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Blue Bottle Coffee

blue-bottle-coffee

While was fundraising for her specialty Asian beverage company, , she encountered frequent skepticism about its appeal: “it’s a niche product.” Debbie Wei Mullin Copper Cow Coffee “I’d say, ‘taste it,’” Debbie says. “It’s not niche. It’s delicious coffee. It just so happens to be Vietnamese.” As a Bay Area native whose mother is from Saigon, Debbie grew up with the strong, sweet drink. “Every time I introduce anyone to it, they fall in love with it,” she says. Her instinct — that if there was an “elevated, more accessible version” of Vietnamese coffee — proved to be true. Within a month of launching the product in 2017, LA-based Copper Cow was in 1,000-plus stores. To keep up with demand, she raised $1 million from friends and family and angel investors and went through the accelerator. 500 Startups Just a year later, the world’s largest retailer took notice. “Walmart called us,” she says. “We didn’t reach out to them. It really stopped the naysayers who said this wasn’t mainstream.” Today, Walmart stocks Copper Cow in 1,000 locations. Caffeine makes the world go ‘round Debbie’s first foray into entrepreneurship was , a line of Vietnamese cooking oils and vinegars. She launched it in 2014 while she was working full-time in her previous career as Consultant at the World Bank. Wei Pantry While the bootstrapped company had early traction, Debbie realized growth was limited. “Immediately, I got into a lot of stores and felt like I had validation, in terms of the branding, and it being a Vietnamese product,” she says. “But I definitely realized that the market is actually quite small — only .” 10 percent of Americans cook As she looked to the future, Debbie started to ideas that were venture backable. “I wanted a supply-chain focused business using my learnings from my experience at the World Bank.” pore over The market for coffee is comparatively huge, says Debbie. “70 percent of Americans drink coffee every day, multiple times a day, and 60 percent of them drink their coffee with milk and sugar.” Coupled with the by Nestlé at $700-plus million valuation, Debbie knew the coffee market was massive — and thirsty for innovation. acquisition of Blue Bottle Coffee “We’re building on the trends of and of people wanting in their indulgences,” she says. pour-over clean ingredients Since Copper Cow wasn’t her first foray into specialty food, she could leverage her contacts from the Wei Pantry days. When she approached retailers who carried those products with the concept of Copper Cow, “it was easy to convert them,” she says. She credits the company’s quick growth with her ability to build on relationships from the previous line, understanding how those sales channels worked, and offering something totally unique to the market. “That was very exciting for our first accounts,” says Debbie. The perks of acceleration With the goal of raising a seed round but in need of guidance, Debbie joined 500 Startups in 2018. “It helped brand us as ‘not just a coffee company,’” she says. “It showed people that we want to be a tech company. That’s how we’re going to grow, and how we’re going to win.” The accelerator also helped prepare her to raise venture capital. “500 prepares you for the arduous task of fundraising,” she explains. “It taught me that it was a full time job. If you want to create a real market for your company, you have to be fundraising full time in order to start and close your round as quickly as possible.” Take the bitter with the sweet Debbie initially found investors through “a lot of trial and error,” she says. Early on, she researched who had invested in companies similar to hers. Turns out, that strategy wasn’t so effective for Debbie. . She found a coffee company that had received funding in the Valley a few years prior. “It was a big inspiration for me. I didn’t think that they were competitive with me, so I thought that maybe their investors would want to invest in me. But when I approached them, I learned quickly, after having really sought after those leads, that the company wasn’t doing well. And if anything, my company was an absolute no-go because it resembled that one.” What worked better? “The biggest source of contacts was through other founders, especially those who were one step ahead, who had raised their seed round or their Series A.” Debbie says it’s helpful to share leads with fellow entrepreneurs. “My investors tell me all the time that they’d love recommendations from me. If it’s at all within their scope, if I recommend someone, they’ll likely take the pitch.” Stirring up interest It might seem counterintuitive, but Debbie didn’t target food investors during her process. They tend to have a strong retail focus, she says — but her plan for Copper Cow is to focus on other channels. “We’ll maintain the retail business,” she