Kac Para Yarismasi

Arthritis Diet and Exercises

Growing Healthy Vending Company, Snack Nation with Andy Mackensen


Actually the original idea for healthy
vending started when my business partner saw a woman get on a treadmill, Rattled Coca Cola from the vending
machine to grabbing Coca-Cola from the vending machine, hop on a treadmill and
started running nice. And he’s like, WTF, right. Seems to be a district run
a health club and there’s no healthy Things to consume here.
That’s how it started. Okay. You’re listening to business
lunch with Roland Frasier. This is real seat at the table. Hey, this is Roland Frasier. We’re here today with Andy
mechanism from a snack nation. Welcome to the show. Thank you Roland. Pleasure to
be here in the the wine cave. I would call it [inaudible]. We are in the wind cave, Richard Valencia resort
downstairs basically jacking
apparently somebody’s room that they’re gonna use for lunch. So hopefully don’t run this app here
doing this. But thanks for coming in. I appreciate it. I know that
we talked about you were, we was it like 2015, four rooms
sometimes it might be, yeah, sometime in that range. I think it
might’ve even been 2014. Okay, cool. Was it early in my relationship
with Ryan and Perry and Richard. I know because and we’ve
changed a lot since then. But so you’ve got you and at the time
you were doing a vending machine kind of thing where you tell us a little bit
about what you were doing at that time and then kinda, we were talking about
pivoting how you’ve evolved. And then I want to go back before that, after we kind of get
where you are right now. So let’s talk about what’s your
business right now, what’s it doing, what are you excited about? And then we’ll go back into
the animals of your memory, how you’d have to be where you are. Well, so back in the day when I
met you in 2014, we were Running a nervous first healthy
vending machine franchise. So we had a couple of thousand
healthy vending machines, a couple of hundred franchisees nationwide
owning and operating those machines. And these were vending
machines that were located, Places, schools, hospitals, health
clubs. Those are the typical places. So no sugar retreats in
these healthy opinions. Well, there’s definitely some
organic cane sugar, but I think for us was no chemicals, no
colorings, no high fructose corn syrup. It’s a wholesome ingredients. Better for you snacks that if you look
at the typical vending machine, you know, Cheetos and whatnot, these are
snacks that are better for you. So you had Sprite because that’s
refreshing. It’s refreshing. I mean, you can see through it.
I mean, it must be good. It’s clean compared to Coke for
instance. Right? Yeah, no, I know. So, no sugary sodas like that. Okay.
And yeah, our mission was to, To make healthy food more
convenient than junk food. We wanted to get healthy snacks out there
and help people eat more healthfully. And what we realized in that business was, as we would call on different cities
on behalf of franchisees to place these vending machines in different locations. We had a lot of business leads and
we’d call these businesses that had, I don’t know, 20 to 100 employees. Those are the businesses that would
be overlooked by vending companies. And so we saw hole in the market
and we said, Hey, why don’t we, why don’t we just deliver snacks
directly to these companies? They, they’re not big enough
for vending machines. We already have all the
healthy snack knowledge. Let’s curate snacks together in a box
and see if we can get some customers that way and ship them out. And
it turned out to, to start, get a lot of traction in 2015. And so that was right around the time
that I was actually in war room on a hot seat and talking about this
little fledgling business
that we had on the side. Like what should we do and how should
we market it and all that massive amount of help from the war room,
everyone in there. So, and so you built that business
up to about 10 million, I think we were talking about in
sales, the prior business. Yeah. The healthy vending business despite
rapid growth and and around a funding even you decided to kind of
do something else. What, what did you do and what was the
crazy bet and why did you do it? Yeah. And so as we started curating snacks
and these boxes and shipping them for businesses, this is the side business, we realized that ultimately it could
help us accomplish our mission in a much bigger way. The business market
was much larger than, you know, schools and hospitals. It was
a recurring revenue business. It was better margins and we were able
to get the healthy snacks directly into the businesses without vending
machines and without franchisees. So the entire thing made more sense and
looking at retention data and you know, just the overall economics of the
business, it also made sense as well. So it’s the best of both worlds. We get to accomplish our mission
faster and in a bigger way. And it was better economics. So we made a very difficult decision to
pivot away from a successful and quick growing business to focus on snack nation, which is healthy snack delivery
for, for businesses. So did you, you said at the time, I think
this new business was doing, or this different business was
doing about $25,000 a month. Right. And your investors were like, wait a
minute, what the heck we want to do? A $10 million is now, did you,
how did you convince them or, or what did you, what was
the communication like with
them when you were like, by the way, we’re going
to do this instead? Well, we we just kinda threw some numbers down
on a piece of paper and handed it to them. Okay. No, I’m just kidding. We absolutely put in a lot of
deep thought and Excel modeling. We were spreadsheet jockeys for a
while and I’m involved in this era is absolutely [inaudible]
and, and you know, again, it was the communication to our
investors of, look, here’s our mission. We want to get healthy
snacks out there, right? We have a V a potential
vehicle here that is larger. And then look at the retention
data. Look at what this could be. Look at the growth rate that we have
with even on a very small base of 25 K we had significant growth rate happening. And so you extrapolate that out
on a spreadsheet. Of course, you can always have something you
look good and going up into the right, most of the things I invested in have
this kind of hockey stick thing going on where there were many, many a hockey
stick in the air, in the projections. But knowing the market and calling on a
lot of different business B2B locations, we also had that gut feeling
that like, okay, we got to do it. So after two weeks of deliberation and
a lot of number crunching and convincing with investors, we ended
up, we ended up doing it. So I’m now the old
business. So in a pivot, you’re really changing
a business model, right? You’re focusing on a different
thing. In this case, what, what did you do with the old business
that was generating a little revenue? So the old business we ended up because
it’s a franchise business there’s a stream of revenue that the
franchisees are required to pay. So we gave some sweetheart
deals to franchisees to, to get out of the agreements.
