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How design company Orbitkey landed on the perfect approach to Afterpay Day – and quadrupled its revenue as a result.

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Announcing when a brand is having a sale is a fine art: do it too early, and you won’t be able to meet daily sales targets as people wait for the sale to begin; but do it too late, and you’ll miss out on a slew of new customers.For <a href="https://www.orbitkey.com.au/" rel="noopener noreferrer" target="_blank">Orbitkey</a> e-commerce and marketing lead Hans Suhartanto, there’s a magic number, which he figured out in the third year of participating in <a href="https://www.afterpay.com/en-AU/afterpay-day-merchants" rel="noopener noreferrer" target="_blank">Afterpay Day</a>.&nbsp;“Three to four days is a good time to announce that we’ve joined the event,” he says. “If we promote earlier, people will hold back. Three to four days strikes a balance between the customer knowing about Afterpay Day and also maintaining consistent daily sales.”

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Preparation and clear communication are key. Suhartanto says his team prepares for Afterpay Day two months before the event, collecting assets and creating stories, videos, email content and posts that will be unleashed a few days before the event.“We do it mostly through our social channels, such as Instagram and Facebook, and we try different things each year,” he says.Afterpay gives brands<a href="https://www.afterpay.com/en-AU/business/afterpay-day-merchants/marketing-toolkit " rel="noopener noreferrer" target="_blank"> a banner to use during the promotion</a>, but Suhartanto believes companies must use their own style in order to differentiate themselves.“There are a lot of brands that participate in the event, so while useful, that makes the Afterpay asset similar. What works best for us is to combine the look and feel of Afterpay Day branding with our own style, such as our images and videos, so that the customer can understand our products and recognise them straight away.”

Suhartanto recommends promoting a brand’s distinct offerings clearly and prominently. “Make it easy for the customer to know which product is discounted. What works for us is a site-wide promotion using a single discount value of 15 per cent for most stock, except the newest releases.”

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"What works best for us is to combine the look and feel of Afterpay Day branding with our own style..."

Because the event is short (four days), Suhartanto says it’s important to have a varied strategy, which includes paid advertising on social media alongside a brand’s own unique content.“There’s no room to test and learn on the day – you have to have it all organised beforehand to get the most value out of the event.”

The company also stands by <a href="https://www.afterpay.com/en-AU/business/access/email-marketing/how-to-build-an-email-list-from-scratch" rel="noopener noreferrer" target="_blank">email marketing</a>: converting a person who’s already signed up to the brand’s emails is much easier than someone who just “stumbles” on Orbitkey, Suhartanto advises.“Brand awareness means a potential pool of new customers, and we tend to target that group during Afterpay Day.”

Afterpay Day has not only increased awareness of the brand, with referrals from the Afterpay Shop Directory increasing by 7000 per cent, but quadrupled Orbitkey’s total revenue. &nbsp;“Afterpay is widely recognised by Australian consumers: it’s a trusted brand, and helps drive awareness online and offline,” Suhartanto says. "It's also similar in nature to Black Friday. It gives us a lot of impact.”

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How design company Orbitkey landed on the perfect approach to Afterpay Day – and quadrupled its revenue as a result.

Orbitkey's perfect suite of marketing tactics tools enabled it to quadruple its revenue during Afterpay Day.

How Orbitkey approached - and won -Afterpay Day

Orbitkey’s three-pronged approach to Afterpay Day

How Orbitkey landed on the perfect suite of tools to promote Afterpay Day

Nursery furniture brand Boori saw a 36 per cent bump in sales last Afterpay Day. This year, they’re taking part again.

When nursery furniture brand Boori took part in Afterpay Day last year it enjoyed a 30 per cent rise in sales.This year, the beloved Australian brand will be promoting the event even more heavily. After all, as online manager Vanessa Chui explains, participating in sale events like Afterpay Day is more important than ever in periods of economic uncertainty.“Consumers are more price-conscious, especially with so much talk of a potential recession looming. Offering similar deals or prices to your competitors is really important right now,” she says, adding that value-added promotions and offering products across a range of price points is imperative.

The secret to driving sales with Afterpay Day comes down to a clear promotional plan, Chui says. Here are Boori’s tips for maximising Afterpay Day marketing…&nbsp;<h2>Make use of Afterpay’s marketing templates</h2>For Chui, one of the most appealing aspects of Afterpay Day is how easy it is to take part.&nbsp;“Our marketing team isn’t that big,” she says, explaining that, last year, Boori made use of social media templates supplied by Afterpay to support Afterpay Day. These templates include assets – all sized to the correct dimensions for each social media platform – featuring Afterpay’s brand colours and logos. Retailers can then customise the assets with their own product imagery – reducing the need to create assets from scratch or employ a graphic designer.“[The templates] make it easier for us to take part,” says Chui. ‘They’re really helpful.”You can find templates and assets for this year’s Afterpay Day <a href=" https://www.afterpay.com/en-AU/afterpay-day-merchants/marketing-toolkit-online" rel="noopener noreferrer" target="_blank">here</a>.

