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Billions of dollars in venture capital have poured into direct-to-consumer (D2C) brands over the past ten years, funding hundreds of upstart brands challenging the incumbents in product category. These brands, once by investors, are now raising multi-million dollar rounds pre-launch and recruiting top talent. nearly every ignored There’s no question that there’s hype around the D2C space, but we’ve seen far less interest in the infrastructure that allows these brands to scale. D2C brands uniquely own every step of their production and distribution process — from product design to packaging to marketing to fulfillment. New brands can struggle to put all these pieces together, while established brands face challenges like figuring out how to serve an international audience and maintaining growth in a capital-efficient way. We see a huge opportunity for the rise of tools that better serve these brands, and we’re excited to share our research on companies in this space and areas where we hope to see further development. If you’re working on something in the D2C infrastructure space, please email us at twins@crv.com — we’d love to talk to you! Playbook for New Brands We’ve compiled a list of the tools we see D2C brands using today, based on our conversations with dozens of brands and data from Siftery . Product Design & Development Most brands handle design and development of products in-house, sometimes with heavy input from customers, which Glossier (and more brands are exploring via Instagram Stories and surveys). The development process typically involves finding a factory or manufacturing partner with expertise in the space, and working closely with them. famously does However, we’ve found a few startups that are aiming to use tech in the product development process. and offer this for 3D-printed products, while and do the same for hardware. and all focus on fashion, doing smaller production runs with quick turnaround times. (customers include , and ), and ( ) both work across industries. Voodoo Manufacturing Shapeways Shape Prototype , Kickr Design , Seeed Studios CALA , IndieSource , Nineteenth Amendment Parcel Supply Birchbox, S’well Blue Apron PCH International Walker and Company, Fitbit, Blaze Manufacturing Many brands find manufacturers through their personal networks or referrals, but there are also established marketplaces that connect companies with domestic and international factories — , , , , and are a few examples. Some of the newer players cater to younger brands who are concerned about eco-friendliness, quality control, and social responsibility — ( , ), , , and (fashion-specific) are a few examples. MFG.com Kompass Alibaba IndiaMart ThomasNet Anvyl LOLA, Hims, S’well Native Sourcify Maker’s Row Sewport Financing There’s a number of firms that focus on consumer brands, many of which combine an investment with incubation or branding, advertising, or other support. is a major player in this space — the company offers as well as financing options, as is is a newer firm that focuses on brands doing $1M+ in annual revenue. CircleUp credit equity Indie.vc . Assembled Brands Other funds include , , , , and invest exclusively in food and beverage. , , and (beauty-focused) all serve as accelerators that combine funding with agency-like support. Outroll Ventures Unilever Ventures Touchdown Ventures Beechwood Capital Simon Capital , Elizabeth Street , VTF Capital *. AccelFoods , First Beverage Group , Distill Ventures Bullish The Brandery SKU , XRC Labs , Sephora Accelerate and remain a popular way to fund an initial production run, as well as equity crowdfunding platforms like , , , and . Along with traditional credit options like small business loans (also offered via startups like , , and ), there are also a few new credit options catered directly to D2C brands. These include , (working capital), and (marketing funding). does the same via merchant cash advances and loans. Kickstarter Indiegogo SeedInvest Crowdfunder Republic Wefunder Fundbox SnapCap Kickfurther CircleUp Credit Advisors Dwight Funding Clearbanc Shopify Capital Inventory Management Inventory management and forecasting are crucial for young brands that are short on cash and storage space. Forecasting is complicated by the fact that these brands can have “viral” moments that are difficult to predict and lead to long waitlists. Like most other software categories, there are existing inventory management solutions (Netsuite, Workday, SAP, etc.). However, the pricing, features, and implementation often don’t work for early-stage, high growth companies. A few startup platforms that cater to D2C brands — ( , ) and ( ). Other options that are popular amongst e-commerce more broadly are , , , , , , and . Fuse Inventory Glossier, LOLA, MeUndies Snowe Stitch Labs Brooklinen, Thinx TradeGecko Finale Lightspeed Retail Ops Unleashed Veeqo Brightpearl Branding Many brands do this in-house, especially if they have a designer on the team or can easily consult with an expert. , and are a few of the more popular tools for managing brand assets, and some also include tools or design space for generating these assets. It’s also common to hire a freelancer on a platform like , , , , , and . Canva , Brandfolder , Bynder , Outfit , OpenBrand Frontify 99Designs , DesignCrowd Dribbble Behance Upwork Toptal Fiverr A number of design agencies have risen to fame for their work with top D2C brands — ( )and ( ) are two of the most popular. Others include ( ) ( ) ( ), ( ), ( ), ( ), and ( . Red Antler Casper, Allbirds, Keeps, Brandless Gin Lane Hims, Sweetgreen, Harry’s, Stadium Goods Pentagram Buffy, Tender Greens, The Wing , Condensed Pair Eyewear, Num Num, Keepers , Partners & Spade Allbirds, Flamingo, Warby Parker , M. Gemi Collins Heyday, Nourish, Archer Farms Motto Even, Keetsa, Crown & Buckle Circus Maximus Roman, Bombfell High Tide Warby Parker, Casper, LOLA) Marketing Like traditional e-commerce companies, many D2C brands devote most of their marketing dollars to Facebook, Instagram, and Google. There is a sea of marketing software tools for new brands to manage this spend. To get a sense of what both early and late-stage brands are using, we used to check out the marketing stack for the top 15 most well-funded D2C brands, as well as the 29 brands who raised a VC seed round last year. We’ve included below platforms that were used by five or more brands out of this group. Siftery Most of the brands we surveyed used at least one option in each of the sub-categories above, making it by far the most complex area of the stack we examined. Seed-stage brands were more likely to experiment with similarly early-stage marketing platforms (perhaps because they are the most hungry to acquire customers!)—particularly in categories that go beyond the basics like referrals, re-targeting, and conversion. We know many brands are also using tools to schedule and post content to social media, which wouldn’t show up in a Siftery stack. Examples include (Instagram scheduler), (Twitter scheduler) as well as cross-platform schedulers and — which we’ve included in the “Customer Success” map below as they also support customer service. Later Tweetdeck Sprout Social Buffer Customer Success Similar to marketing, many of the customer success platforms built for traditional e-commerce seem to be working for D2C brands. Unlike marketing, however, we found most D2C brands used a fairly tight set of customer success solutions — most commonly a live chat tool ( and were the top two), an email/ticketing system ( and —which all also offer social support) and a social-focused service platform ( and ) Olark Zendesk Zendesk , Kustomer , Gorgias , Conversocial Sprout . We’ve also included customer review systems in the “Customer Success” category — though they could arguably be considered “Marketing” tools as well. and were by far the most-used platforms in this category. Yotpo Okendo Commerce & Payments Almost all of the seed-stage D2C brands we surveyed used either or as their commerce platform, while later-stage brands commonly used to process payments. About half of the 43 brands we looked at also used one or more of the following: and is another newer option that handles checkout, analytics, and fraud protection. Shopify Magento Stripe Google Wallet , Paypal , Apple Pay , Amazon Payments . Bolt Payments Outside of the core payment processing functionality, almost all of the subscription-based D2C brands we looked at used for their billing, and several of the later-stage brands used a fraud protection solution like and Brands with higher-priced items also often implements solutions to allow customers to pay over time — with platforms like , , and . ReCharge Payments Riskified Signifiyd . Affirm Klarna Quadpay Fulfillment, Shipping, & Returns We’ve discussed Inventory Management above, so in this category we‘ve focused on packaging, shipping and fulfillment, and returns. In packaging, arguably the most well-known brand is ( ) but many earlier-stage brands that struggle with Lumi’s prices and minimums turn to and also have quite a bit of traction in this space. Lumi Parachute, MeUndies, Rockets of Awesome Packlane . Arka Pakible On the shipping side, ( ), , and are three of the most popular options, though some brands ship directly via USPS or FedEx. helps companies offer same-day delivery. , , , , , and are other popular 3PL and fulfillment options for D2C brands and e-commerce more broadly. Shippo MeUndies, Ipsy, Hims ShipStation ShipBob Darkstore