Okay. So you were, you just wanted it to go away so you can
focus all your attention on this other thing. Exactly. Okay. Yep. Great. Was it tempting to try to hold onto
it because of the revenue? Oh yeah. I mean 100% very tempting. What pushed you over to
making the decision to just
kind of go all in two weeks of very difficult deliberation
and spreadsheets and
then, yeah, deciding that, Hey, how big are we going to be in the
United States and helping people eat more healthfully and we just saw a much bigger
picture with businesses than hospitals and schools. How important was the cause of the
healthy trend or the the objective to help people eat healthier to the
investors? Very, very important. I, that’s one of the top reasons
they invested in us now. Now granted you have to have a
sound business model behind it, but one of the big things that they liked
about us is that we’re very passionate about this and that we
believe in it. I mean, I think that’s what you have to do and, and I think a lesson for a lot of
investors is that you’re not you’re, you’re not always investing
in the business model. You’re, the top thing is you’re investing in the
entrepreneurs because there’s going to be pivots, right? The business they start with is not going
to be the business they finish with in many cases. So how has it worked out now?
How, when was the pivot that long ago? And that was in early 2015. So
we’re four years in right now. Yeah, we exactly this four years.
How’s it going? It’s going great. We’ve been growing very quickly. We didn’t ever 24 on the inc 500 fastest
growing companies list and the 2018 and it’s, it’s, there’s a need out
there. We’re seeing a very big need. There’s a lot of either, there’s either no snacks in businesses
or there’s a lot of just whole home boring, kind of bad for you snacks
out there. And so we’re changing that. And so just so that people understand
it. So what, what do you do now? What is the, what is the business? So the business SAP nation is in a very, very short phrase, healthy snack
delivery for offices. Great. Now we’re in 6,000 offices nationwide. What we really do though is we discover
the newest emerging snack brands out there. We taste us about 200
new snack brands every month. We select the 20 to 30% through a
proprietary taste testing process. It’s our tasting panel. It’s a very
covered position inside snack nation. If you’re on the tasting panel, you’re
the taste, a lot of different snacks, but we have like a good snack tasting
panel and then one for like determining which ones are bad so that there’s like,
I don’t like you, you’re on the bad. All the bad snacks. We follow
all 200 through the same people. We grade them on, on a set criteria and
then based on those grades we select, you know, the top 20 30%
to curate in our boxes. We then send those snacks out through
offices and we also have a B to C business where we’re sending to homes. Okay. Bottom line is we collect
data on all those snacks. Hey, what’s the purchase intent?
What’d you think of the packaging? Would you think of the taste
profile? We’d get all that data back, compile it into like a SAS platform. And if you’re the snack brand and you
get to log in and you can run filters on who’s your ideal customer? Is it 30 to
40 year old females in the Northeast? Is it, you know, 60 year
old men in the Southwest? You can see who has the highest
affinity for your snacks. And then that helps you
target your customers better, know who your customers are,
make important decisions
about growing your brand, spend marketing dollars the right way. Maybe on Facebook or even
approach retailers help. Like you should stock our stuff for shelf
space because as here’s our data and most people don’t have
that. Right? Exactly. So we have our own proprietary dataset.
We have our own distribution network. We’re really helping the emerging snack
brands grow and make better decisions. And also at the same time helping you
know about 500,000 employees nationwide eat healthier and better snacks. Can we talk about the really smart way
that you have suppressed your cost of goods sold or is that a sneaky thing?
Well, it’s, no, absolutely we can, we can talk about it. It’s all, you
know, it’s all a value exchange, right? And so one of the ways to
reduce cogs is, you know, one of the main benefits that snack brands
have when they partner with us is the data, right? And so they’re not just
sending us X number of units
of snacks to include in our boxes. First of all, they’re going through
the taste panel, right? So that, so, so they have to, they have
to pass certain standards. We have 73 banned ingredients that we
call the whole foods ban ingredients list. It’s also, you’ve got to, you’ve got to pass through a bunch of
different Hulu filters before before you can even be in our boxes. But once
you’re in there, yeah, you’re, you’re getting out in into thousands
of offices and hundreds of thousands of people. And then we were co kind of
collating all that data together so that, so that you can get it back. So there’s the value exchange
and in return for that, you know, we expect that we’re not
going to be paying, you know, retail price for those snacks. That’s
pretty awesome though. I mean that, that’s a D did you go into it as a data
play or did you discover that there was a data play opportunity once you
got it? We had a very, you know, small inkling in the back of our brain,
Hey, maybe there’s some data here. But we didn’t start the business
with that intent. Right? We only learned once we got
to a certain size, like, Hey, there’s actually an opportunity
here to really provide, we’re always thinking how can
we provide more value, right? We were a two sided marketplace. How can we provide more value
to the offices we serve? How can we provide more value to the
brands that we serve? And as you know, I think once we got to about maybe
500 or a thousand members, like, Hey, there’s, there’s more value. We can be giving the snack brands here
and that’s when we started incorporating more of the data element
recurring revenue wise. How does that model work
here? So if you are a, an office we typically 20
to up to 500 employees. We do have some larger
accounts, but you know, that’s our sweet spot
is 20 to 500 employees. You’re going to sign up with snap nation
and we are going to send you curated snacks on autopilot. Your team can give feedback on those
snacks and then we customize those boxes based on the feedback. So it’s an evolving planigram but we
call it the snack mix and as you continue to give us more feedback,
the snack next improves. And then there’s also a manual, a manual part where if you want to just
literally swap out snacks that you don’t want, then you can do that as well.