says. “It’s going to double this year, but instead of pouring our resources in to triple it, I’d rather do 10 times the sales direct-to-consumer via ecommerce.” Debbie found that investors who funded cosmetics and fashion ventures, particularly companies built around a subscription model, were a much better fit, especially for “the kind of mentorship I need to grow that area of my business,” she says. Counting beans “500 Startups told me that I would have to have about a hundred meetings for every million dollars I wanted to raise. I found that to be accurate,” says Debbie. “I probably had about 200 meetings. About three-fourths of those were with actual VCs and about a fourth were to get leads to VCs. “You’re trying to build the top of that funnel, because finding an investor who has money and is looking for a company just like yours is like finding a needle in a haystack. That’s why you have so many meetings.” Debbie shares another piece of advice that helped her put things in perspective: don’t get worried until you’ve been told “no” 50 times. “When you’re first putting yourself out there, it’s really excruciating. But since I’m so goal-oriented, it made it a lot easier to cross off 50 ‘no’s’ as opposed to hoping for a ‘yes’ at every meeting. Look at the math: if I take 200 meetings to get five ‘yeses’, I have to prepare to hear ‘no’ a lot.” In the end, it took Debbie three months to close her , led by , which contributed half of the capital. , , and also took part. $2 million seed round Silverton Partners CRCM Ventures Montage Ventures AmplifyHer Ventures Social Starts Just brew it Looking back, Debbie wishes she had been more sure of herself throughout the process. “After you’ve built a company for almost two years with a bootstrap mentality, you’re always waiting for doomsday. You live in that mode, and you’re always expecting everything to go wrong. I didn’t prepare enough for what life would be like after closing. “I am still struggling to hire people. I wish I had hires in place or lined up before I raised the money and with the confidence that it was going to happen.” Although she built Copper Cow up to $1 million in revenue with the help of just one employee, investors wanted to know she was capable of building a strong team. “I think I could have even been more successful at fundraising if I had people I’d been working with part time, even if it would have cost me a little bit of equity on the backend,” she says. “It would have been worth it, both in terms of ramping up quickly right after closing as well as having a stronger fundraising round.” Nathan Beckord is the CEO of Foundersuite.com which makes software for raising capital. Foundersuite has helped entrepreneurs raise over $1 billion in seed and venture capital since 2016. This article is based on an episode of Foundersuite’s How I Raised It podcast , a behind-the-scenes look at how startup founders raise money.

Meet the World Bank Exec Turned Startup Founder Who Raised $3 Million for Her Vietnamese Coffee…

By Micah Rosenbloom , Managing Partner “Woe is me,” should not be in any VC’s lexicon. It’s a privileged job. Every day we get to meet with entrepreneurs who are looking to change the world. At the same time, I’ve felt a shift in the mood of VCs across the Valley from elation to resignation. It feels as though venture capital is in a bit of a midlife crisis. Blue Bottle Coffee chats bemoan climbing valuations and diminishing returns, except for the 24 hours following a billion-dollar exit when the smiles return, temporarily. The principles of venture capital have remained unchanged for decades. It used to be that you’d raise a fund, invest it over three years, hopefully, pick some winners, rinse and repeat. Now, some of the seemingly immutable laws of VC now being questioned by collaborators and friends. The vast changes in the tech ecosystem are unnerving to most everyone in the industry, especially those that live and work in Silicon Valley. These are the questions I hear most often: Is Silicon Valley the only place to be? High costs — for everything. Saturated market. 500+ funds. Start-ups working virtually. All those factors, plus the potential 17% carried interest surtax pending in the CA legislature might lead more VCs to ask whether it’s time to go to Austin or Seattle. “It doesn’t really rain that much, right?” they ask. Can I make money in carry? Most VCs never see carry but as in any competitive industry, people enter the field thinking that they’re the exception. Like Chicago Cubs fans during the drought of 1908 to 2016, many assume next year will be their year. While there will be the overperforming exceptions, most VCs, no matter how talented, may have to wait a decade or more before seeing carry, if ever. Longtime VCs may start to rethink their career choice. The household financial spreadsheets of Atherton and Pac Heights residents