Magic Spoon - Current

Chris LaFay: Good afternoon.

Dawn Audano: Hello.

Kaila Samson: Hello, hello.

Dawn Audano: Hey, Samson. Did you. Did Chris get you up to speed?

Chris LaFay: No.

Dawn Audano: Okay, so we're, we extended the meeting today because Kiera is leaving Magic Spoon at the end of next week. So we're going to talk through some transitions on their end about that today. So that is going to be the main focus of our discussion. Like the discussion slang or that she's leaving?

Andrew Booth: No, just. Yeah,.

Chris LaFay: I don't know if she left or if she was told to leave. Oh, this is. This is what happens. I had to restart my computer. I was like, oh, let me check slack. Because I hadn't had slack open since I had to restart my computer for Lumber Rock. Sorry, I'm seeing messages now.

Ciara Lydon: Yeah, no way.

Andrew Booth: She's too smart.

Chris LaFay: I need to check the p.o. Box.

Kaila Samson: Yes, please. Okay.

Andrew Booth: Hey.

Dawn Audano: Hey. How's it going?

Andrew Booth: Good.

Kaila Samson: Have you guys heard the news?

Dawn Audano: Yeah.

Ciara Lydon: You're.

Dawn Audano: Are you still. You're still going to be around though, right? Okay.

Kaila Samson: Yeah, but it's out.

Dawn Audano: Yeah. That's why we're extending the meeting today so that we can kind of talk through what needs to happen in the.

Kaila Samson: Next couple weeks and bear with me for questions and like clarifications and like confusion.

Dawn Audano: Okay. Are you gonna be our primary point of contact? I mean, I guess I'll let Kira tell us, but are you gonna plan to be our primary point of contact moving forward?

Kaila Samson: I think.

Andrew Booth: Okay.

Kaila Samson: But I don't know if you guys met Shane. Shane's gonna be taking over the growth team. Yeah,.

Dawn Audano: I don't think I.

Ciara Lydon: Hello.

Kaila Samson: Hello.

Ciara Lydon: How are you guys?

Dawn Audano: We're okay. We're sad. How are you?

Ciara Lydon: I'm sad too. But yeah, I have an exciting new. Opportunity so I'm excited to pursue that. I'm going to Dawn. Do you know Jones Road Beauty?

Dawn Audano: No.

Ciara Lydon: It's like Bobby Brown's new makeup and skincare brand. So I'm going to be managing their like site experience over there, which I'm excited about. And we have some exciting plans. Plans for like, how we're gonna transition things over to the team, which just means new opportunities for Kyla also, which. I'm really excited about. I will wait for Andrew to join and then we can kind of like jump into everything. If that works.

Dawn Audano: Yeah, that's what I'm gonna message him. Did you message him, Chris, or.

Chris LaFay: No, but he was messaging me a minute ago.

Dawn Audano: Okay.

Chris LaFay: What was the.

Kaila Samson: Dispute?

Dawn Audano: The company.

Chris LaFay: Yeah.

Dawn Audano: Jones road beauty.

Ciara Lydon: Sorry, I'm trying to steal a bite of food before we get started.

Dawn Audano: Do it.

Chris LaFay: We're all good. Not a Problem. I've eaten plenty of lunch on meetings before.

Dawn Audano: Usually it's ice cream.

Chris LaFay: That, that is not always true. Sometimes it's yogurt, other times it's cheesets.

Dawn Audano: There was a period of time where Chris and I had a standing call where on every time he ate that call, I was on that call he was eating and it always looked like he was eating ice cream. And every time we would be on the call, he'd be like, are you eating ice cream? One day he was eating something, I was like, are you eating ice cream? He's like, are goldfish whatever, orange?

Chris LaFay: They're crackers. Dang it.

Ciara Lydon: I do love goldfish, cheez its and ice cream. So I support that all together.

Chris LaFay: One of my friends, his parents had a cabin up in the mountains and my wife and I borrowed it for a weekend or so and they have kids and so we were like putting up some of our groceries and we noticed that there was like a big old box of goldfish and I hadn't eaten goldfish in like 50, 15 years. And I texted him, was like, what's the, what's the likelihood that we could slam this box of goldfish this weekend? And that got me down my rabbit trail of goldfish and cheez its. And I have not stopped since. I now actually send photos of random cheez its that I eat to my friend in Arizona. And that's just the way that we communicate now. Let that explain a little bit about the, the nerdiness of who I am. So here we are.

