From E-Commerce to Web 3.0: Amazon Threatens Etsy

In our continued coverage of e-commerce entrepreneurs and their broadening horizons of online user experiences, this post focuses on Etsy’s post-IPO journey.

Earlier I spoke about how the VC funding frenzy has resulted in astronomical valuations for companies making it difficult for them to maintain these valuations if and when they go public. Niche e-commerce player and Billion Dollar Unicorn club member Etsy (NASDAQ: ETSY) is one such player who has seen valuations fluctuate since they went public.

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Building an SMB SaaS Business: Stitch Labs CEO Brandon Levey (Part 7)

Sramana Mitra: What turn did the product take?

Brandon Levey: From a positioning standpoint, we had evolved to a real SMB solution. We would now position it much more as a multi-channel inventory order management solution for SMBs. The way that I like to think of the solution at the lowest layer is the management layer. It’s a small scale ERP for SMB. On top of that is an automation layer where we automate a lot of these business processes that are traditionally manual. On top of that, we started building out our intelligence layer.

Sramana Mitra: You were working with e-commerce merchants as well or just brick-and-mortar? Where was your sweet spot?

Brandon Levey: We’ve never just focused on one. That’s a very important part of what we do. What we like to say is we take a holistic approach to commerce. What that means is any way you can sell a physical good, we want to be a part of it. We want to be that underlying layer that makes >>>

Bootstrapping From Germany: Cleverbridge CEO Christian Blume (Part 7)

Sramana Mitra: How does your work play in to the work of the SaaS providers like Aria? They are managing the online SaaS billing.

Christian Blume: They’re managing a broader spectrum in a much stronger niche market. What do I mean by that? They go into any type of service that could be a subscription, billable type of environment. Whether this is your utility bill or access to a cloud service such as a Box or a Dropbox, they can do all of that. What they actually offer is a very small subset of the solution that we actually have.

You are talking about an Aria system. They’re very specific and concrete around the subscription facilities and the engines that they offer around it. What they’re typically missing is any type of invoicing that’s associated with it. If you want to work with that kind of solution, you need to manage your own payment methods. You need to have your own fraud management and understand how international fraud has an impact on any type of solution that you have in place. You need to set up all of these different aspects to it in addition to the solution that they offer. >>>

Building an SMB SaaS Business: Stitch Labs CEO Brandon Levey (Part 6)

Sramana Mitra: It was a monthly recurring revenue though, right? It was a SaaS product?

Brandon Levey: Correct. It was the same model basically. In January of 2013, we hired Josh who used to consult small businesses. In March, we hired our first customer support rep who’s now a product manager at Stitch. That’s when things started to change. I like to joke that we accidentally started selling Stitch because Josh really liked talking to people. He’d say, “Maybe we should try calling our customers and helping them get set up.” When we did that, they would convert two or three times better. They stick around better. We started doing more and more of this. That just started showing a lot more initial traction. That’s when we actually started growing the company. >>>

Bootstrapping From Germany: Cleverbridge CEO Christian Blume (Part 6)

Sramana Mitra: Was it a very profitable situation right from the beginning?

Christian Blume: This is the interesting part. When we started the business, we always said, “We’re only going to enter actual business opportunities if there’s a win-win situation.” I would never have signed off on any kind of deal in order to buy market share and saying, “I’ll go in with a very low price just in order to win that business.” We always sold on the value we could generate. We would typically be always a little bit higher priced than the competitors out there. At the end of the day, what’s a percentage point in additional cost if you have a percentage point in additional revenue? It makes a lot of sense to do that and work through it. That’s why we always went into a very profitable situation with our client. >>>

Building an SMB SaaS Business: Stitch Labs CEO Brandon Levey (Part 5)

Sramana Mitra: You said that until 2013, things were really cash-strapped but it sounds like you were picking up customers and that you were getting validation for your thesis at some level.

Brandon Levey: Correct. By the fall of 2011, we had about 60 customers. I think our total revenue was $500 a month. That was also when we started learning about venture capital.

August 2010 was when we did our first pitch. It was with Ann Miura-Ko, a partner at Floodgate. She’s a phenomenal woman. At that time, I think she was 8 months pregnant with her third child and she was taking this meeting as a favor. We got to the third slide on the deck. She cut me off and said, “No business has ever been able to penetrate the small SMB market. Give me an example of one that has.” I gave her of one that I thought was good. She said, “I wouldn’t exactly call that a big win.” >>>

Bootstrapping From Germany: Cleverbridge CEO Christian Blume (Part 5)

Sramana Mitra: The natural question that comes to my mind based on what you just said is, how do you price?

Christian Blume: Our business model is, we take a share of the transaction. If somebody wants to work with us, they only pay for actual performance. There are no upfront setup fees. Nobody has to invest anything in us. They can get a full-fledged solution in 30 different languages with all of the different payment methods and currencies. They’re ready to go and sell worldwide when they switch on our solution. We only gain something out of this relationship if they sell something through us. Unless they do that, we don’t earn anything.

Sramana Mitra: You get a cut of every transaction. Is that how you charge?

Christian Blume: Exactly.

Sramana Mitra: Let’s go back to 2005 to 2006. How did you finance the company to get to your first launch? >>>

Bootstrapping From Germany: Cleverbridge CEO Christian Blume (Part 1)

We’re always impressed by entrepreneurs who manage to build sizeable companies without outside capital. Read how Cleverbridge has maneuvered to $40 million in revenue and doesn’t want to deal with venture capital and private equity.

Sramana Mitra: Let’s start at the beginning of your story. Where are you from? Where were you born and raised? What kind of background?

Christian Blume: I was born in Cologne, Germany. I moved over to the US when I was seven years old. I stayed for two years in Detroit. Then, I moved back to Germany again for a couple of years. When I was 15, I moved to London and did my International Baccalaureate over there. Then I moved back to Germany again and did my apprenticeship as a car mechanic. I then went to study Economics and went to an asset management company based out of Frankfurt, which was addressing high net worth individuals who needed investment opportunities. >>>