So we’re going to send you out, we’re going to send
you an email with, Hey, here’s this month’s curation and then
you can go online and actually swap out those snacks. So there’s
customization. All right. Yeah, that’s, that’s a
really cool model. The, so now we came in to this meeting and, and this interview initially as a result
of of you touching base based on a Facebook post I made and we were going
to brainstorm some stuff and I asked you about it as we were sitting here
trying to get our video together, which I don’t know if we
have video or not. This is, this is our attempt at and having a
first video show, but I’m going to wave [inaudible] case. So the we talked about maybe kind of
doing a live brainstorm of the of the things that we were talking about. So
yes, let’s let’s do that. Let’s talk, talk about Where, where do you, where could you
use some help in the business, right. Do absolutely. Well, and so, yeah, I mean I thought that this was a
multi post Instagram because there’s a character limit I guess on that. And so I had to do like five over
five or six. Yeah. So I think it was Part a, I literally copied and pasted the content
into my Evernote so it guy could see it all in one. It’s actually a
pretty long post if you put it all. I wrote it on an iPhone to
figure that one out. I’m sorry. That’s a lot of writers. And, and I think what, what was such an eye opener for me was
how to tax your business or how to tax your revenue. And there were four main kind of
constructs or drivers to look at and I’m literally pulling this off
the top of my head. You know, one was raise your prices. It was actually increased the value so
that you can raise your legs cause that’s important because we are talking about
that and you were saying, you know, well I have kind of a price sensitive
market so I can’t just go to everybody and say, Hey, we’re going to double our prices because
there would be some might stay but there would be some maybe
a bit of pushback. Right. Just to double your prices without adding
additional value. Yeah. I think for, for products that are, we’re absolutely not a commodity because
we have unique snacks that no one’s ever heard about. Right. But it is
a commoditized business. So yeah, that’s a little tougher when
you’re talking about info
products or consulting or I mean like you can everyone who’s
doing info products and consulting, like you can raise your prices
for it. Has that, right. Okay. So that was step one. Do
you remember, so two sets, you was it was revenue expansion, so launching into other products, other services that you can do or other
markets or other markets. Right. Okay. Yeah. And then three was now, now you’re
getting into the cobwebs. Okay. So I, as I recall three was partnerships. I think that was as partnerships
in there. Absolutely. Yeah. And and I’ve left my glass. There’s also a partnerships and
acquisitions resistance was number four. There we go. Okay. So now we’ve
got the, we’ve got, we’ve got, and we’ve collectively
crowdsourced from our crowd of, of two people here what those steps
were. So let’s talk about that. So you were that and you were thinking
I’d really be interested in doing that because you would like to increase the
amount of revenue right now because it would help you to do some of
the things you want to do. So let’s talk about these four things.
Does that sound cool? Absolutely. Okay. So let’s talk about, is there additional value that you could
bring to these clients that you’ve got right now that would allow
you to increase your prices? Yes. Well, that’s actually the toughest one for
me to wrap my head around with the increasing enterprise. And you get,
when I think about extra value, we can absolutely ship coffee
and beverages and start doing, you know, more [inaudible]
that’d be product expansion. When I think about just the pure snacks
and the value we’re providing it, it’s very fairly priced.
I struggled with that one. So I don’t know if there’s some ideas
that you have. Let’s talk about, so so the snacks that you’ve got
right now, I guess the thing would be, are there things, cause snacks can be, let’s just say that you provide some
sort of consumable food that the office folks like, okay, let’s,
let’s start with there. So is there a different kind of food
that would have a higher margin? Now you, you’ve done something amazing because
your margins all zero cause to the extent they’re getting things for free,
that’s, you know, that’s that. But you, you do have a price that you charge. Is there an average price that you
charge in these to these businesses, but the subscription?
Yeah, I mean we have, we have three different pricing
tiers. Value, gold, platinum, right? Platinum is the super artisinal, you
know, small batch type of products. Those boxes are typically
three 99 a month. Our gold boxes more the, it’s like a custom picked basket out of
whole foods would be a good comparison For that. That’s two 99.
And then our value box, which is more it’s like better for you.
Costco type items. That one 99 a month. So when I added two 93 99 so one
of the easiest things to do. What, how does it skew typically if you don’t
mind sharing percentage wise of takers on those three different products?
Yeah, exactly. I mean all Ark it’s like 5% platinum, so, so super niche, you know and then gold is the middle
tier is kind of the lion’s share and then value’s probably 20, 30%. Okay. So that, that fits in line with
pricing studies that I’ve seen. That’s basically show if
you give three options, one option being a higher
premium kind of thing, people will typically take the
middle if you give lady to give to, they take the low end. If you give three then they’ll
typically take the middle one. So one of the things that we would be
able to look at here would be how do we convert more people who are in the 20%
or 30% that are taking the one 99 box into the middle and upper? And so I don’t know cause you, you obviously have lots of
great data on your market, but what I would be thinking about would
be what can I do that would make the middle offer more appealing because I’m
going to effectively increase my revenue by 50% simply by upgrading
those people to that level. Are the places the offices
that are consuming this, selling these to their employees, or is it just they just give
them to their employees? Vast majority, 99% plus it’s a free
perk for our employees. So kind of giving it to them. Great. So, so I would say if there’s, if there’s anything else of value that
you could think of that you could add into that box, that would be the
first thing that I would say is, is into that middle
product so that you could, or maybe it would even be taking something
away from the lower end product so that it was less appealing. So you would push more people
into the middle product. That’d be the first thing that we’ve
done here. Done full customization Now for that middle product. Okay,
great. The bottom product does not have, they’ll say you’re able to
choose the snack. So that’s, we’ve added that in a talk about a
membership site where we’re actually incorporating content. We have a B2B blog that’s approaching
a million readers a month now. And so there’s a lot of content for office
managers and executive assistants to help them with their job. And we’re
thinking about repurposing that content, putting it into a membership site, make it password so that you’ve got
to get in and it looks it’s value, I mean it’s valuable content, but kind of putting a different wrapper
on it and adding that as part of the, the gold box program as well. Yeah, I like that. And also, so any kind of informational product
that you could put in that they, that the business would be willing
to pay a little bit more for, and then you would say, what is
the value that you could give? So what’s the benefit that’s going to
translate from this thing that you’re offering them to, to make it better
for the employer and the employee? Would there be any kind of program or
any kind of health tracking or something like that that would allow them, that you could provide as part of your
program that would allow the employer to lower their benefits costs, for example,
that that kind of stuff would be, and that’s huge. And that’s, we, There’s, we haven’t figured out the way that
there’s a very logical argument to have your, you know, feature employees, healthier snacks and your
healthcare costs should go down. But it’s very tough to measure Healthcare costs and show up rates. So, so maybe providing studies
with respect to when your, when your salespeople
are selling to say, look, it’s $100 more for this box, but the benefit to you is that we’ve
got studies that show that when you get into this kind of level of quality of
stuff and people are consuming healthier snacks, their tardiness and their
absentee rates go down therefore, productivity goes up. Also providing your employees with
significant benefits like this that are healthy, keep them in the office longer and
therefore they’re not leaving for other things. So one of the things that you might do
is think about moving to more substantial snacks so you could increase the
price by adding the value of, Hey, don’t go out to
lunch ground pro bars, meal replacement bar. Yes.