Ciara Lydon: Okay, who knew? Who knew, right?

Chris LaFay: Andrew has not responded to my message.

Kaila Samson: Yet, which is messaged into.

Dawn Audano: But we're being recorded so we will.

Kaila Samson: I can catch him up.

Ciara Lydon: Yeah, yeah. So high level is I am transitioning. Out of my role. At the same time, the company made the decision to make some other changes on the team and let go a few of our other team members. And they have decided to promote someone internally. To restructure and run the growth team. His name is Shane. He's been working at Magic Spoon for about a year and a half now. He's really great. Like, I have an amazing relationship with him. I think they couldn't have picked a better person to do this. And they're really lucky that Shane was kind of, you know, open and he. Has experience leading a growth marketing team in the past. And at the same time, Kyla is also hopefully staying with us on the team. And you know, we've been working with. Kyla on the web workflow for about a year now. So she's sitting super strong in all things working with your team. I think just as it relates to the org as a whole. Because right now it is looking like hey Andrew. I'll just start from the beginning because. It's easier to get everyone on the same page. Hello. How's it going?

Andrew Booth: Sorry about that. I had a contractor here and he was late but he called so that's good. So I apologize.

Ciara Lydon: No worries, no worries. I was just filling them in. So I am transitioning out end of. Next week, moving to a new opportunity. At the same time, Magic Spoon decided. To make some other changes within our org and let go a few other people on the growth marketing team. And we are bringing someone in internally. Who is going to restructure and rebuild growth marketing. His name is Shane. He is fabulous. If they're like, I was just telling them there's and I know like people will say this like make good of like kind of like a not fun situation. Like he is a great guy and he will. You guys will work really well with him. And Kyla is also staying with the. Team and will be a great resource as we kind of work, work through this transition. Given that we are now operating as a super lean organization and Shane and Kyla are just kind of like figuring. Out what the next phase of the growth team will look like at Magic Spoon. I did want to just like have. Some conversations with you guys about potential opportunities to lean into project management. And then as I mentioned in my. Message, like there are a couple big infrastructure related projects that we were trying to tackle before I made this decision. I've just been kind of working with. Them to figure out who the right point people are to make sure that those projects continue and track as needed. So that's the high level. Any immediate thoughts? Questions? And then I can jump into.

Andrew Booth: Probably two questions from my side. Yep. And if you can't answer them, that's okay. Just say so. First question, are you going somewhere fun?

Ciara Lydon: Yes. I was just telling the team I'm going to. It's called Jones Road Beauty and it's Bobby Brown's new makeup and skincare company. Okay. Yeah. They are super advanced in AI and the web function heavily utilizes Claude and I just feel like that's something that. I, I gotta learn how to do and the, the person that I would. Be working with is like light years ahead of where I am right now and I'm really excited to kind of learn from him in that area.

Andrew Booth: That's awesome. Okay. Yeah, that's exciting. Okay. And then second question. So this is more like question geared around us trying to help Magic Spoon long term. Yep. So knowing that there's been a lot of restructuring or changes, internal turnover, like whatever you want to call it, is there, I guess, anything from a transparency standpoint that we need to be aware of that a can help us when we're making decisions on behalf of Magic Spoon? And I'll give you an example of kind of what I'm thinking. So let's say revenue's been down, so y' all are having to make hard decisions and, you know, things are getting cut or whatever. Knowing that costs are a prominent thing that can help us influence decisions we make or, you know, maybe deciding what we're working on because maybe we think that'll drive more revenue versus something that's just like, it's a nice to have.

Ciara Lydon: Yep.

Andrew Booth: That's kind of where that question's geared at is like, how can we be thinking about this to help Magic Spoon continue down a solid path for growth?