Flexe ShipHero RubyHas Quiet Logistics ID Logistics Dotcom Distribution , Fosdick and are focused on international shipping, which remains a huge problem for brands of all sizes. Brands use platforms like and to help customers track orders. On the returns side, and (sometimes used together!) are the two most popular options we found, with and as other common options. Passport Shipping , Flow , FlavorCloud Arrive , Newgistics , AfterShip , Narvar Returnly Happy Returns ReturnMagic Narvar Brick & Mortar Space As we’ve , D2C brands are increasingly experimenting with physical retail space — usually via pop-ups or by renting shelf space in their early days, and then setting up permanent stores further down the line. The last few years has seen the birth of many startups that aim to help brands tackle this without having to hire a broker or realtor. written about before In the shelf or display space category, some of the biggest contenders are (with an online marketplace and three stores in NYC), (focused on consumer hardware) (in Edmonton and Minneapolis), (Plano, TX), (NoHo in NYC), and (SF). On the short-term or pop-up side, and all offer solutions. assists with longer-term retail placements alongside (formerly thisopenspace), a CRV portfolio company that also helps smaller brands find short-term and shelf space. Bulletin b8ta Fourpost Neighborhood Goods Showfields Re:Store Storefront , AppearHere , Go-PopUp Leap Uppercase (customers include and ), also helps D2C brands with retail — but with a focus on connecting companies to vendors and service providers who can manage store operations. This includes maintenance, events, dry cleaning, and other custom services that brands may not have the time or expertise to set up themselves. Worksmith Outdoor Voices, Casper, Bonobos, Stance What’s Left To Build? There are several areas where we see considerable room for improvement on existing solutions, as well as other categories that have yet to be tackled. Here are just a few areas of opportunity we are particularly excited about: CACs continue to rise on Instagram and Facebook — though consumers remain excited to try new brands, it’s hard to cut through the noise on social feeds. Many brands are turning to cross-promotions with other brands to lower acquisition costs, and sites like have popped up to aggregate brands. We’ve also seen new entrants focus on dominating specific product categories (e.g. in beauty) or distribution via friend referrals (e.g. ). We’re excited to see more scalable, software-based solutions for brands to reach the right customer. Discovery. Newfound Supergreat MASSE It’s surprising how hard it is for brands large and small to ship internationally — just take a look at the variety of products on ! Because D2C brands advertise heavily on social media, where content can be shared globally (even if ads target a domestic audience), it’s especially important to be able to serve these potential customers. We’re very excited about starting to tackle this problem, and are looking forward to seeing these solutions expand to more brands. International Shipping. Grabr Passport , FlavorCloud , Flow We continue to see D2C brands struggle to finance their inventory, particularly given that they often can’t negotiate favorable payment terms with manufacturers early on. This results in many companies raising more venture funding (and taking more dilution) than they need to scale. , , , and have been making progress in providing working capital to brands, and we’re interested in watching how this space evolves. Financing. Clearbanc Assembled Brands Dwight Funding CircleUp As shown by the many categories above, brands have to piece together and manage a huge amount of different resources just to get a first product out the door. This can be especially overwhelming for small teams running on limited capital, who don’t have partnerships or contracts with larger retailers. It will likely take more time and capital in the space, but we’d be excited to see something closer to an end-to-end solution (even just for one category!) that simplifies brand operations. is one example — as well as serving as a subscription platform for brands like , , and , they also offer fulfillment, customer service, and business intelligence. Resource Aggregation. OceanX Ladder Cora Seed Thanks for reading! If you’re working on something in this space, please email us at twins@crv.com — we’d love to hear from you! Like this post? to help more people see our story, and share it with your friends! Clap for it Interested in reading more content from us? You can subscribe to our weekly newsletter, , for more insights on millennial and Gen Z trends: Accelerated https://accelerated.carrd.co/ Thank you to Saar Gur for his help with this post.