Yeah cause I don’t know it. Do you do meal replacement
bars now? In our, in our inbox we’re doing more and I’ll
sit down, we’re getting somewhere. Right. So, so that might be the thing is
maybe it’s maybe you say, look, we have a whole program that is an office
productivity enhancer and part of the program is that we keep the people there
longer by having them decide that they want to do this. And so maybe there are some things that
would be interesting for at lunch people to get together and do that would be
team-building ish kinds of exercises along with the meal replacement. And
even if it wasn’t every day, cause that might get old, it’s twice a week we’re going to
do this team building exercise. And so in this box you get that it’s
only a hundred bucks more a month. But think about what a consultant would
cost if you brought a team building consultant in cost $10,000 and
then show some benefits like that. That might be a way to
increase value that, that they had thought about, but it
would be valuable to the employer. They wouldn’t be like, yeah, I don’t just want to pay an extra couple
hundred bucks a month to have nicer snacks, but I do want to pay
if my employees get engaged, if my employee stayed in longer, if
it saves them the time of walking to, you know, to the downstairs deli that has processed
meats that they’re going to eat for lunch, maybe we can actually help win win, win in that being with the
employer is willing to pay more, the employees happier because
they don’t have to leave. You give them a quality things. It opens a new group of data tests of
data companies from the snack providers to the health bar or the meal
replacement kinds of things, and now you’re giving them a
variety of pool, things like that. What do you think about that
mind blown? Yeah, yeah, yeah, absolutely. I think I think having those
additional non snack value add items. Yeah. The box. That’s awesome.
And team building, you know, team building activities is a big key
word for us. It’s important in the office. So I love it. Okay.
Sweet. And there’s data, that’s what’s cool is there’s data since
you’re a data company that supports it, which would also potentially
give you additional data to sell. So you could basically think
[inaudible] think about, think about companies that provide those
kinds of services to go to them and say, let us also test your
team building programs, your assessments, your things like that and sell them data
on what people like and don’t like and value and don’t value. So I’ll give you an additional customer
for your data potentially doing that as well. Just another absolutely.
And we are, we’re launching a, a an in office app relatively soon here
where all the employees are going to be able to rate the snacks. And then that feeds up to a central
dashboard for the office managers so they can make better snacking decisions. And we can also use our our machine
learning algorithm to recommend better snacks for that particular office based
on the feedback so that I could foresee some of this team building stuff. Be part
of that app too. Yeah, that’s exactly. So to me that would be the thing is
you say, okay, we’ve got our dollars, we’ve got our hundred 99 box that,
and maybe me, you can raise that. Maybe you can’t, you might find that that you want it to
be a little bit higher just because you also don’t want people to take it. Right. And then that does include the
app or the value add stuff. The next step up is the three 99 box
that does include the value and stuff. Now if you could do that and push push
more people into the sweet spot of the middle box at three 99, now you’ve
effectively doubled your sales, which WW sales, which
was our goal right here. And with the value of the app plus the
and the app would have use lots of users. So that’s an easy sell.
You can say, you know, typically and you just put
that on the app store and say, so basically here’s the team building et cetera app that would productivity
enhancing and leadership app cause leadership’s a big thing too, right? So maybe it’s leadership productivity
and and you can build in skills that you can basically say during these sessions
we’re going to, you know, they’re, they’re facilitating sessions.
We give you the plan. So the app is included in that level. It’s not included in
just the snack program. But really the best way to get to know
somebody is to break bread with them. And you know, in this case we’re not breaking bread
cause we’re going to be gluten or whatever, but we’re going to break
health bars or whatever. Right. That would be something to think about. And then you still have your platinum
inbox that’s four 99 or five 99 or whatever. So you still get the benefit
of that pricing strategy of three boxes. There will be 5% probably still that
take the super platinum box cause it’s super cool. And I mean that,
that might be a way to go. So I love to try that and revisit
and see what happens. So. Okay. So any other thoughts on now? That’s
great. Good paradigm shift. Okay. Awesome. So then let’s go to the second
thing, which is product expansion. You already have ideas around that.
Tell us, give an advance. Are you okay? Sure, sure. Okay. Yeah, I mean you look
at offices across the country. I mean, we are only in delivering snacks
right now, right? We’ve, we’ve, and that’s on purpose.
We’ve said, you know, part of growing a business and being
an entrepreneur or saying, Hey, we need to be ultra focused. We’ve had
opportunities to expand in other areas. And like now we are snacks. We’re now
at the point where we’re thinking of, Hey, there’s a lot of other value that we can
provide offices such as beverages such as coffee, you know, even in
consumables, toilet paper, paper towels some of the stuff that
people buy from staples on a regular basis you know, those sort of
consumables. So the, there’s, there’s opportunity there. And
then there’s also challenges. Beverages are heavier, there are the ship. Sometimes you need trucks on the road
to do that kind of stuff. So there’s, there’s opportunity, but there’s also a, it’s just a different business model
for us to put trucks on the road. Right. So that’s what we’re considering, but
that’s absolutely expansion right there. Yeah. So and if you did it,
you feel like you could, you could probably double your
sales doing that. Yeah. Yeah, that’s a pretty safe assumption. Okay.