Ciara Lydon: Yeah. Great question. I will answer it twofold. One is, as I've been transitioning my. Work to the team and looking at, like, agency fees through the end of. The year, I've been pretty explicit that. You guys are super valuable to us. And as Shane is getting to know the site and the website, we may. Need to rely on you in more. Of, like, a technical. Support lens since he doesn't know how to navigate the theme editor. And that's one area I'd really love. For him to be able to kind of rely on you guys to jump. In and be like, hey, how do. I do this thing on the front end that maybe I didn't leave explicit direction for in my transition doc. And also because the team is starting from a new level, we're losing a ton of historical context that you guys have and makes your team really valuable. So I would say, like, from a. Transparency standpoint, there is no conversations about changing our workflow with you guys through the end of the year. And I have definitely communicated upwards in the scope of dev teams. I feel very strongly about this partnership. And how it's been set up. So no one's, like, coming in and,. Like, looking to make, like, immediate changes for people that they've worked with in the path or in the past or anything like that. The other really strong value prop that. I've pushed when thinking about transition planning. Is how you guys work together with Acadia. And I think where Shane's head is. At is, is there opportunity in the short term to maybe like, communicate with you both in like a shared Slack channel as it relates to certain projects. And we'll talk a little bit more. About like the BYOB project in a minute. And one thing that we are working with Brittany from the Acadia team on is having them take a more leaned in project management approach for the next three months. So we're looking to kind of pause. Our AB testing and have them act as some version of an interim ME as we work through these technical projects. And you know that's very different from their scope. So we've both kind of been like. We're doing some creative thinking here, maybe it will work, maybe it won't work. But I think that they are very well positioned to know our site, know. How to communicate with you guys and. Still have like a technical lens which is going to be a gap in our team for the short term.

Andrew Booth: Got it.

Ciara Lydon: Okay. As it relates to like regular workflow. And Acadia implementations, Kyla is like totally on the nose with that and can. Take that over from day one. Like starting next week we'll just make sure that she is the point person for approving implementation related tickets. And then long term I think the. Team, I can't say for sure and. We'll have a conversation. I think it would be great for us to have a conversation with Shane later in the week. The plan is to backfill someone who will maybe have like a web and retention background. And the way that I see that person kind of engaging with this group. Is having those specific prioritization conversations like you mentioned Andrew. Like, you know, budgets are down, we're. Trying to grow and drive some like more growth into the ecom business again. But that's starting point is like a serious restructuring with that context. Like how we approach certain that that. Context should absolutely be factored into how we approach certain things and how you guys are recommending certain things. I think one flag I would give. You is I could see a world where there's a big chunk of work. Coming to us with this BYOB project. And then some subsequential projects that we have planned with the Acadia team. After that three month period I could see maybe like a potential lull. Hopefully they have a new person in. The role who's kind of focused again on things like site speed. But this is where you guys can. Take a little bit more of like a recommendation position and say like hey,. We think that you guys should be. Focusing on this or optimizing the back end in that way. How does that sound? And then the next half of the Call. My plan is just to kind of walk you through this three phase project that I'm setting up with the Acadia team to give you context on what. We're doing with their team in the coming months and how you guys maybe will like play a role in that.

Andrew Booth: Got it. Okay, that sounds great. I think. Thank you for the transparency. Obviously that helps. And if we were, if someone was trying to replace us, like it's life, like, you know, obviously sad, but like we move on. Okay, so solid three month plan and then can kick over to some things that we've kind of been kicking on the road. Okay, cool. That sounds good.