<h2>Communicate Afterpay’s value to customers</h2>&nbsp;When promoting Afterpay Day, Boori chooses impactful images of products, and ensures that ads clearly communicate the savings that customers can make.&nbsp;“The average Boori order is for around $500 usually, which for a lot of people is not a small amount,” says Chui. “So, letting customers know that they can purchase the products they want with the option of Afterpay is really important for us.”&nbsp;Social media ads run at the start of Afterpay Day, in the middle and then during the final hours of the sale.&nbsp;<h2>Incorporate Afterpay Day into your annual marketing calendar</h2>&nbsp;For Boori, planning for Afterpay Day starts early – when the brand plans its marketing calendar for the year.&nbsp;“We work Afterpay Day into existing planned sales periods, which means we didn’t get bogged down with too many sales throughout the year, but are still offering a unique incentive to customers,” she says. In 2022, for example, Afterpay Day sat within a longer-running sale period, which is something Boori plans to repeat this year.

<h1>Consider pay-per-click advertising&nbsp;</h1>As well as social media, Boori also found success with pay-per-click (PPC) advertising.“During promotional periods we put a lot more budget towards PPC Google ads,” says Chui, “which we’ve found can be really good for short-term events like sales.”Combining all these tactics – from <a href=" https://www.afterpay.com/en-AU/afterpay-day-merchants/marketing-toolkit-online" rel="noopener noreferrer">templated ads</a> to careful preparation and paid amplification of Afterpay Day offers – helped Boori reach 21 per cent more Afterpay customers in 2022.

Boori’s sales soared 36 per cent during Afterpay Day. Here’s how.

“Afterpay Day is really important right now”

The secrets to driving sales during Afterpay Day with Boori

Incy Interiors is stocked around the world, and its success began with a smart marketing strategy.

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When Kristy Withers’ son was 18 months old, she knew it was time to transition him from a bassinet to a ‘big boy’ bed. But when the style-conscious mother and marketing expert looked around, she couldn’t find anything resembling the dark brown iron bed frame she had in mind.&nbsp;At the time, she was traveling overseas for work regularly. “I was seeing all these amazing products overseas, stuff we just didn’t have in Australia,” she says. She quickly realised there was a gap in the market for beautiful interior products for kids, and it got her thinking.&nbsp;“I did a research project for eBay, and saw that the fastest growing industry was baby, home and online,” Withers recalls. “It was also just post-GFC, and everyone was entertaining at home more, becoming more house-proud. This, combined with the trend of women having children older and thus having a bigger disposable income made me think my idea wasn’t so dumb.”

After months of talking to anyone who would listen about it, her husband finally cracked and told her to just do it. And she did: in 2008, Withers settled on her first five cot and bed designs, and since then the company has sold nearly 100,000 products, with the average order costing $850. Today, the brand is stocked in more than 200 stores across nine countries – and Withers says they’re just getting started in an $8.5bn market.&nbsp;<h2>A marketing strategy makes a difference</h2>As the former head of marketing and advertising for eBay, Withers knew how to sell. Instead of calling publications to advertise ad hoc, she put together a 12-month package that included a media schedule, promos, giveaways and strategically timed ads.“Everyone else would just call up and say oh, we need ads tomorrow to make sales – that is not how I operated,” she says. It was this knowledge that got her off to a running start, even if logistics (“I just had no clue how much space you needed to store all the products!”) was still a mystery.&nbsp;“Having that corporate background and understanding how to target the right people with the right messaging is what really gave us an edge,” Withers continues. “I think a lot of people get lost here”.

"Targeting the right people with the right messaging gave us an edge.”

Another advantage of working in marketing was that Withers understood the importance of identifying and knowing your target market. Before she launched, Withers recalls going to all her friends – a group of young mums or women thinking about soon becoming mums – and getting their feedback about the whole design process.&nbsp;It was this market research that helped her hone Incy’s aesthetic, which Withers then reinforced across all the brand’s channels.&nbsp;“We have a different look to other kids’ furniture businesses – classic but cool – and that’s stood the test of time,” she explains.<h2>Don't be scared to change direction&nbsp;</h2>When Withers first conceived of her business model, she thought she would only sell direct to consumers. Yet after receiving a huge amount of interest from other stores wanting to stock her products, she decided to pivot.&nbsp;“Back then, I didn’t even know what wholesale was: I just thought I’d sell straight to consumers,” she laughs.But the key to any long-standing business, she says, is to be adaptable.

“We started off as a retail outlet, then quickly swapped to wholesale after I realised there was this whole opportunity there,” Withers says. “At the end of 2017, we had 200 stockists.”Unfortunately, soon after that, four out of the five major baby retail brands went into administration, and Incy Interiors went from being stocked in 200 stores to just 70. Burned, Withers pivoted back to retail and opened two stores (in addition to her website).<h2>How COVID-19 hit the cot business</h2>It wasn’t until last year that Incy began to be stocked in wholesalers again – a decision that Withers says was partly driven by COVID-19.“Since COVID, our direct marketing costs online have tripled: everyone was looking online, so the demand for those eyeballs went up,” she says. “So, when Baby Bunting approached us, we thought it would be a good chance to go back to wholesale.”Like so many other businesses, the company suffered from supply issues and steep price hikes over the last two years, a problem that’s ongoing even if people think COVID’s all over, says Withers.&nbsp;&nbsp;

"Container and shipping costs are four times what they were before the pandemic."