D2C 2.0: The Rise of Infrastructure

Before we joined the investment team at CRV, we were undergrads at Stanford interested in helping student companies launch and scale. In 2015, we founded , which has since become Stanford’s premier on-campus incubator. We graduated in 2016, but the program is still running under a new student team. Cardinal Ventures Every year, Cardinal Ventures graduates two classes of 15–20 companies each, with founders spanning a variety of undergrad and graduate programs. There are now more than 100 Cardinal Ventures alumni companies, many of which have raised venture funding or graduated other accelerator programs — including , , , , and . Athelas Nova Credit OhMyGreen Pair Eyewear Knowhere We’ve been excited to see students nationwide launching similar programs, and have received many requests to share the framework used to create Cardinal Ventures! This article is a direct response to those requests. Cardinal Ventures is still a work in progress, but we learned a lot from our experiences (and many mistakes!) and hope our journey is helpful. Need-Finding & Structuring the Program We started Cardinal Ventures to fill a need in Stanford’s entrepreneurial ecosystem. We wanted to fit between the classes & clubs that help students form an idea, and the incubators & early stage investors who fund and support full-time entrepreneurs. When we spoke to student entrepreneurs, many of them felt that they didn’t have adequate resources for this “in-between” stage — especially since incubators and investors were looking for a business model and traction that was hard to develop as a student founder. A few examples of the resources available to Stanford students at various stages of company-building. For student entrepreneurs, making the transition from the “idea” phase to working on their company full-time isn’t easy. We created Cardinal Ventures to give students more time and resources before making this decision. Some of our founders had done more work on their companies than others, which informed their goal-setting while in Cardinal Ventures — some startups focused on just building an initial prototype, while others actually signed customer contracts. However, almost all were in the post-idea, pre-full commitment phase. Many of our founders wanted to further validate their idea before they decided to drop out or commit full-time after graduating. The Cardinal Ventures model won’t work everywhere, as it relies on having a large pool of motivated student entrepreneurs who have done some work to develop their ideas. We’ve seen awesome college programs focused on helping at the earlier stages with need-finding, or helping at the later stages with funding. If you’re interested in starting a program, we’d recommend landscaping what’s already available on campus and talking to student and alumni entrepreneurs to get their perspectives. From our conversations with Stanford founders, we came up with a list of key resources that we wanted Cardinal Ventures to provide: (1) a small grant to get companies going; (2) mentorship and advice from expert investors and operators; (3) a supportive community of like-minded student entrepreneurs; and (4) access to further funding and investor connections. To accomplish these goals, we designed Cardinal Ventures as a ten-week program with the following structure: Once or twice-weekly speaker sessions and workshops Matching with three mentors, who meet with their teams 2–3x Social events and mid-quarter check-ins with teams Final demo day to investors, press, and broader Stanford community $1k (now $5k) equity-free grant, as well as free or discounted startup resources from Amazon, Google, Wilmer Hale, SVB, and others Student entrepreneurs pitching at a recent Cardinal Ventures demo day. Finding Resources & Running a Pilot Host Organization The first step is to find an organization that can support your program with space and (potentially) early funding. We were already working as the CIO’s of Stanford’s student government (ASSU), which operates as an independent non-profit and has a ~$20M endowment and offices on campus. After developing a business plan and presenting to the ASSU Board, we got a budget to run a Cardinal Ventures pilot with six startups in spring 2015. We’ve also seen entrepreneurship programs run successfully within university departments or as student groups. We’d recommend trying to find $5k-$10k to run a pilot, depending on how many companies are in the cohort — you’ll likely want to offer some resources to them, and will need a few thousand dollars for events. It’s also key to have at least one room that you can use a few nights a week for meetings, speaker sessions, and other events. We’ll talk more about finding financial and resource sponsors later in this article! Curriculum It was very important to us that the true “instructors” of Cardinal Ventures were the speakers, mentors, and other experts that volunteered their time — not us! However, as directors of the program, we needed to create a curriculum around our programming that would lead teams towards the pitch day, and decided to focus on a different topic each week. Below is our curriculum from spring 2016. We also recommended relevant articles and videos to the topic of focus each week, which we mostly pulled from entrepreneurship class syllabi. We decided early on that each of our speaker sessions and panels would be open to Cardinal Ventures cohort members only, as we wanted to create a safe and interactive environment for both the speakers and the student teams. It also made Cardinal Ventures more attractive as a provider of exclusive resources and access to experts. An early version of our schedule of speakers and events for spring 