So then let’s, so let’s go and say, okay, who already has the delivery system in
place so that you wouldn’t have to have that equipment and expend the capital
yourself? Yeah. while there’s the, the easiest answers are some of the
already well established food service companies. But there’s some
competitive issues there. So is there a food service
company that is not, or is there an office products supply
company or somebody else that’s not delivering coffee, tea
perimeters, office supplies? That would be the category
that I look at. Okay. So that would be the thing I would say is, is who’s got that distribution network
that would allow you to tap into that. That would be thing thing
to really thing one, the easiest way would be, would it be possible simply to establish
an affiliate relationship with somebody that’s already selling
coffee? That’s a healthier, higher quality that would appeal to
these offices. Would it be possible? I don’t know. Does Starbucks sell
coffee to offices? They do. Okay. It’s usually through other channels. I
don’t, I don’t know if they sell direct. Okay. So maybe there’s an opportunity
to partner with Starbucks and B, you got 6,000 offices. That’s a, that’s a pretty interesting
cohort for them to test. And maybe you know that that’d be what
I’d be looking at is I talked to the places that people are already going
to get their high quality coffee, the coffee beans and Starbucks is in
places like that and see is it possible, you know, do they have anything in
place? If they do, can I be an affiliate? If they don’t, can you do a a pilot program with them
so that they potentially have access to millions, effectively have more customers and buyers
and they have captive markets because those people are gonna drink the
good coffee in the office. I like it. Yeah. That’d be something about it. About the other would be to the extent
that you were going to talk to the printer company, office supply companies, paper companies how could you package up
your goods so that it was the same kind of packaging, right. So that the delivery isn’t bizarre
that it fits into their whole thing. I know when we were doing
any Amazon company, Amazon, we were selling motorcycle parts to
Amazon and we had all these extensive packaging guidelines that Amazon had. The package has to be like this and these
are the dimensions and all this other stuff. And but they do that because they’re
really smart at [inaudible] logistics, right. For delivery. Amazon is. So I would think the same thing for
you to conceive of an innovative box or packaging that would allow the printer, company person who’s used to
taking the box that’s, you know, a meter by meter or three feet by
three feet or whatever you know, into the office and yours is just one
more box like all the other boxes and people get it and it has, you know, it
has effectively the, you know, how to, how to unboxing, consume and
set it up and stuff. So that, I really liked the idea of tapping
into those other distribution networks. That’s, that’s been something
we’ve done time and time again. And I think there’s enough people that
are going there and it might be people that you’re not even thinking
about. Maybe it’s a temp company, maybe a temp company is supplying people
and nobody’s really talked to the tent company about, you know, Hey, how do we, you’re sending tents all the
time and you’ve got, you know, some sort of mechanism
for doing that. It’s just, there’s just a lot of different
ways I would look at that. I’d say, what’s my list of every
single person? You know, everybody that’s coming
in and out of that office. It could even be deals with
the landlord, right? Maybe you know, maybe there are
or maintenance companies, maintenance companies all have trucks
and they’re sending people every single day. How hard would it be for them
to pull out of the truck, you know, the coffee for the next day
and just leave it there. So it was ready the next morning. That
would be something to think about too. Yeah. Lots of different
categories there. Yeah. And then the other thing would be maybe
you could cut a deal with an Uber or Lyft to have those drivers
deliver the those products. There you go. Yeah. That’s, I mean,
that’s very ubiquitous now. So, yeah. Plus they’re every interesting or
escape. Yeah, exactly. Okay. Any, anything else you can think of on that?
So, so that would be for coffee and tea. Are there other beverages? Yeah.
Yeah. And other beverages. Right. So are there other are there other
products that you think would work in the expansion? And I don’t think you
have to limit yourself to snacks. But, but I really liked the idea
of first you build the audience, which you’ve done, and then you get other people’s products
who already have all of the hassles of developing and you get those in there.
And it could even be that maybe, maybe since you’ve already
got the data level, maybe you just go to the coffee
companies that are already providing the products and say, what’s
your retention rate? Let us help you increase your retention
rate by testing the types of coffees and drinks and beverages that you’re
providing to your customers using our proprietary data system. And either take your data
and you as a data company, put your survey and proprietary analysis
and tasting people and make those available as something that can now be
sold independently of your subscription product. Right. For your, so we’re going to sell data subscriptions
now to existing coffee. Who’s a big, who’s the biggest provider of coffee and
hot beverages to offices right now in the United States? I mean
it’s really the category. K-Cups is the biggest category. And then there’s lots of different
brands that’s provide pickup. But, so let’s say maybe you go to K-cups
and say, what’s your retention? And maybe they’re a public company,
it’s available. Maybe it’s not, I don’t know. But but you know,
your average retention is X. What if we can give you
an extra three months, what would that be worth
company wide to you? Well, if you had the data to be able to test
with our data system and surveys and all the stuff that we do and demographic
information so that, you know, the people in the Northwest like,
you know, coffee, that’s this. I don’t know anything about coffee cause
I don’t drink it. But then you know, you like coffee with cream, so you should provide more creamer
or you like coffee from Kenyon. These guys like coffee
from Columbia or whatever. So that we could help you increase your
retention by giving the data that will then allow you to roll out and
change your product mix and products, product lineup for different offices. And that will make them stay longer. Now you’re selling a data
subscription into it. So you’re selling something
you’ve already gotten, that you’re doing in the food
snack business that you’ve got, but that’s going to directly to a
competitor to other people and saying, where are the opportunities for you to
expand the data side of your business to provide value elsewhere? Yep. Right. Or how could you expand the data that you, how could you expand the data that you’re
already gathering in the surveys and the information that you gather right
now to include things that would be of interest to other people
that would pay for that date. Maybe what shoes do you wear
to the office? What you know, what other types do you consume? That kind of stuff so that you
would then have other data buyers. And you only have to add a couple of
questions to, to your data fields, right. Something like that. Yeah. That, that opens up a whole world
of possibilities right
there. Yeah. Cool. Okay. So any other thoughts on
those kinds of things, on that product expansion list?