“Everything now just takes longer, and is harder and more expensive,” she says. “For example, container and shipping costs are four times what they were before the pandemic.” While the business has tried to absorb the costs by cutting out anything not 100-per cent necessary, Withers says they’ve had to raise prices slightly to compensate for the disruptions.&nbsp;&nbsp;Incy Interiors is now in the process of transforming from 95 per cent direct-to-consumer and 5 per cent wholesale to a 50/50 model due to both a rise in social media advertising costs and pandemic-related supply and logistics costs. But Withers concedes it’s important to remain open-minded.“People get so set on one business model and are not open to changing – I think that’s a mistake,” she says.

"People get set on one business model and are not open to changing – I think that’s a mistake."

Today, Incy Interiors is a staple brand in New Zealand and the UK, and will be operating in South East Asia from next month in countries such as Vietnam, South Korea, Singapore, Hong Kong and potentially Malaysia.<h2>Follow your gut&nbsp;</h2>Always on the hunt for new designs, Withers was looking at her rose gold watch when it occurred to her the colour would look amazing as a kids’ bed frame.“I got the factory to do some samples, but they just weren’t right. In the end, I posted my watch to them and told them that I wanted this exact colour.”Nine years later, it’s still one of Incy’s most popular styles: even tennis legend Serena Williams has one.<h2>Figure out if it’s a hobby or a business</h2>While in today’s hustle culture it seems anything can be monetised, Withers says you really need to consider whether your passion is a hobby or a business.

“It’s not a business unless you can make money out of it.”

“It’s not a business unless you can make money out of it,” she says.&nbsp; “If you love it and enjoy it, consider if you want to turn that into something that is extremely hard work. Turning a hobby that isn’t financially viable into a business is hard and relentless.”<h2>Afterpay is where the customers are</h2>During Afterpay’s early days, Withers noticed that her millennial staff were all raving about it.“My team is young – and the next generation of parents – so when I heard them talking about it, I decided to adopt it early,” Withers says. “Because I worked in the tech industry, I’m constantly on the lookout for new things to adopt.”&nbsp;&nbsp;Withers says Incy Interiors experienced an immediate spike in sales after adopting Afterpay and continues to generate a large amount of sales through the Buy-Now-Pay-it-Later service.

“Credit cards have dropped off, and Afterpay is now the fastest-growing payment method for the business,” she explains.Withers says every business should consider adopting Afterpay, as not only does it have significant brand awareness, but also makes expensive bedroom purchases achievable for families who may not be back to pre-baby income levels.“Most women are not back to full capacity financially when kids are coming to their first big bed, so it’s just helpful to have that option,” she says.&nbsp;

Incy Interiors is stocked around the world, and its success began with a smart marketing strategy.

Incy Interiors founder Kristy Withers shares the secrets of her baby brand's global success: the key tips that helped her build a savvy business model.

How Incy Interiors grew to become an eight-figure empire

How baby brand Incy Interiors grew to be an eight-figure empire

How this baby brand grew to be an eight-figure empire

This fast-growing Brisbane lifestyle brand weaves its ‘bright and beautiful’ mission into more than just its products, with founder Ellen Powell investing in her largely young, female staff.

<a href="https://thesomewhereco.com/" rel="noopener noreferrer" target="_blank" style="color: rgb(0, 0, 255); background-color: transparent;">The Somewhere Co</a>. founder Ellen Powell admits she’s a rule-breaker at heart. “I see a rule and I'm like: ‘I’m going to do this differently,” she says.&nbsp;That sense of defiance, and Powell’s determination to zig when others zag, goes someway to explaining the success of the Brisbane lifestyle brand’s success over the past two years.While other businesses have struggled to ride out the turbulence of the global pandemic, The Somewhere Co. has seen exponential growth, with revenue climbing by 250 per cent in the past year alone. And while many retailers leaned into e-commerce during the pandemic, Powell and her team made the leap to brick-and-mortar retail, launching three stores around Australia and growing its team to 40.&nbsp;

<h2>A flexible approach</h2>Bricks and mortar were never part of the plan for The Somewhere Co, but Powell, a graphic designer, has never been afraid to switch tack. In fact, The Somewhere Co. started out in 2014, not as a homewares brand, but a stationery company called Blushing Confetti.&nbsp;She then joined forces with her partner, who was entering the baby-bag business, and in 2020 they merged the two businesses under The Somewhere Co. banner. Today the brand offers “bright and beautiful” lifestyle products ranging from silicone bento boxes to gym bags and earrings.<h2>Creating a passionate team&nbsp;</h2>But The Somewhere Co.’s “bright and beautiful” mission doesn’t start and end with its products; it’s also an apt way to describe Powell’s creative approach to managing her burgeoning workforce.Central to her strategy is the belief that creating a team of true “brand advocates,” who genuinely enjoy what they do, can drive real market cut through.