never contemplated an assumption of zero carry! Are we too small? To some, the venture business has turned into Goliath vs. Goliath. There’s an arms race for value-add talent: Heads of platform, content, recruiting, BD, etc. Many wonder, “Is the fund that I am at too small?” When Chevy introduced the super-sized Tahoe in the 1990s it quickly became the , all while SUVs went on to dominate auto sales for the next two decades. Similarly, many initially scoffed at Softbank’s $100B fund, but now it seems normal, almost practical and wise. How can an ordinary single billion-dollar fund possibly compete? Never mind a mere multi-hundred-million dollar firm? subject of parody Do valuations matter? VCs are quickly learn the importance of valuation, e.g. a $5M pre in a seed round means twice the return of $10M pre, and so on. But even that basic logic is being questioned. Peter Fenton in his VC said, “I’ve never seen, ever seen, a venture investment from an early stage standpoint become bad because of valuation, and the flipside, I’ve never seen one become great because of valuations. It’s an amazing mental trap in that regard.” interview on the Twenty Minute And this is absolutely true for a firm like Benchmark that measures success by being involved with the 5–10 most important companies that are started each decade. Unfortunately, this belief that VC is simply a “power law” game has led many firms that lack Benchmark’s pedigree, playbook and track record to treat most investments like lottery tickets where the outcome is binary and the price of the ticket doesn’t matter. Of course, it does, in aggregates even if it doesn’t feel that way in this market. Money is the ultimate commodity, how do I distinguish myself? Increasingly, generalist funds are starting to question whether they should focus, while domain-focused firms start appreciating the value in a generalist approach when their formerly hot category takes a hit (e.g. many crypto funds in the last month). Big funds are starting seed funds. Seed funds are raising growth funds. It’s all very confusing and making the right call can mean the difference in becoming the seminal investor in their field or managing a basket of troubled assets, like so many clean-tech fund managers in the 2000s. Should I focus on a particular vertical, like VR? Do I invent a new stage like “Mez-Seed?” Does a brand studio/fund model work? My take on these existential questions Over the last decade, Boston has enjoyed a baker’s dozen billion-dollar tech IPOs. Canada’s VCs have been characteristically modest about their successes, but they have not gone unnoticed by . There are ! Utah! Sydney, Australia, has three, including one of the top 10 tech IPOs of the last decade. Seattle, LA, and NYC continue to produce extraordinary outcomes with great regularity while Stockholm and Chicago can’t be discounted either. Northern California is tech’s undisputed center of gravity and it offers benefits no other geography can, but it’s far from the only place to be successful. You can make money in more places than you think. elite VCs half a dozen tech unicorns in Utah We’ve managed to get into carry on our first fund and are close on our second. It helps that they are $50M and $75M entities, respectively. We believe there’s beauty in being small and that just as we preach to our companies, more capital isn’t necessarily better. It’s tempting to justify raising a larger fund by suggesting that it will outperform, but in my experience, there’s often a trade-off between fee income and carry. It’s easier to make money on carry if you make less on fees. We counsel our startups not to throw away . We live by the same advice and can return meaningful chunks of our fund with fairly-valued companies that are conservative with capital deployment and sell for sums that wouldn’t merit a mention in TechCrunch. It’s nice when something like Uber or Trade Desk works out in our favor, but our fund strategy isn’t predicated on once in a generation outliers to be successful. Valuations matter. $100M exit opportunities and he’s right. Sequoia is huge and Lowercase was tiny, but both are extraordinary examples of success. USV and Foundry have driven historical returns by staying true to themes while General Catalyst has a legendary reputation and a heterodox portfolio. When I see my peers stressed, it’s usually because they’re trying to use someone else’s playbook instead of defining their own and sticking to it. March to your own drummer. Fred Wilson just wrote that successful firms march to the beat of their own drum Fear not, fellow investors. The teachings of , as popularized by Fred, clearly demonstrate there is a natural cycle to the ebbs and flows of technology and the financial markets dating back to the Industrial Revolution. More recently, I remember thinking all was lost after my dot-com era startup failed and $25M+ in venture money disappeared with it. From the ashes of that cohort came a stronger wave of startups and VCs, and a boom that has lasted much longer than the last. Long may these interesting times continue! Carlotta Perez