2016. In our first few Cardinal Ventures sessions, we required teams to have a business plan by the end of the program. We soon realized this was difficult to accomplish in a ten-week period, and isn’t necessary to raise funding in the current environment. We therefore focused on having a pitch deck for each team by the time of demo day. Another early change we made was to turn most speaker events into panels — it was easier for the speakers to prepare, and we found it encouraged more lively and interesting conversations. People Our speakers, mentors, and event attendees provided the core value of the Cardinal Ventures experience, and we were very focused on building a top-tier community. We were lucky that Stanford has a large base of local alums who were excited to work with student entrepreneurs, and focused on creating a positive experience that made them want to continue participating. Here’s what we looked for and provided to our key stakeholders — though many of them generously volunteered their time just to be helpful to students! Speakers One hour time commitment to come speak with the Cardinal Ventures cohort. Many of them generously stayed for 30 minutes or an hour afterward to answer student questions. Ask: Investors gained visibility to student founders and the ability to engage with teams before pitch day. Operators got visibility for their company, which helped them recruit for intern/full-time roles from our founder cohort or their friends. Value: Our outreach strategy to speakers and mentors changed pretty significantly as the program developed. Once we had a website up-and-running as well as some press to link to, we tried to keep emails short and sweet so the reader could understand the ask quickly and do more research on the program if they were interested. Mentors Three to five hour time commitment that involved meeting with one Cardinal Ventures team two or three times over the course of the program. Ask: We developed a process for mentors to meet with teams and rank who they were most excited to work with, which we hope was valuable. We had several investor mentors invest in their CV mentee post-program! Value: Event & Pitch Day Attendees : Come to the Stanford campus for three hours to watch our companies give 5-minute pitches, and network with them afterwards. Ask Opportunity to learn about and potentially invest in promising early-stage Stanford companies. We also made sure to cater the pitch day with great food and drinks! Value: Student-run programs can have a reputation for being unorganized or poorly run. We wanted Cardinal Ventures to build up a great brand as quickly as possible, so focused on making every interaction with outside parties (speakers, mentors, event attendees) as professional as possible — especially when it came to scheduling! Speakers received an event confirmation the day before as well as instructions to the venue and a list of companies/teams that would be in attendance. They received a gift and a thank-you note afterwards. Mentors received an invite to a mixer at the beginning of the quarter, weekly updates from their mentee team on progress, and a survey from our Cardinal Ventures team mid-quarter and at the end of the quarter to gauge their satisfaction with the program. Startups Perhaps the most important component of the program — you need to recruit teams! For the first few sessions of Cardinal Ventures, a key component of our marketing to students was the quality of the speakers and mentors we had recruited. It’s important to schedule speakers early (months in advance) and ask permission to include their name or photo in emails or flyers. The flyer for our very first quarter of Cardinal Ventures! We featured a few of the VCs who had agreed to come speak with our teams. In our application, we asked for each team member’s name and resume, as well as a one to two page description of their business idea and any traction thus far. This application has become more complex over time, but we’d recommend you carefully tailor the questions to the stage of company you’re looking to recruit. The more you ask for, the less applications you’ll receive, but the companies that do apply will likely be a better fit. It’s important to structure application reviews to ensure the companies are fairly and consistently evaluated. We had a spreadsheet where each startup was ranked from 1–5 on criteria including idea, team, commitment, and fit for the program. A subset of these companies (usually double what we needed to fill the class) was brought in for a twenty-minute interview focused around specific questions or concerns that came up in the application. In certain cases, we asked experts to participate in interviews. These experts were typically PhD students or industry professionals who could validate the tech behind deep tech, hardware, or biotech/medical device projects. Building a Team For the pilot, which included only six startups, we essentially ran the program ourselves. Fair warning — it was a lot of work! We quickly found ourselves working 40 hours per week in addition to classes, and decided to bring on a bigger team for the next session (fall 2016) to help Cardinal Ventures scale. We can’t emphasize enough the importance of making excellent hires. The people you bring on will be responsible for representing your program to entrepreneurs, investors, press, and others in the community, and you want to make sure that they reflect your values and the culture you want to create. We were lucky to find the perfect first hire — , a graduate student at Stanford at the time (now at First Round Capital). She had previously interned for StartX, so she had experience managing the operations of an accelerator, and also had a