"A team who are passionate about what they do will treat the business as their own."

“I think cultivating a team who are really passionate about what they do [means] they treat the business as their own. Without them all working together, we probably wouldn't have seen the success that we have. Everyone gets in and gets it done [as a team],” Powell explains.

And the secret to creating true brand advocates? Having a blast at work every day!“One of the feelings that I want the team – as well as our customers – to feel is playfulness and having fun at work. That playfulness is how we [create] a high performing team. We work hard, but we play hard.”For proof, look no further than her email signature which describes her as CEO and Chief Trouble Maker.

"We work hard, but we play hard."

Powell endeavours to bring joy to all parts of the business, from the office décor to the brightly coloured shop fitouts and social media strategy.&nbsp;<h2>Taking team building seriously</h2>However, it’s The Somewhere Co.’s extensive schedule of <a href="https://www.afterpay.com/en-AU/business/access/staff-management/team-building-ideas" rel="noopener noreferrer" target="_blank">team-building</a> activities that really demonstrates Powell’s commitment to her staff.Recent team-building activities include a gingerbread-house-making competition at Christmas, a day of team games hosted by drag queens, boat days on the Brisbane River, regular picnics in the park, outdoor and indoor movie sessions throughout the year featuring a vast array of treats, as well as regular burger and ice-cream orders and celebrating Galentine’s Day. Even after-work drinks go over and above the norm, with cocktail company Mr Consistent recently popping in to make Bloody Mary’s to celebrate their partnership.The Somewhere Co. team is predominantly <a href="https://www.afterpay.com/en-AU/business/access/staff-management/hiring-millennials" rel="noopener noreferrer" target="_blank">young and female</a>, and Powell explains that she holds events aimed at helping her employees grow professionally and personally. Every quarter, she hosts Somewhere Sessions, which feature a wide range of guest speakers, from an astrologer to a property expert, vocal confidence coach and a clinical psychologist (who spoke about anxiety).&nbsp;&nbsp;“It's always about the actual human being and empowering them to grow as a human being,” Powell explains.<h2>Setting up a joyful space</h2>Then there is the physical space in which they work. Somewhere Co. has a huge new warehouse and fulfilment centre, as well as a head office in Newstead.

"We have a beautiful office."

“We have a beautiful office; we’ve got a chill zone where you can go and chill in your bean bag, there’s beautiful art and murals around us ,” she says. The team is “constantly playing, it’s very creative, and there’s always photoshoots that everyone is involved in.”The results of this approach are clear-cut for Powell.“We get constant [positive] <a href="https://www.afterpay.com/en-AU/business/access/customer-service/seek-customer-feedback" rel="noopener noreferrer" target="_blank">feedback</a> when people go into the store or when they're dealing with a customer service team. Even if they come to us with a problem, they end up leaving [saying] ‘that was a really amazing experience’.&nbsp;

“I feel like if you had a team that didn't want to be there, you wouldn't be getting that same [customer] experience [and] you may lose that customer.”That commitment to staff morale has also helped Powell build and grow her team at a time when many businesses are struggling to attract and <a href="https://www.afterpay.com/en-AU/business/access/staff-management/employee-retention" rel="noopener noreferrer" target="_blank">retain skilled staff</a>. “We've never really had an issue getting team members on board because they want to come and work in our fun office,” she says.<h2>The important of team values&nbsp;</h2>Powell’s approach to staff is directed by four foundational values, which are instilled in staff and guide every aspect of the business. New staff learn about the four pillars – authenticity, curiosity, community and accountability – during their induction and it’s a framework that is an integral part of the day-to-day running of the company.

"There is an expectation of how you show up in our office."

“It makes it so much easier. It's like setting a playing field to work towards. Everyone's different, however, there is an expectation of how you show up in our office,” she says.&nbsp;<h2>How Afterpay helps grow The Somewhere Co.</h2>While her commitment and dedication to building a fun-loving team has played an integral part in the business’ growth, so too did introducing Afterpay in 2020. It was an easy decision to make, Powell says because, “first and foremost our consumer wanted it”.Offering Afterpay, both online and instore, has also helped drive sales.“We launch limited editions,” Powell says. “We'll sell out really quickly, so if the [customer] can't afford it in that pay cycle, they can lean on Afterpay to help them out.”

This fast-growing Brisbane lifestyle brand weaves its ‘bright and beautiful’ mission into more than just its products, with founder Ellen Powell investing in her largely young, female staff.

Staff happiness key to The Somewhere Co.