Ciara Lydon: Amazing. All right, let me take you guys through this project doc that I had shared with them and I will send. To you guys after the call. Cool. So, Andrew, you are very in the. Weeds and well versed in our BYOB. Refactor Part 2 project that needs to happen. Actually, I think I might show this one. So essentially, when we launch Oatmeal in June, BYOB page is not set up. To support that for two reasons. One, because of the parent products, we can't have like unique bundles with different pricing. We know you guys are again, like. Very well versed in what we plan to do there. And then the second problem is that. We want to introduce Buy More, save. More pricing and on the site today,. Our pricing structure does not support that in a way that we can very. Like heavily message it. So. So we want to introduce a new pricing structure that unblocks us from doing those things. Where we are at right now is I have created a recommended pricing structure and shared it internally and gotten buy. In from Leadership and also shared it. With the Acadia team. The Acadia team is now going to take another look at the pricing structure. And just flag any concerns and kind of give like final sign off that. This is the direction that we should be heading transparently. I feel like we've had a couple of like just kind of like glossing things over and being like, yep, that looks good to go. And because pricing changing is such a. High impact element on our site and unblocks us when doing a lot of things we want to do down the road, I want them to like dig. In here and, and get their eyes. So the idea is when we refactor BYOB to support line items, the same. Day that we go live with that, we need to release the new pricing site wide. So that's, that's the high level. And then I want to come back to this because I have technical questions and this is kind of where we. Need to like move in the short term so that on my last day. You guys feel, you know, set up for success with that project. So pricing, new pricing goes live. The same time that we're refactoring BYOB to support for Oatmeal and buy more,. Save more, we have this new pricing structure live on the site. The end goal is to get to. What we're calling like it should say. Project 2 since I labeled it like 1.5 but you know, classic little Claude error. The conversation we've been having with the. Acadia team for some time is about. And I've mentioned this it in some of our recent calls, we want to evolve the rest of the site to. Be like BYOB in its entirety and move away from having all of these like crazy bundles that we have to build every time we launch a project, a product. So right now when we launch a new product or a new flavor, we're. Typically making anywhere from like 5 to. 12 Different bundle configurations. And what I would like to see is that the site and like shop. All, all kind of work in a BYOB fashion. And the cart is incentivizing you in the same way that you are with single products on the site right now. There will be a need to have like some bundles merchandise but ideally when you click into cereal, you're adding to cart for one item of fruity one one box of this. So that you kind of like mix and match our. Product lines and the cart moves you along to those higher pricing. The Acadia team has done a lot of like thought starters and strategic research on this phase already that I'll have. Them walk you guys through so you. Can just get the high level picture. But in the short term I'm leaning. On them to help in tandem with you guys to execute phases 1 and. 1.5 Ideally like by end of June timing timelines are very flexible given the changes on our team and that we're just working through new resourcing. I think my ask would just be to between you guys, Brittany and Shane just like over communicate any kind of roadblocks that you may see. And Shane will help to kind of like mitigate the internal timeline impact from his side. So that is phase one, two and three. Any questions before I would like to. Spend some time on like how I've. Been thinking about the BYOB refactor information I have from stay to help you. Guys and then we'll have a call. On Wednesday with the Acadia team about the technical like byob backend project as it's as a standalone.

Andrew Booth: No questions that I can think of at the moment.

Ciara Lydon: Perfect. Okay, now I can go over. So this is all about. This is the one I'll send to you. The pricing recon or BYOB reconfiguration and pricing rollout. These are the prices that we want. To change it to. Now one thing that I've been thinking of Andrew, is when we go into BYOB right now the discount is baked. Into the product, the parent product. Whereas in a future state we want. It to be based on the number of items that they have in the. Cart to incentivize that like discount change. So I think that's like the net. New thing that we have to figure out together how that works on the back end. And I kind of like went back. And forth with Claude. We know it'd be okay. Let me share some other things too. And I know I'm like totally knowledge. Dumping on you guys. So just pause me at any point. And we can have as many conversations about this as need be. I talked to Stay last week about this potential project product project. Two pieces of information that we kind. Of already knew within BYOB. Right now our child products are $0. Our parent products have a set price. When we move to the new format, we're going to have to create all new products because if we change the pricing on any of those child products, it will impact our existing renewals. So as part of this we are. Going to have to duplicate. We kind of talked through a few. Different like manners in which maybe we. Could get around it. But I think also for QA purposes it's just helpful to move it into like its own system. On the flip side, any when we roll out the new pricing not just. For the BYOB update, any existing bundle price does not need a new product. We can just go in and change it on the Shopify front because those. Prices are assigned to existing subscribers at. The point of purchase. So anyone who's an existing subscriber on say like the Variety six Pack, the day that we roll out updated pricing. On the six pack, their subscription will not be impacted which just makes the lift on our side a lot easier. We kind of talked through. These are probably questions that will come up for you guys as we think. About it in more detail. Like what is the impact on the back end for our existing subscribers if. We have two different sets of of products? And we confirmed that if customers come in on only customers who would be. On the old byob? So like the Parent products right now can see the opportunity to switch into the new pricing which will be better. If you come in on the new bundle, new BYOB in the subscription portal,. You won't see the old. So not really like a front end concern. But it was something that we raised as potential concern with our existing renewals similar to what we talked about last time. Like I would love to have you guys sit with this project and then. Regroup with CCC and stay online together. So Andrew, I'm sure you're gonna have like a lot of technical questions and. You can get that information right from the source. I'm kind of coordinating with them. And then Don, I'll follow up with. You to like find the right time for those. A challenge I ran into when coming up with the pricing recommendation is that. Let's see. I think it's the stock. The discount for the discount needs to be consistent no matter the product that you have in cart. So let's see. Based on the pricing that I have at six boxes it would apply a. 5.13% Line item discount across all boxes in the cart. This is for one time purchase, not. Because subscription will still get the flat 20%. And then at eight boxes it will be 7.69. And this is where we need to figure out like how do we execute on this. And then another thing that's coming to my mind as we're talking through it is we need to make sure that. The 20% discount comes off of this new discounted price. I believe that's how I did it. Yeah. Because you're getting. So for example in the six pack new pricing structure is 5520. And is 20% off the.

