declines in January. The index for utilities fell 7.5 percent in February because of warmer-than-typical temperatures. At 102.3 percent of its 2017 average, total industrial production in February was 0.2 percent below its year-earlier level. Capacity utilization for the industrial sector remained at 78.3 percent in February, a rate that is 1.3 percentage points below its long-run (1972–2023) average.
emphasis added
Click on graph for larger image.

This graph shows Capacity Utilization. This series is up from the record low set in April 2020, and above the level in February 2020 (pre-pandemic).

Capacity utilization at 78.3% is 1.3% below the average from 1972 to 2022.  This was below consensus expectations.

Note: y-axis doesn't start at zero to better show the change.


Industrial Production The second graph shows industrial production since 1967.

Industrial production increased to 102.3. This is above the pre-pandemic level.

Industrial production was above consensus expectations.

Read More

Continue Reading

Uncategorized

Southwest and United Airlines have bad news for passengers

Both airlines are facing the same problem, one that could lead to higher airfares and fewer flight options.

Published

on

Airlines operate in a market that's dictated by supply and demand: If more people want to fly a specific route than there are available seats, then tickets on those flights cost more.

That makes scheduling and predicting demand a huge part of maximizing revenue for airlines. There are, however, numerous factors that go into how airlines decide which flights to put on the schedule.

Related: Major airline faces Chapter 11 bankruptcy concerns

Every airport has only a certain number of gates, flight slots and runway capacity, limiting carriers' flexibility. That's why during times of high demand — like flights to Las Vegas during Super Bowl week — do not usually translate to airlines sending more planes to and from that destination.

Airlines generally do try to add capacity every year. That's become challenging as Boeing has struggled to keep up with demand for new airplanes. If you can't add airplanes, you can't grow your business. That's caused problems for the entire industry. 

Every airline retires planes each year. In general, those get replaced by newer, better models that offer more efficiency and, in most cases, better passenger amenities. 

If an airline can't get the planes it had hoped to add to its fleet in a given year, it can face capacity problems. And it's a problem that both Southwest Airlines (LUV) and United Airlines have addressed in a way that's inevitable but bad for passengers. 

Southwest Airlines has not been able to get the airplanes it had hoped to.

Image source: Kevin Dietsch/Getty Images

Southwest slows down its pilot hiring

In 2023, Southwest made a huge push to hire pilots. The airline lost thousands of pilots to retirement during the covid pandemic and it needed to replace them in order to build back to its 2019 capacity.

The airline successfully did that but will not continue that trend in 2024.

"Southwest plans to hire approximately 350 pilots this year, and no new-hire classes are scheduled after this month," Travel Weekly reported. "Last year, Southwest hired 1,916 pilots, according to pilot recruitment advisory firm Future & Active Pilot Advisors. The airline hired 1,140 pilots in 2022." 

The slowdown in hiring directly relates to the airline expecting to grow capacity only in the low-single-digits percent in 2024.

"Moving into 2024, there is continued uncertainty around the timing of expected Boeing deliveries and the certification of the Max 7 aircraft. Our fleet plans remain nimble and currently differs from our contractual order book with Boeing," Southwest Airlines Chief Financial Officer Tammy Romo said during the airline's fourth-quarter-earnings call

"We are planning for 79 aircraft deliveries this year and expect to retire roughly 45 700 and 4 800, resulting in a net expected increase of 30 aircraft this year."

That's very modest growth, which should not be enough of an increase in capacity to lower prices in any significant way.

United Airlines pauses pilot hiring

Boeing's  (BA)  struggles have had wide impact across the industry. United Airlines has also said it was going to pause hiring new pilots through the end of May.

United  (UAL)  Fight Operations Vice President Marc Champion explained the situation in a memo to the airline's staff.

"As you know, United has hundreds of new planes on order, and while we remain on path to be the fastest-growing airline in the industry, we just won't grow as fast as we thought we would in 2024 due to continued delays at Boeing," he said.

"For example, we had contractual deliveries for 80 Max 10s this year alone, but those aircraft aren't even certified yet, and it's impossible to know when they will arrive." 

That's another blow to consumers hoping that multiple major carriers would grow capacity, putting pressure on fares. Until Boeing can get back on track, it's unlikely that competition between the large airlines will lead to lower fares.  

In fact, it's possible that consumer demand will grow more than airline capacity which could push prices higher.

Related: Veteran fund manager picks favorite stocks for 2024

Read More

Continue Reading

Trending