Why staff happiness is the key to The Somewhere Co.’s growth

When Amanda Cochran noticed that&nbsp;Sunrise&nbsp;star Edwina Bartholomew was following her on Instagram, she was thrilled. Cochran’s lifestyle brand, The Grampians Goods Co., sells aromatherapy candles, body-care products and tartan blankets made from recycled wool – and on a whim, she decided to send Bartholomew a blanket for her new baby, Molly.“She very kindly posted about the blanket on social media,” says Cochran. “Then she messaged me to say that she’d just done a shoot for&nbsp;The&nbsp;Australian Women’s Weekly&nbsp;and the stylist had wrapped the baby in it. My blanket was on the cover.”

When the magazine hit stands in April last year the tartan blanket quickly sold out. “It was amazing,” says Cochran. “Sales increased dramatically. Then my problem became sourcing more stock, as the pandemic meant my supplier shut down. I had back orders and pre-orders, and I was home-schooling my three kids, and there was stuff everywhere – but people were very understanding.”In fact, last year proved the most successful yet for Cochran’s business as demand for homewares and self-care products spiked during the pandemic. Revenue more than doubled during 2020, and in a reflection of the business’s performance, The Grampians Goods Co. was recently announced as a finalist in the&nbsp;<a href="https://retailers.afterpay.com/gmpwinners/" rel="noopener noreferrer" target="_blank">Afterpay Global Mentorship Program</a>.

“Amanda is focused on sourcing products from her region and really showcasing a uniquely beautiful part of the world,” says judge and DealsDirect founder Paul Greenberg, who was impressed by the fast-growing brand. Fellow judge Mark Tepersen, chief strategy officer of Afterpay, added: “There is a wonderful authenticity about what The Grampians Goods Co. is doing. There is a huge opportunity for regional brands to leverage domestic travel right now, and for good storytelling and a great product to transport us to other places.”The Grampians Goods Co. story started in 2016 with a range of aromatherapy candles made by Cochran as a way to solve a personal frustration. “I really loved scented candles, but I’m also quite sensitive to synthetic fragrances – they give me a headache,” she says. “I couldn’t very readily find what I was looking for, so I started to make my own.”

Even at that early stage, Cochran – who has a background in marketing – realised she might want to expand her offering beyond candles in the future. The name of the business and its branding, with labels that picture the Grampians’ mighty Mt Sturgeon, also enabled her to establish a unique point of difference in the market.

“It was a really steep learning curve, trying to keep up with supply and staying up till 4am to complete orders”

Demand for her candles quickly grew beyond friends and family, and Cochran started to receive enquiries from boutiques keen to stock them. “It was a really steep learning curve, trying to keep up with supply and staying up till 4am to complete orders,” she says. “Stockists were asking me to send them a line sheet and I was like, ‘What’s that?’ But it pushed me to learn this stuff because I didn’t want to look like an amateur.”

Yet it wasn’t until 2018 that Cochran committed to growing what was still, in her eyes, an enjoyable side hustle. “My marriage had ended in 2016 and I’d spent most of the next year treading water and recovering from that,” she says. “By 2018, I knew the business had to provide an income for myself and my kids, or else it was just a pretty hobby that I didn’t have space for anymore. So, I decided to hook in.”

“I feel so lucky that I’ve found my passion – I feel like I’m really living my truth, and always pushing myself to develop and grow”

Over the next few months, Cochran revamped her website, set clear targets and thoroughly analysed her sales data. “I realised that the blankets, which I’d been thinking of phasing out, were responsible for a lot of traffic to the site, so there was a real opportunity there.”This year, Cochran is planning to expand her product range, as well as focussing on the new B&amp;B in Dunkeld that she started in October last year. “I feel so lucky that I’ve found my passion – I feel like I’m really living my truth, and always pushing myself to develop and grow,” she says. “A small business can be a vehicle for your own self-development, and there’s a lot of satisfaction and fulfilment that comes with that.”

After a TV star wrapped her baby in a The Grampians Goods Co. blanket for a photo shoot, founder Amanda Cochran was deluged with orders.

The Grampian Goods Co founder Amanda Cochrane shares the secrets of her successful homewares and lifestyle business on Afterpay Access

How a Magazine Cover Supercharged Sales | Afterpay Access

How a magazine cover supercharged sales for this brand

Why personalisation is key for Melbourne florist Everbloome

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During Melbourne’s long lockdown, Elleni Pearce made a lightning-quick switch from running a party supply and events business into retailing preserved flowers. And right from day one, she was determined to offer her customers a true connection with her brand,&nbsp;<a href="https://www.everbloome.com.au/" rel="noopener noreferrer" target="_blank">Everbloome</a>&nbsp;– right down to the way she named her arrangements.“It’s about giving everything that little bit of love,” says Pearce, who gave her chic pastel bouquets meaningful names and descriptions, such as the ‘Cassie’, named for the company’s operational manager, or the ‘Annie’ and the ‘Lucy’ named after Pearce’s daughters. “Every arrangement has its own personality,” she says. “They were all named for people who are important in our lives. It helps make our brand story really clear.”