Kaila Samson: Yeah.

Ciara Lydon: So if you think about how this. Would be added to cart and BYOB,. It's six products that their base price is 975. Some sort of script or function or. Execution that we figure out together changes. The 975 for one time purchase to be 925. Which brings you to the 5520 bundle price and then. Then the discounted one time purchase price. We take 20% off of to get the subscription price.

Andrew Booth: Got it.

Ciara Lydon: So there's two layers of discounting that. We're going to have to think through to make sure that stay discounts off. Of the correct price that the 20%. Off at a six pack comes off of 925 per box, not 975.

Andrew Booth: Okay.

Ciara Lydon: And then the same thing happens at different tiers. Now all of this pricing was created so that in a future state, Acadia. And Shane can test into larger pack. Sizes like a 9 and 10 or. Opening it up across the board. And I wanted to show you. One. Other thing we talked about with Acadia this morning. Okay. That we should discuss as part of this project. Brittany raised this example of a bundle builder where the functionality. See, why am I not. Okay? We're looking at boxers here. In this example she showed, basically it's just all functioning as a tiered progress bar at these different breakpoints versus in. Our bundle builder today, they're different URLs. For the 4, 6 and 8. And she was like, you know, this is eventually where I see your bundle builder going and how we'll test into it. And this would kind of mirror the experience that they're going to bring to the cart. So at this stage of the project, she was like, I would also recommend. Having a conversation with Andrew and team about should we be tackling this kind of functionality at the same time as we're introducing line items? I'm not sold to that. That could be a different product project,. But figured it was like worth raising. And having a conversation about.

Andrew Booth: It's an interesting thought. The reason why it's done the way it is today, where you've got three different URLs for three different parent products, is because that's how the Stay bundle system was set up by Stay.

Ciara Lydon: Yeah.

Andrew Booth: Just thinking out loud, I don't see why we couldn't do that. Not using a product page as an example. We just create a page that uses a custom template and that custom template is just custom code that does whatever we want it to do. And then we could add items to the cart based on whatever their selections were through code.

Ciara Lydon: That makes sense. I think like the really key thing. That we need to figure out first is the discounting functionality. Whether it will be like a Shopify function, a Shopify app, which I feel less good about. Some kind of like script that we write so that the. Subscription discount is correct based on the tier discount. Yeah.

Andrew Booth: So the first discount we could probably set up using Shopify Automatic discounts.

Ciara Lydon: That's a pretty really quick. Kyla, do you mind just like grabbing some notes as we talk through this too? Thank you. Yes, they raised that too. Andrew, is it a concern if we aren't running it site wide though?

Andrew Booth: When you say you're not running it site wide, what do you mean?

Ciara Lydon: I guess because the discount would. The tier discount should only trigger in byob.

Andrew Booth: Yeah.

Ciara Lydon: So.

Andrew Booth: The items you'd Be adding to cart on BYOB wouldn't be the same items on the rest of the website. So I think based on that, that would be the way to delineate BYOB versus not byob. I'm thinking out loud here, so I, I could be. We'd need to test it obviously, but so I don't think that would be a problem. And then you would just have the automatic discount applied to BYOB child items. You know, go through and select the cereals, the granola, the treats, the pastries, whatever. And it would be most likely you'd have to set up three or four automatic discounts. A discount at each level where you know, you hit certain items. So like what was it? Four to five boxes would be one discount. Five to six boxes would be one discount, seven to eight boxes would be one discount. So then based on the quantity, you're only applying the discount that applies at that level. I think that would work. And the reason I think that would work is we just had another client, Aries Tech, who just ran a very similar promo where if you buy two devices you get a percentage off three devices it's more. Four devices, it's more. And it was just purely done with automatic discounts. So I think that would work for that first discount setup. The additional 20% off only for subscription. I think.