The Midlife Crisis of Venture Capital

In the past few decades, income inequality in the United States has increased dramatically. Between 1979 and 2007, after-tax income of households in the top 1 percent of earners by 275%, compared to 65% for the next 19%, ~40% for the next 60%, and 18% for the bottom fifth of households. grew Source: Congressional Budget Office As this income inequality builds upon itself, the U.S. income distribution becomes more and more bimodal, with an increasingly wider gulf separating the rich and everyone else. This leads to second-degree changes that affect all of society. One is the allocation of venture funding to consumer products. Although venture capital is to less than 1% of companies, it has an outsized impact on the products and services consumed in the . Venture capital has backed 43% of public U.S. companies since 1979, which in turn have been responsible for 82% of R&D by public U.S. companies. The venture-funded startups of today will become the most important companies tomorrow. relevant future As such, it is important to consider what type of companies get venture funding. One of the most important factors venture capitalists look at when considering whether or not to invest in a startup is the . Given that venture capital is a home-run game, VCs are looking for, at the very least, total addressable markets of billions of dollars. In the past, products that specifically appealed to the the top 1% or even 10% were often considered too small to back. As a result, startups decided to target the middle-class with their products, and even startups working on expensive cutting-edge technology that necessitated market entry at the top had plans to eventually bring this technology down-market to the masses. size of the market The size of a market is determined by the number of people and how much they’re willing to pay. So what happens if rich households continue accumulating income at a faster rate than the rest of the households? Considering that this rate of income accumulation will most likely be higher than rate of population growth, eventually it will turn rich households into a larger market than the middle class and poor combined. As a result, incentive mechanisms to make technologies for the masses will become gradually reduced, giving way to products that increasingly cater to the rich. Poor markets are also at a natural disadvantage to rich markets, even if they’re both the same size. A market with 20 people each willing to spend $100,000 and another market with 2,000 people each willing to spend $1,00 might be the same size ($2 million), but catering to the high-end market is still the better choice. The marginal utility of a dollar is higher to a poor person than a rich person, and as a result the rich person is more willing to part with $1 than a poor person is. Moreover, costs incurred to convince a new customer to pay for the product are much higher than costs incurred to convince an existing customer to pay more. In “ ,” danah boyd emphasizes that taste and aesthetics are “two value-laden elements that are deeply entwined with race and class.” With increasing income inequality, we are starting to see the tastes and aesthetics of the rich increasingly overwhelm those of the middle-class and poor in the world of consumer tech. White Flight in Networked Publics Elitist is the design of a product or system that primarily caters to the rich, allowing it to be fundamentally built on excess. This is design that is no longer constrained by efficiency, costs, or rational, first order principles. A useful framework to evaluate elitist design in consumer tech is to examine it on three levels: the market, the model, and the machine. As an example, let’s apply this to framework to Juicero. design Elitist Design #1: The Market Juicero’s fundamental value proposition is built on a prevalent misconception amongst wealthy Americans: the health benefits of juice. This is in part the result of wellness becoming the “ ,” which has launched a wave of expensive health and fitness options such as cold-press juices, healing crystals, SoulCycle, and Peloton. ultimate 21st century status symbol Unfortunately, juice isn’t actually healthy, given that most of the healthy parts of a fruit are in the process of juice-making. As a result, experts “fruit juice, even if it is freshly pressed, 100 percent juice, is little more than sugar water.” left behind emphasize that in found that, on average, fruit juice had a sugar concentration of 45.5 grams per liter, only 4.5 grams less than the average of 50 grams per liter for sodas. Juicero’s juices are relatively heavy on sugar. Both the “Sweet