<h2>A blooming success story</h2>And it worked. Although Everbloome launched less than a year ago, Pearce has already sold a staggering 5000 arrangements (priced between $49 and $299) and is now expanding rapidly into the corporate market, offering custom installations and flower subscription services.The business is growing so quickly, Pearce has already upgraded to a dedicated warehouse and begun using a team of couriers, after their original solo driver became overwhelmed. And she believes that it’s the ongoing commitment to adding a little bit of love and human-ness to everything they do that is key to Everbloome’s success – and how she manages to stand out among competitors.

“Every arrangement has its own personality”

<h2>Adding a personalised touch</h2>Another example of this personalisation is the ‘self-curation’ service Everbloome offers at their bricks-and-mortar store in the inner-city suburb of Malvern. “People can come in and bring a vase from home and curate their own arrangement,” explains Pearce. “It’s about people being able to use something they already own and know so there’s less waste, and let them have an experience rather than simply buying something.”

Another over-and-above service allows customers to send in a picture of their loungeroom or bedroom so the Everbloome team can create a completely unique, bespoke arrangement that suits their space.

<h2>Making the most of key moments</h2>Mother’s Day is another opportunity for the company to offer a customer-centric extra that makes the purchasing experience special – and ensures that Everbloome stands out in a competitive market. When customers spend a certain amount on their mum at the Malvern store, they get a mini version of the arrangement themselves. “It’s a mini-me promotion – something for your mum, but something for ‘me’ as well,” says Pearce.Making the most of ‘tentpole’ moments like Mother’s Day are vital for Everbloome, and Pearce points to the Afterpay Day Sale as another important diary event. When the brand took part this year, sales soared by 30 times the average. “It went so well we didn’t even know how we were going to fulfil all the orders!

Like most new business owners, Pearce felt that year one was a whirlwind of growth and expansion, with plenty of “blood, sweat and tears”, as she puts it. In year two, she hopes to be more proactive than reactive. “Last year we were very much on the back foot, whereas now we’ve got the foundations right and we’re starting off with a warehouse full of beautiful flowers,” she says.“Every day still has its challenges. But it’s definitely a journey and it’s really exciting.”

Ongoing commitment to adding a little bit of love and human-ness to everything they do is key to Everbloome’s success.

Everbloome founder Eleni Pearce shares her tips on growing a florist into a blooming success

How personalisation helped Everbloome grow its preserved flowers business | Afterpay

The simple secret that helps this florist stand out

How successful partnerships help grow eclectic brand

Kip&amp;Co is known for its colourful aesthetic – as well as its successful partnerships with everyone from Cotton On to Mister ZimiAt a time when social media finds itself awash with minimalist interiors and muted bedlinen, Melbourne brand<a href="https://kipandco.com.au/" rel="noopener noreferrer" target="_blank">&nbsp;Kip&amp;Co</a>&nbsp;is enjoying cult status with an aesthetic that is precisely the opposite.&nbsp;Bright, colourful and eclectic, the Kip&amp;Co look is unique, instantly recognisable – and highly successful. Today, the multimillion-dollar brand has 250 stockists worldwide and a range that extends to homewares, bedding, cushions and clothing.Co-founder Kate Heppell, who launched Kip&amp;Co with her sister Hayley Pannekoecke and university friend Alex McCabe in 2012, says the brand’s success comes down to a passion for colour, “our friendship and our love of what we do”.

Since launch, Kip&amp;Co has also put collaborations at the heart of the business. “We really love doing them,” says Heppell. “It’s become part of the DNA of the brand.”These collaborations include partnerships with Adairs, Cotton On, Obus and Mister Zimi in the creation of co-branded products, such as clothing or homewares, as well as licensing arrangements with brands like The Walt Disney Company and Where The Wild Things Are.While some partnerships are more lucrative than others, Heppell says that most offer the brand exposure to a new audience. But, she adds, the benefits of collaborations go well beyond the bottom line.“Success doesn’t always need to be on monetary terms,” she says. “Collaborations can be a learning opportunity. None of us have formally trained in design, so it’s not only an opportunity to leverage off one another in a PR way, but an opportunity to meet other business owners and creatives and see their processes.”

A recent collaboration with Cotton On, for example, where Kip&amp;Co designed the prints for a clothing range, offered the rare opportunity to meet with top retail executives. “Sitting there with the [Cotton On] head product manager and head of design was really amazing for us,” says Heppell. “We learned a lot from them… they’re such a well-oiled machine when it comes to shoots… and it’s been really interesting to see how they approached things like <a href="https://www.afterpay.com/en-AU/business/access/exploring-sustainability/sustainability-innovations" rel="noopener noreferrer" target="_blank">sustainability</a>.”Another partnership with Incy Interiors, where Kip&amp;Co designed children’s cots and bedheads, led to a meaningful long-term relationship with its founder, Kristy Withers. “She’s almost become a mentor to us,” says Heppell. “I can’t even tell you how much she’s helped our brand."