Ciara Lydon: Stay kind of validated to. Me that that's how it works on other sites today. So I think that's like a question we can pose to them too. Once we know like for sure this is how we want to execute the Buy more, Save more discount. How do we make sure this Stay discount goes off the right thing?

Andrew Booth: Stay said that doing automatic discounts is the way it works in other stores.

Ciara Lydon: No, just that other sites have like Buy more, Save more more and that. The 20% or whatever the subscription discount that other brands are offering comes off of an already discounted amount.

Andrew Booth: Got it. Yeah. That should just be quite literally a setting. Let's see, amount of products. Yeah. Purchase type, subscription. Okay. You used to not be able to do this. This is why I had to double check. So Shopify has made improvements to their discounting stuff over the last three years. And one of the options in a discount is purchase type, must be subscription or one time purchase or both or whatever. So we probably actually could use an automatic discount for the subscription piece as well and just set those discounts to be stackable so that you get the initial whatever percentage off based on the quantity. And then the subscription purchase also would apply. On top of that with the correct conditions applied. So it'd be like purchase type, needs to be subscription, and then apply it only to specific products.

Ciara Lydon: Yeah, that seems like the right functionality. So. For this call with Acadia on Wednesday, what I would love maybe if you could come in, Andrew, like, I know you've already been thinking about this bundle migration project in general and just share like an overview of like before. This news, kind of like what you. Were thinking of doing. And then with this context, you know, what are your open questions, things that. You need to figure out. And then we can all kind of. Just like have a conversation about breaking this out into phases of work together and timelines.

Andrew Booth: Okay, yeah, can definitely do that. That's Wednesday, the call it noon, I think it was set for.

Ciara Lydon: Yes. I'm going to send you guys these. Project sheets too, which will help just. Give context and help you see what. I've already thought through and maybe other. Areas that I haven't. I think the biggest challenge about this. Project, and we experienced it with BYOB Refactor V1, is that we will run into things and UI elements that we should have thought of that maybe we didn't. And, and Shane, now that he's rebuilding. A team in its entirety, is not. Going to be the person to catch those things. And that's where I'm really hoping, like Acadia will come in. And then also you guys just to have like an extra close set of. Eyes and know that, you know, maybe like more QA work is done on your part than we previously took internally last time is the way that I'm thinking about it.

Andrew Booth: Okay,.

Ciara Lydon: Yeah, so we'll chat through that.

Chris LaFay: One.

Ciara Lydon: And try to see if there's anything else here. All maybe just. Oh, I'll like start a thread in. Our shared channel with them already to surface that doc and like write out. The key goals for Wednesday's meeting. And then I would also love to. Have a call with you guys maybe on Thursday or Friday where I can. Bring Shane in, introduce you guys to him and maybe Don, we could just. Do like a more regular meeting walkthrough of how the Asana report works. Even though Kyla will be like the true point person, I just want to give him context and how the Asana bar works. I think just reviewing with him what our process is for, like if a. Bug ticket comes up. I mentioned that you guys are really. Great about us chatting directly in Slack, which is just going to become that much more important and I want him. To just kind of have like an. Overview of everyone on the team and how to escalate things based on need.

Andrew Booth: Do you have partners that don't want to use Slack?

Ciara Lydon: I feel like in the past we have had partners who are just more. Strict about us going directly to Asana and that they wouldn't. This was sdg. Like we won't look at anything unless it's in a ticket. And I was like, okay. Which I understand, but you know, based. On team need, that that's. Our best partners typically are ones that we are always on in Slack with.

Andrew Booth: Yeah, I get the process too, but there's gotta be flexibility. Totally good project managers, like don't do keep everyone in check.

Ciara Lydon: She's like, this needs to go in Asana or usually if it's done already, put it in Asana for you. It's great.

Andrew Booth: Yeah.

Ciara Lydon: I just want to say again to you, like, the team knows that you guys are really valuable and that you share our working styles and that's super important to them as they kind of. Like look forward, like build this next. Phase of what growth looks like at Magic Spoon. I think one thing I flagged to Shane was like, we need to have. More conversations about what buying from D2C and what the true value prop of buying from the sales channel looks like and how we can test into promotions and pricing levers with Acadia. And I asked him, you know, as. You have these conversations with leadership, to be transparent with both you and Brittany,. Because I feel like that is the. Base information that you need to be recommending and acting as like great partners to us. Especially if someone's not in the weeds every day. As long as, you know, like, what the end goal is. I know that you guys are very. Well versed in the space and can kind of come to us with thoughts and ideas.