Just thinking about content as well, right. Info if a marketing world, but just how can we how can we package
together more content to help are our main avatars or you know, office
managers, executive assistants HR leaders, how can we provide content and training
for them to do their job better and to perform better? So I would say, so our company digital marketer
would be for sure interested in that. Why don’t we do a test and let’s see if
you’re already in touch with the people that, that our sales team
would have to reach out to. Maybe there’s a way to talk to
those people about training as well. And and in a way, or on the
practical platform. Yeah, on Praxia or just straight
digital marketer, right? So DMH Q. So HQ you’ve got marketing people, you’ve
got HR people. So like through Praxia, through our platform. Praxia you could say we would like
to also talk to you about training. I don’t know, right Mike [inaudible] I just like you’re
talking to the people who are making those decisions. What else do those people buy and how
the heck do you get them to buy more stuff? The other thing that you could
do potentially would be put together an association of those people and say,
you’ve got 6,000 of them right now. You know, give those 6,000 a free membership for
three months in the office manager. Things like, you know, you’ve already
made the decision to get healthy snacks. Here’s the way to do other good things
for employees. We have an association. You’ll come in as a member for the
association and you’ll get a newsletter, et cetera. Then you can sell sponsorships
and the newsletters you have, all kinds of things that you can provide, might even make sense to give away that. Then you have a higher level
of association that those
people could belong to. Now you have a captive group of the
people that a whole bunch of people want access to. When you say newsletter, you mean a physically printed
newsletter that I roll on. I thought direct mail doesn’t work. I
know, I was telling you a minute ago, I’ve got a company that’s
pushing almost 30 years, right, that I’ve been doing that we
still send millions of pieces. So it absolutely critical to have the
physical thing because nobody else does it. Yeah, absolutely. And we’ve, ah, concurrently we’ve been building
private Facebook groups on our avatars. We’ve got, so now you’ve got five to
10,000 executive assistants in one group. So get them ours, get them off of those Facebook groups
into some pixel things so that you can retarget them and offer them other
things and run tests. I mean, I, I really liked the idea of building an
association of those people because boy, there’s so much opportunity. What, what else do you see as benefits or
what’s the whiff on for joining the association? Besides you get a,
you know, a newsletter and like, would you see any other benefits out
there? Definitely a hat, a hat, a hat. Nothing else. Make office managers great
again. Yeah, exactly. Yes. A red hat. The rest. Yeah, exactly. Now and we’re gonna build a wall in your
office to keep all people out that you don’t want. Yeah, I think the what’s in it for them is
would be some sort of designation, some sort of training for them.
Something that makes their life easier. I would interview them and cause
you’re really good at the data side. I just interview a hundred of them and
say, what’s your biggest challenge? What do you need? And then I would have the association
provide solutions to those. Yeah, I think that’s, that’s phenomenal. And of course their employer would
probably pay for a membership. So you give them 90 days for
free and it give them in a, rock them with great stuff. Give them a shock and awe package for
becoming a member, deliver crazy value, and then let the employers sign
up for the $20 a month that, that it costs to have no, there’s a pretty significant
potential future and gosh, the value of having the aggregation of
those people who are pretty great. Yeah. I’m, I’m blown away at the, just the natural organic
conversation happening in these, in these private Facebook groups,
and we’re, we’re moderating, but we’re not really doing anything. We’re not not mediating or trying to ask
questions and get conversation going. It’s just happening. Yeah. [inaudible] lonely. They don’t have, they’re usually the enemy in the office,
right? They’re the people that have to, they have to get budget from.
You have to answer to them. They get to say no when people
want to take the case. I mean, you can be their biggest
friends. So I really liked that. I think there’s a tremendous
opportunity to. Awesome. Okay, so let’s go to the third
thing, which is partnerships, which we touched on a little bit. What
do you see as potential partnership? [Inaudible] Double [inaudible]. I mean, the most, the easiest one
and most logical is, is [inaudible] Partnering with some of the larger
food service companies. I mean, in order to get some
of these bigger deals, we have already partner with some of the
food service companies that are better in those offices. Right? The offices want the perishables and
the salads and the sandwiches and stuff like that that we just don’t offer.
And so we do know that we I’m, I’m saying this, I’m a little biased, but we do have the best snacks in
America in terms of the newest, most emerging snacks and you know, one
has as the curation has to be true of us. You heard it on the business
lunch podcast. I know, I said it and I heard it with my own ears. Yes. So okay. So I, I like that. What about we work in
shared office, your office Spaces, you do anything with
those guys? We do actually. We have we, we were
actually the operator of, we works first convenience store. There
is a convenience stores inside the, we works that a handful of locations. It was a different business model than
what we’re used to with just snacks. There was a lot of other moving parts
and so we were kind of rejigging the concept of what that looks like. But
yeah, we work sir for all of the place. I would run the numbers and see
if there might be an opportunity. Since we work with open to
that and there’s obviously
thousands and thousands of of shared workspaces,
it’s very, very popular. Maybe there’s a way to create a business
opportunity for people to go around effectively just like the old
vending machine routes, right? But to put together a a program where you
don’t have to worry about those moving parts. You sell someone else the
right to distribute your
products and the business for how to do that. Two routes of those places. And then that becomes a profit
center for you on two fronts. One on the amount that you charge them
and to get into the business opportunity. And then the second would be the thing
that the profits that you make off the distribution of the products. So it’s, so it’s an individual going around inside. We were coworking spaces saying
a wants some snacks. Well, they could do that. That’s a little
creepy, but I mean, I’ve made, might work a test it for sure. I was thinking more whatever
you already did to get in that, that they were interested in, in the pilot program that you did
that was to rework corporate. Right. And that was just choosing some cherry
pick locations in New York city. How did it go? Was it was a good
cause you can say it’s a crappy idea. It’s okay. [Inaudible] It w from a pure food and
beverage standpoint, that’s great. We work’s concept is they
want to have a lot of the, a lot of products in there from there, the actual customers
inside of their buildings. So some of the startups and stuff,
they want to offer those products. Some of the products that maybe people
are doing grab and go on the way home. And then so, so, so we were learning not to be the one
cause that’s where someone’s spirit bottle lines or some obscure skews
and just didn’t move. Right. And from our experience with, with
being in the industry for so long, like we know you gotta you gotta top
sellers and those in a very tight square footage space, you have the top sellers.