Greens” and “Sweet Roots” packets 17 grams of sugar per 8-ounce serving. In comparison, an 8-ounce serving of Coca-Cola has 26 grams of sugar. A major study Nutrition include There’s also a to juice: it is harder to feel nourished from juice than fruit. As a result, it is very easy to binge on juice and exceed caloric and sugar intake. It is also mentally convenient to equate a unit of fruit with a glass of juice, even though a glass of juice often has more than twice the amount of calories as a piece of fruit (an orange is 45 calories whereas an eight-ounce glass of orange juice is 110 calories). hidden danger Elitist Design #2: The Model Image source: Juicero Juicero’s ambitions weren’t only constrained to just making a more convenient juicer; it wanted to create a brand new system to provide maximum convenience, but also extract maximum profit. The result was what David Krane, the Managing Partner of GV, as “the most complicated business I’ve ever funded.” For context, Krane has also companies such as Uber, Nest, and Blue Bottle Coffee. once described funded The Juicero business three warehouses, a manufacturing facility, , a network of organic farms nationwide, a smartphone app, and an army of produce choppers all supporting two main money machines: the Juicero Press, and Juicero Packs. includes a LEED Gold processing facility The Juicero Press is the $399 juicer and the Juicero Packs “breathable packs” of raw fruits and vegetables that are “triple-washed in a 35 degree Fahrenheit environment.” Once a Juicero is purchased, the consumer has to choose a subscription of Juicero Packs, with a single pack producing an 8-ounce glass of juice and costing anywhere from $4 to $8 each. are This business model allows Juicero to not only profit from the juicer, but also on a regular basis from the packs. Factoring in only the cost of the pack, an ounce of Juicero juice costs anywhere from $0.50 to $1.25 per ounce. that even in the premium juice section of an upscale grocery store, there were no juices that came close to being this expensive, with the most expensive juices selling for $0.17 lower than the cheapest Juicero juice. The Washington Post found The packs allow Juicero to create what effectively amounts to a proprietary DRM system for juice. Every Juicero Pack has its own unique QR code that is scanned by the juicer and checked it against an online database. If there is no Wi-Fi, no QR code, if the QR code has already been used, or if the QR code is for a bag that’s expired, the Juicero Press won’t start. As a result, it does not work with non-Juicero fruits and vegetables, even if these are sliced and diced and put in used Juicero Packs. This was a made by Juicero after they observed that Keurig faced an issue with other companies making pods for its coffee maker. deliberate choice There are also environmental concerns surrounding the Juicero system. Since one pack corresponds to one glass of juice, leftover packs and the pulp remains inside them can quickly accumulate. The pulp, usually 20% of the total plant matter, is often thrown out, although Juicero turning them into “pulpsicles” and “body scrubs.” recommends Packs are “ ” but can be recycled through a special process: cutting open the pack, taking out the pulp, rinsing the pack and either mailing them back to Juicero or taking them to specific recycling facilities. Pretty reasonable expectations for the same consumer they’re betting will pay $399 to not have to clean the juicer after every glass of juice. not recyclable by municipal methods Instead of a focus on repairing a specific part of the process, Juicero has recreated it under the guise of innovation. As by Steven Jackson in , “the language of innovation is generally reserved for new… bright and shiny tools, while repair tends to disappear altogether.” These bright and shiny tools, from the camera that reads the QR code to the breathable packs, are the product of a system in which “when new products are made, we hear about exciting technological innovation, which are widely seen as worth paying (more) for.” noted Rethinking Repair Elitist Design #3: The Machine Image source: Wired Then there’s the $399 juicer, the aircraft-aluminum clad cathedral dedicated to spreading the gospel of juice. The culmination of more than two years of development by celebrity designer , the , , and , this juicer has been colorfully as “a big iPod that pees juice into a glass.” Yves Behar former president of Coca-Cola North America 12 PhDs, 50 engineers, seven food scientists the creator of the Amazon Echo described Excess is built into every single part of this product. Doug Evans that “there are 400 custom parts in here.” Ben Einstein, a Partner at the hardware VC firm Bolt, “Of the hundreds of consumer products I’ve taken apart over the years, this is easily among the top 5% on the complexity scale.” touts has remarked that The