The key, she says, is to choose the right partners.“Sometimes we work with brands that we love or have admired from afar,” says Heppell, who explains that they often meet collaborative partners at trade fairs or networking events. “Other partnerships have been more strategic, where we wanted to [collaborate] on a product that we thought was missing from our range.”An upcoming collaboration with Australian outdoor and camping brand<a href="https://wanderingfolk.com/" rel="noopener noreferrer" target="_blank">&nbsp;Wandering Folk</a>, has offered an opportunity to reach a new outdoorsy customer base, says Heppell.With any collaboration, she adds, transparency is crucial. “We always approach it as an open book so that everyone gets the most out of it. It’s also just a much nicer way to work.”

Text Caption

Photos by Caitlin Mills. All references to any registered trademarks are the property of their respective owners. Afterpay does not endorse or recommend any one particular supplier and the information provided is for educational purposes only.&nbsp;

Australian homewares brand Kip&Co is known for its colourful aesthetic – as well as its successful partnerships with brands from Cotton On to Mister Zimi

Australian homewares brand Kip Co is known for its colourful aesthetic – as well as its successful partnerships with brands from Cotton On to Mister Zimi

Advice from Kip&Co's Successful Entrpreneurs | Afterpay Access

The secret ingredient fuelling Kip&Co’s success

And came up with a brilliant new product

They say that necessity is the mother of invention, and that’s certainly true for Jacqui Pinge.Not only was the former advertising executive’s business idea – for&nbsp;<a href="https://rudienudiedesigns.com/" rel="noopener noreferrer" target="_blank">Rudie Nudie&nbsp;</a>waterproof baby playmats – born out of personal frustration, but she developed it when she was a new mother herself.The concept first came to Pinge in 2016 when her maternal health nurse recommended nappy-free “tummy time” for her baby.“She said it was great for babies’ development,” recalls Pinge. “But we soon learned that it’s also very messy! I was looking for a waterproof playmat to save our carpet, but couldn’t find one, so I set out to create one instead.”

It took her two years to take her concept from dream to reality – and the bright and beautifully designed baby mats became an instant success, with the first design selling out instantly.Since then, sales have quadrupled each year for the past two years, with Pinge selling hundreds of mats every month. This month, the business was also named one of the finalists in Afterpay’s inaugural Global Mentorship Program, with judge Mark Teperson, Afterpay’s chief strategy officer, describing it as “solving a real problem that exists in the market”.

“This is a product that’s actually needed, required and useful,” he says. Fellow judge Paul Greenberg, the founder of DealsDirect, adds that Pinge has created a product that’s “unique, and has its own branding, which is excellent. She owns the IP, she owns the channel. There’s real potential there.”Pinge credits her designers, Trish Burton and Steph Croft, for the products’ distinctive aesthetic (she met Burton at a children’s swimming lesson). The bright patterns of the waterproof mats have also helped turn them into a must-have item for picnics and the beach, and mean they’re often used as a stylish backdrop for Instagram photos.In fact, social media has proven essential for Rudie Nudie, which has more than 27,000 followers on Instagram alone. “Social media is such an incredible opportunity to be able to build a business with,” says Pinge, who has worked hard to cultivate what she describes as a “beautiful village” on Instagram . “For a very low cost, or time put into it, you can gain enormous reach to help grow your product. It makes success a real possibility for small businesses.”Pinge admits that balancing the parenting of two small children with the needs of a burgeoning business is challenging, but believes that motherhood has forced her to become more efficient. “You squish work in whenever you can, even if it’s in five-minute blocks. And when you do get a block of a couple of hours, it’s amazing how much work you can get done.”

That’s not to say it isn’t a juggle. “I’ve had to lower my standards of a clean house – there just isn’t enough time to do everything.”When Rudie Nudie first launched, the business consumed Pinge’s life – and her home, with the products all stored in her house. "We were absolutely drowning in boxes,” remembers Pinge. “We moved our children into bunks in one room, so we could have a Rudie Nudie room… we even had some in our bedroom at one stage!”Today the business is run from a third-party warehouse, and Pinge has learned to separate herself from the business, to a degree. Like any new mother, she’s realised that it’s important not to hover. “At the start, I found I would be over-analysing the numbers all of the time,” she recalls. “But if you step back and have a bit of faith in it all, you realise that looking at an average of a week or a month is a lot less stressful!”&nbsp;In fact, that’s the key piece of advice she’d impart to other businesses that may be in their infancy – you don’t have to sweat the small stuff. Says Pinge: “I still like to keep an eye on the numbers, but I try not to obsess about them.”

Jacqui Ping reveals how she quadrupled sales for her children's playmat business, Rudie Nudie, through Social Media and other innovations.

Jacqui Ping reveals how she quadrupled sales for her children s playmat business, Rudie Nudie, through Social Media and other innovations

Babies + Business = Rudie Nudie's Key to Success | Afterpay

How the founder of Rudie Nudie successfully mixes babies and business

Give, give, give and never expect anything in return, says Olivia Carr

Australian luxury silk pillowcase and sleepwear brand&nbsp;<a href="https://www.shhhsilk.com.au/" rel="noopener noreferrer" target="_blank">Shhh Silk</a>&nbsp;began with a giveaway. It was early 2016, and founder Olivia Carr had the opportunity to gift a selection of her products to an event in LA… which just happened to be attended by a stylist for the one and only Kim Kardashian.The product, a black and marble-print pillowcase, made its way into Kim’s hands, and she liked what she saw.“Her team reached out and said she wanted to do a giveaway on her app and website with our pillowcases,” remembers Carr. “Then she wanted a full set for herself with her initials embroidered on them, which was amazing.”It’s the sort of exposure most brands could only dream of, and it kickstarted what would go on to become an integral part of Shhh Silk’s brand DNA: gifting.