Andrew Booth: Yeah, I think that's a big way of how I actually function and think about things is knowing what the end goal is and then finding the best path to it versus someone coming in saying this is what we need to do and then not saying what the actual goal of that that work is.

Ciara Lydon: Yeah. And I think that the challenge that. They're experiencing internally right now is.

Dawn Audano: If.

Ciara Lydon: Sales volume is down, there is a belief internally that we can turn that. Around and the D2C sales channel can. We can revive growth into it and. It can continue to scale in a different lens. But there's also conflicting information and opinion that as we grow in retail and as we launch on Amazon and Target or Walmart in lower prices, it's just going to become that much more Challenging. And I could see a world where they're re engaging conversations about how do. We test into something like buy with. Prime or more prominently featuring the store locator. Those conversations, when I raise them right now, I'm told that's not the direction that we're going in. We want to focus on rebuilding this. As a growing sales channel, but I. Think that's going to be a continued like area of conflict and hopefully something that Shane can get alignment from them on.

Andrew Booth: Yeah, I think one of the hardest things I'm going to share my screen really quick is when you're talking about rebuilding the DSC side. This is just Google shopping Magic spoons all I searched. So like, exactly. You've got these really low pricing points at. Well, that's not y', all, but at literally every retailer around you. So a lot of these places, I mean Instacart, for instance, you don't even have to go to the store. Like they go get it for you and you're talking $7. But the lowest price on the website is not even close to that. So yeah, especially right now where you're talking about an economy that is very challenging for a lot of people because gas prices really drive everything totally. They're looking at costs more than anything. And so if you're looking to grow the sales channel, the pricing's gotta be more competitive or you've gotta have another incentive that is financially related. Example would be maybe the pricing's higher, but you give them two free boxes of cereal or something. You know, you also cost them. That's probably like a buck or two bucks or something. But the value prop to the customer is $1520. So like. Yep, gotta find ways.

Ciara Lydon: I think that just to like the. Internal temperature is that we probably have. To do the latter and finding other ways to incentivize with discounts and like volume gifts. But in order to do so, our. Pricing structure has to be set up in a way that we can unlock that kind of a feature or messaging, which we don't have right now. And I think that implementing these like pricing changes and BYOB will allow them. To have more flexibility in that direction,. You know, later in the year and. As the business changes.

Andrew Booth: Yeah, to your point, I mean you could even. You were talking about having the byob, you know, maybe a rebuild where you're buying so many boxes and it has those like tier points of like trying to hit so many boxes, get the next discount. Maybe instead of getting a 17% discount at six boxes, you just get a free box.

Ciara Lydon: Exactly.

Andrew Booth: Something simple. And then magic spins. Not giving up another 5% off the entire order and instead it only cost them $2.

Kaila Samson: Exactly.

Ciara Lydon: I am with you. I would love if when we chat with Shane to you kind of share. What we just talked about too. And I, I will. That's kind of like conversations I've been having with him as well. He was previously managing, I should give. You context on he has been at Maddox Spoon for about a year and a half. Was previously managing our retailer.com experiences. So how my magic Spoon shows up on Target, on Walmart working with like Instacart to do a promotion and retail media network. So he, he knows how we show up and how low we show up elsewhere. And I think this is a really. Interesting inflection point for a leadership team to kind of like reconsider what the strategy is here.

Andrew Booth: Yeah, totally agree. Especially when you factor in from a retail standpoint. Most people who are buying from a retailer probably have whatever that retailer's delivery program is like Walmart, Walmart plus they probably play for that. So then delivery I think is free with that or very cheap. Yeah, a ten dollar shipping charge or fifteen shipping charge. That's a pretty big price difference.

Ciara Lydon: Nonsensical for most people.

Andrew Booth: But then from the the business side like I get it, shipping is expensive. Like people don't realize how expensive shipping is. But I think that's why you've got to get creative in how you do your, your discounting and actually I don't really even like to call it discounting because I don't like businesses to get into a race to the bottom because that's not healthy for a business either. Like you can't run a viable long term business in a race to the bottom but you can offer value ads that make sense for both parties. So the business wins and the consumer wins to where you know you're not selling yourself short or discounting it. But everybody disagree about you totally.