Juicero’s exterior face has a single button at the center of the front door for juicing. This door is “ ” and made from “ .” The other main exterior parts of the juicer are complex injection-molded plastic components textured to an .” This aesthetic minimalism is reflective of social class preferences. As by Danah Boyd, design the rich regard as “clean” is often regarded by low-income consumers as “boring,” “lame,” and “elitist.” bead-blasted aircraft-grade aluminum “Apple-like glossy finish noted Image source: Bolt The minimalist facade hides an overly-complex machine. Juicero has 8 large, custom-machined parts, usually comparable consumer hardware products use one to two. The interior also holds a complicated array of components, a Wi-Fi enabled microcontroller, a camera, a wireless antenna, 10 printed circuit boards, a custom-made power supply, and an LED board. whereas including In and of itself, elitist design isn’t a bad thing. Many people genuinely enjoy using their Juiceros, even if it’s about . Elitist design is simply a reflection of the society that the design is created for. It’s representative of a growing market buoyed by the moneyed desires of the few that is fine paying a premium for an expensive product. as effective as using one’s bare hands Some wonder whether Juicero is . It isn’t, it’s more representative of business sense. Juicero knew that it could afford to charge the market a premium for its model and machine. The problem is what this business sense reflects of societal changes. If the market for juice for the 1% has become venture-backable, what does this say about society? representative of Silicon Valley excess

Tech and Elitist Design

Courtesy of PhDComics Woke up, fell out of bed. Damn, it’s already 8am. Only have half an hour to get ready to catch the last bus. Really shouldn’t have been out late last night, but definitely needed to let off some steam after the long day yesterday. Shower, quick bacon and eggs, and I’m out the door. Caught the bus in seconds flat! Crap, I forgot to drop the rent check off in the landlord’s mailbox. I should have set a reminder! Why doesn’t my phone just tell me at the first of every month anyway? Ahh, that nice hot cup of Blue Bottle coffee is really helping, glad the company sprang for that. After that, really need to get to work on that end of Q3 report. I still haven’t heard back from Carl about those numbers, I need to ping him on that. , sigh, I’ve got like 20 new emails. Let me do a quick scan through them…oh hey Suzie, yeah I’ll be right up for the standup. Looks down at phone Alright, I’ve got like an hour till my next meeting, time to work on that report! I wonder if my landlord will let it slide that my check is a little late. He’s a bit of a stickler, but I’ve never been late before. You know what? I should just send him an email. Great, still got like 45 minutes. Let’s go! Ooh, what’s that on Slack? It’s just Luke again with the donuts. What a nice guy, but really need to watch those calories. Okay, back to work. Emailed Carl about the numbers I need for the report. I’m pretty sure he shared it with me at some point, but for the life of me, I can’t find it. Well, while I’m in Gmail, might as well just skim all these unread emails… Damn, I only have like 15 minutes left! Carl just got back to me with the link, but I’ve gotta run now. I’ll look at it in the afternoon. Meeting, lunch, meeting, coffee, then back to work. Wait, isn’t it Amanda’s birthday today? She was so pissed last time I forgot. Gotta get some flowers out to her. Alright, we’re back. Got another meeting in an hour, but I can get through this! I just need to find that document about our hiring strategy. Hmm, it’s not coming up in search. I know that Greg sent me the link to it over Slack, but I can’t find it there either. I just looked through all of Google Docs, and couldn’t find it! Where could it be? Hey, can you send me the link to the hiring strategy doc? Ohhhh, it was in Dropbox! Well, it’s gotta wait now, I’ve got another meeting in 10 minutes to review the project plan for our mobile app launch. I should read up on it though. Walks over to Greg. Well, that was kind of useless. I really should have gone prepared to that meeting, but noone else was prepared either! Okay, gotta check out these messages on Slack. Suzie wants a recommendation for a restaurant in Hayes Valley. Souvla is great! Urgh, it’s 5:30 already. I promised Mom I’d meet her for dinner. I guess we can reschedule… I’ve gotta finish this report. Yes Mom, I know it’s the third time I’ve rescheduled and you haven’t seen me in over a month. I really have to finish this though! And that rent check… This isn’t too far off from how my most overwhelming days are. Do you feel the same? Leave a comment or tweet (or DM) me @samiur1204 . Would love to hear your story too.

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