<h2>The birth of a brand</h2>That was 2016 – just a year after Carr came up with the idea for Shhh Silk. According to Carr, she was staying in a hotel room in New York City, only to have housekeeping lose the old silk pillowcase she’d been carrying around with her for years. Having relied on her silk pillowcase to keep her hair and skin feeling hydrated, Carr discovered to her dismay that she couldn’t easily replace it.The obvious answer to someone with her entrepreneurial get-up-and-go, was to start a silk pillowcase business herself, which she then expanded into a full-service lifestyle brand dedicated to helping people get a good night’s sleep.Today, the brand has grown into a multi-million-dollar business – and gifting has been an integral part of the growth strategy.

<h2>How A-list gifting helps grow the brand</h2>In the five years since Shhh launched, gifted products have been photographed on everyone from Miley Cyrus, Miranda Kerr and Selena Gomez.Carr views gifting as a long-term strategy. She says that gifting isn’t simply about sending products to celebrities, expecting them to post about it online – and, then watching that product to sell out.

<h2>A focus on relationship-building, not short-term transactions</h2>Instead, Carr says that gifting is about relationship building. “Our gifts are relational and personal, not transactional,” says Carr, who often sends celebrities personal gifts that don’t even include a Shhh Silk product.The point, she says, is to cultivate a relationship – and if or when celebrities do eventually choose to post about Shhh Silk, these endorsements act as a form of social proof (not a fast way to shift product). “Over time it adds to your brand credibility. Having that connection and association allows us to form relationships with potential wholesalers in America who may not know anything about this little Aussie brand.”

<h2>Why Shhh Silk gifts to those who need it</h2>Critically, for Carr, gifting to celebrities is only part of the story. Just as important to the brand are the gifts the team delivers to people whose names are anything but household – teachers, nurses, frontline workers, homeless communities and ordinary people going through tough times, such as a cancer patients, all are recipients of this generosity.In the first few years of the business, Shhh Silk gave away their product in a ratio of about 1:1, gifting as much as they sold. These days, thanks to larger sale volumes (the company has grown from a revenue of just over $50,000 in its first year to a multimillion-dollar brand), rates have reduced, but Carr and her team still give away several hundred products every month.

“It’s just a part of doing business now,” Carr says. “It’s not something we’ll ever stop."

“It’s just a part of doing business now. It’s not something we’ll ever stop.”

“It’s hugely motivating for the team. Whether it’s the excitement when ‘such and such’ celebrity shares our product, or when it’s a nurse who hasn’t had a day off in six months and she’s so overwhelmed that she’s in tears… These are two very different situations but they both have a huge impact on all of us.”

<h2>Building loyalty through gifting</h2>‘Giving back’ to deserving community members – and posting about these gifts on social media – is both something that she feels gives the brand meaning and purpose but also helps strengthen the relationships she has with her celebrity fans.“I don’t think they’d support us as much as they do if they didn’t know how much we give back to those in need as well.”Carr points to the brand’s buoyancy during Covid-19 as proof. Early in the pandemic, she feared for the future of the business. Incredibly, she says that it was the brand’s loyal customers who stepped up and decided to give back to Shhh Silk instead of the other way around.

“In 2020, 70 per cent of our sales came from our existing database,” she says. “Our customers rallied behind us and we had our strongest year in history.” And their support didn’t just come via sales. “They’d send us notes, flowers, messages saying, ‘You guys give so much to everyone else; we just want to give back to you’,” Carr says. “They were amazing. They dug deep and kept us alive.”

<h2>Olivia Carr’s product gifting tips</h2>

Remember an A-lister’s entourage.&nbsp;When gifting to celebrities, don’t forget the teams and staff around them. “Remember to look after the people [the celebrities] work with intimately; their stylists, make-up artists, assistants,” advises Carr. “We probably look after a celebrity’s network equally if not more than the celebrity themselves because we know they’re the ones who can choose to help you.”

Focus on the relationship, not just your product.&nbsp;Carr and her team send thoughtful gifts and notes to the Kardashian clan for any of their special moments; birthdays, new product launches or baby births, and they don’t include their product every time. “We do always include a handwritten note and a bit about our story,” Carr says.

Don’t chase, hassle or follow up.&nbsp;“The gifting we do is done in good faith,” Carr says. “We never ask for content. Maybe we should! But that’s not what we’re about. We do it because it’s part of who we are.”

Shhh silk founder Olivia Carr shares how sampling and gifting drove the brand to multimillion-dollar sales

Shhh silk founder Olivia Carr shares how sampling and gifting drove the brand to multimillion dollar sales