connection to the entrepreneurial community at the Graduate School of Business through her fiancé ( ). Most importantly, she was the ideal cultural fit for the program and played a key role in helping us make decisions around what to focus on as we scaled. Courtney Buie hi, Spike! After bringing on Courtney for the second quarter of the program, we started making hires to manage specific tasks. We brought on one person to lead each of the following initiatives — speakers, mentors, sponsors, and external communications. To ensure that they fully understood the type of work they would be doing, each candidate was asked to attend at least two events and complete a short project related to the initiative he or she wanted to lead. The Cardinal Ventures team in early 2016. From left to right: Henry Magun, Olivia Moore, Courtney Buie, Justine Moore, Yael Lederman, Michael Gioia, Sherrie Wang, Albert Gianatan, and Ela Heussen. Though having new team members was a huge help, it also complicated our operations. When we were running the program together, we were always in-sync on our decisions and processes, so it seemed less necessary to rigorously document everything. As we were onboarding new team members, we realized the importance of saving everything in shared drives, outlining responsibilities, and setting up a system to track progress. At the time, we used Google Drive, but CRV portfolio company can do this better! Airtable Sponsors and Next Steps After running the pilot, we needed to think about how to make Cardinal Ventures financially self-sufficient. Many accelerators or incubators take equity, which generate cash when a company exits. This is tough in a student program for many reasons — most notably, we wanted to be founder-friendly, and it’s not fair for students to have to give up a stake in their idea so early. It would also be logistically tough for us to keep track of all of these investments, especially given naturally high levels of student turnover. After ruling out equity investments, we decided to reach out to potential sponsors who might be willing to pay or provide free services in exchange for access to our pool of talented student entrepreneurs. We found that the following types of sponsors were most interested in this type of program: Banks, accounting firms, and law firms are always looking to connect with early stage founders who are starting to establish infrastructure around their companies. For example, law firms can help these startups incorporate during the program and form relationships with the founders to serve their future legal needs (e.g. issuing equity to new employees, structuring investment documents, etc). Service providers. VCs are interested in connecting with student startups for multiple reasons, the most obvious being that it may lead to an investment. We expected that seed stage firms would be most interested in sponsoring the program, but found that later stage firms also wanted access to our teams for recruiting purposes (not every startup would be successful!) and to keep an eye on what’s happening on campuses. VC firms. We found that most large tech companies are willing to provide student startups with free access to their resources. For example, Amazon may give startups AWS credits, while Google could provide AdWords credits and Stripe may give free online bank accounts. Tech companies. Many corporations (e.g. automotive companies, CPG brands, financial services firms) have innovation teams tasked with staying updated on developments in their field and forming relationships with early stage companies for potential acquisitions. These teams often have large budgets to sponsor programs for startups and are eager to get access to talented students. Corporate innovation arms. Check out the prepared by the current Cardinal Ventures management team for examples on how to articulate the value of your program and what benefits you can offer to sponsors. sponsorship guide In exchange for either funding or services, our sponsors received early access to teams, were invited to sponsor-only events, and served as mentors or speakers throughout the program, among other benefits. We created a packet for potential sponsors that gave an overview of Cardinal Ventures and the various levels of sponsorship. The cost for each tier of sponsorship should depend on the funding you need to operate the program and standard sponsorship levels for your region — ask around if you aren’t sure! Conclusion We’re excited to see Cardinal Ventures continue — it’s amazing to watch founders graduate from the program and continue their journeys, whether that means pursuing their company or moving on to other adventures. Working on Cardinal Ventures was one of the most rewarding parts of our time at Stanford, and much of that is due to the relationships we formed with all of the amazing students who participated in the program. We’re so grateful for the many amazing speakers, mentors, and advisors who helped us shape Cardinal Ventures. We want to give a special shoutout to at August Capital for supporting and guiding us from day one, at the Stanford GSB for helping us shape the curriculum, and for providing invaluable feedback on the program structure. was also instrumental in helping us understand the venture landscape and get the program up and running, from strategizing about the long-term vision to hosting panels! David Hornik Shai Bernstein JJ Singh Konstantine Buhler Thanks for taking the time to read this! If you are a student interested in starting a similar program on your campus, please feel free to reach out at any time — we’re available via email at twins@crv.com or on Twitter . @venturetwins

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