Right? Yeah, totally makes sense. Yeah. So, so they might not be the one, but of course we work isn’t
the only game in town. So just, I was just thinking there might be
an opportunity to do that. Maybe. there is the, the additional
markets are shared workspaces. What are the other places that
people that aren’t offices well Hmm. To stay on the offices real quick.
[inaudible] Of opportunity with landlords. Okay. Yeah. Anything about 50
businesses in one building. Right. If we can do a group kind of, there is
a profit center for you. Yeah, exactly. Or Hey, Hey mr landlord, if you want to be competitive offer
free snacks is part of the lease. They get into a lease somehow, like an now the office just like we
talk about no churn. I mean it’s, they’re in there for the three year lease
or whatever it is. Right. I love it. So that’s, that’s, that’s something
that’s land and expand. Right. Okay. You could give that also, you could go to commercial real estate
leasing agents who are communicating with the landlords who already have that and
say, here’s an additional profit center. You can just add this on to the contract
and somebody is signing, you know, when you, when you’ve got your base of landlords
that you’re already dealing with. You know, I’m thinking about who has it. There’s probably a landlord’s association
there. CCIM. The commercial certified real estate folks. Those are the people
that already have access to that work, you know. Okay. I want to go
past off. Okay. All right. So, so where else for partnerships? Yeah, I don’t know that sounds, what about
sports teams? Whereabouts in high school? Baseball teams. High school. There’s,
I, last time I checked I think 131,000. Mmm. Baseball teams. High school. What about going to the bar experience From them? This is not everyone, but the majority of them
have no budget and you know, they’re struggling for funds and they’re
taking donations and the moms are doing the bake sales and to raise
money and stuff like that. I’m sure there are some, some in that
bunch though that have a budget. Okay. No, God, sports seem to start getting up
there. That’s, that’s different, right? They’ve got budget. We’re competing with the existing food
service that’s there at the college. There’s some, some red tape to go
through, but that’s a possibility. Okay. what about other facilities
that like bowling alleys, golf, you know, mini mini golf things, other things that that have people at
them that might be looking for those kinds of things. Are there any other things
like that that you’ve looked at? Yeah, we when you start getting outside
of the office, it’s, it’s tougher. You know, bowling alley is the, usually don’t have the best selection
of snacks there. Usually it’s, it’s, it works for employees that are
15, 20 employees or more. And so, and also that it’s a free perk that
business is giving to the employees. So it wouldn’t work for like a
bowling alley to sell to them Clientele. Okay. Okay, cool. Yeah I would just was trying to think of
other places in order other places that fit the office criteria that might
not necessarily be an office but are a different environment that that would
be very beneficial too. So, you know, there’s, there millions of
warehouses around the country. Is that considered an office in your, It’s it’s usually
warehouses or top as well. That’s cool. And know this is, this is
the whole good thing about [inaudible]. We’ve had some warehouse customers that
didn’t, didn’t be these are, you know, these are healthier snacks, a little bit more expensive than your
standard did the Cheetos and snicker bars. Right. So that’s, It’s a little bit of different
clientele. Okay. Okay. Cool. Yeah. And then I guess the other thing, the natural thing would be what
about workout facilities? Yeah. Gyms, well that’s where vending
machines work better. Okay. Cause the gym is not giving the snacks
to their clientele. They want to, you know, they want the clientele
to, to pay for those machines. We, we don’t, we sold our revenue, sold any routes that we
owned and then our frame, the franchisees that are
still operating them, they, they fully own them outright. So, okay. Are the people, are there’s
the vending machine, like if you were to, but when, if the, let’s say that a club wanted to have
something like that would the people that provide the vending machine, if
there’s one already in there, do they, they’re stocking the stuff with, is there
a contract, I’m going to get this out. Is there a contract with the people who
have put vending machines in clubs and things like that where they’re stuck
buying from who they’re buying for? Or would there be an opportunity to
approach those people on some sort of bulk basis? Yeah, it’d be a be a distributor for preventing
potentially you have to take a look at the the economics. Again, when you
start talking vending industry, 99% of vending machines are, are pushing
junk food and they’re getting them at, you know, dirt cheap prices through
distributors, health clubs. Right. That’s why I was, I even
in health clubs, actually, the original idea for healthy vending
started when my business partner saw a woman get on a treadmill, grab
a Coca Cola from the venue. She grabbed Coca-Cola
from the vending machine, hop on a treadmill and started
running nice. And he’s like, WTF seems to be a descriptor in a health
club and there’s no healthy things to consume here. That’s how it started. Okay. Any other markets that
you think of in that way? We don’t get obsessed with
this, but I’m seeing this one. This has been a little bit harder. It is [inaudible] to me cause this is the
partnership’s level, so, so who, okay, so partnerships then let’s just say
how many offices we talked about. Yeah, so independent. Okay. So staples is a challenge because
they’re selling commoditized products. And we are not a commodity. We
are a higher price item. Okay. But staples sells into offices. So is it possible for you to provide an
additional profit center for staples to sell into offices so that when somebody
is checking out, they can say, Oh, by the way, you want to have nice
healthy snacks that are just a flyer. It’s on the back of the
receipt or anything like that. It who in the physical stores
that’s different. Yeah, we haven’t tried anything
on the receipts. We’ve, we’ve tried a sales
partnership with, with staples, the issue is they have cheaper, like more commoditized snacks
that they sell as well. So we were like the premium
version of some of those snacks. When you don’t have a
fully baked partnership, the sales reps are not incentivized to
sell the other guy, that person stuff. Got it. Okay. Yeah, so I’d
be looking at who else, who else is selling into those offices
and in a rep network kind of thing that would like to have an additional profit
opportunity. That would be, you know, that would be something
that sits. How do you go? How many offices are there in the United
States, which are addressable market? Our addressable market is
a couple million copay. So you got 6,000 out of
a couple million. Yeah. There’s gotta be some big partnerships
that we’re just not thinking of that, that we go through and we
say, here’s everything. Here’s everybody that everything provides
in the office space and there’s got just gotta be something there. Sales reps that are already
selling into businesses nationwide. It’s gotta be a couple of companies
that have those. Yes. Yes. Okay. So then let’s go to the last thing. Of
the four things that were in that post, which was acquisitions, what what opportunities would there be
for you to expand your market and double your sales through acquisition? Yeah, I think a, again, the kind of thing, Top of mind stuff is if we’re looking
at potentially offering coffee country, offering beverages, what other companies
are already doing that. So there’s, there’s some either acquisition or
merger type of conversations that we can with, with some Companies. So we can
team up. Right. it helps, it also helps your attention when you’re
reducing the number of total vendors that an office manager has to deal with
or you would rather deal with one vendor instead of four. So you can kind of
roll that up and have fewer vendors. So you know, anyone who’s already
been in coffee and offices, anyone who’s shipping beverages and then, you know, we look at the, a lot of
the me tubes that have popped up, right as stagnation is
around for five years. And there at the time there were zero
competitors and doing exactly what we do. And now there’s probably 10, right? It’s actually a consolidation
role, open opportunity and Hey, how many customers you guys
have? Do you guys want to, you’re getting tired of the
business, you want to bang it out? Let’s let’s roll you up. And I
basically just paid for revenue, right? What we don’t there. Okay. I like that. What about so there are seven categories
of acquisitions I like to look at. So that’s competitors, which is the,
the first and usually the most obvious. The next would be media who’s got media
that has access to all of the market that you’ve got so that you could be PR. So you had their eyeballs and attention. Who’s got the attention of these 2
million offices that you want to get into? Well, yeah, come to, it comes down
to who’s got the attention of the, the avatars That were, that we’re going after.
A person that comes to mind is, I mean HR is a really
big market. So there’s, there’s industry organizations
like, like Sherm, SHRM In terms of nonprofit I think so that
one would be harder to acquire, but, but there are a mellow so
you can leverage their, their audience by going to their
trade show. Did we get a partner? Do we get a burger? Leveraging
their email lists, those, those types of, that partnership. Right. So that would go back to
about acquisitions. But no,
that’s great. I love that. Cause that, that might be the, you know,
the best of media acquisitions. Yeah, so many acquisitions would
be you’ve got, you know, you’ve seen that there’s value in having
people who are your avatar in Facebook groups and things like that. Who,
who else has Facebook groups, YouTube channels instead of accounts
blogs anything that we would call media. Who’s got those right now that you think
might be valuable to you for you to have as an owner so that you then would
have access to that media full time to push your products and services
into, you know, into the people. Any research tools that you recommend
there to besides doing Google searches on how to find those, those properties. I would probably start with
industry publications. So I would, I would Google and then
he got access already. So to me it’s a survey question that
you just add and say, what do you read? What websites do you go to? Where do you get your information to
the people who are your buyers that you already have 6,000 plus up.
That’s the best way to do it. Cause that’s primary research and you’ll, you’ll get an idea because it has the
benefit of being the subset of your buyers. Right? So it’s the best of the
best of the best, best, best. Yeah. So that’s what I would do. I’d want
to know that when on what trade shows, do they go to all of that so
that you could see these are the, these are the media that have my buyer’s
attention and I’ll bet you’ll find some really good, really good candidates from
there. So that’s, that would be media. The next thing would be teams. Is there any shortage of resources in
terms of team that you have right now that you, that maybe there’s another company
you could buy and that would solve your challenge of I, I just wish
I’d had more programmers. I wish I had more sales
people. I wish I had more, whatever salespeople would be. The only,
the only one we’re always looking for, you know, high quality
sales reps who so, so, so complimentary companies looking
at that list where he said, you know, let’s make the list of a hundred different
products that you know or providers that provide into your market. Do
any of those have a sales team? Because it might be, it might make sense. Even if you don’t like the
product to acquire the company, stop selling that product and
have him start selling yours. But I just think I look for where’s the
resource in place that already has the relationships and the contacts that you
need that’s already doing this that you can just buy and then plug and play. That might accidentally get you
into another product though as well, which would be kind of cool because if
they’re selling paper or whatever else, I don’t know, into the
market, then there are, there’s another product for
you right off the bat. Right. So then the next thing
would be what are companies, the two next two categories are companies
that are selling products or services to your company now, or companies that are selling products
or services to your customer right now. So that would be, are there any
other companies that are doing that? So that could be this is
media, this isn’t team. Now we’re talking about
the actual products, right? So if you acquired the company that’s
selling paper or paperclips or you know temp services or whatever, would that be something that you could
then offer to your customers in addition to sex? But, and by the
way, every time you keep, you keep saying these galleries and I
keep thinking I can partner with some of these as well. So it’s like,
it’s both as partner. See, we were finally getting somewhere
on the partnership thing. We’re talking about acquisitions.
I love it. Yeah, there’s [inaudible]. I’ll give you, I’ll
give Debbie a shout out. BVI. It’s a phenomenal water machine. It
goes in offices. We use it, we love it. Lots of, you know, thousands of
other companies. Love it. I mean, that’s an example of like, you
know, we’re, we’re not gonna we’re, we’re friends with Abby so we’re not
going to acquire baby. But that’s, that’s as an example as a, as a partner.
But something like that. Yeah. There’s, there’s companies that have these
automated machine basically automated refrigerators that as soon as
you swipe your card, it unlocks, you grabbed a salad or whatever
in there, you take it out, he knows what you took based
on the weight differential, and then you close the door and
charged your card. So there’s, there’s some cool stuff that’s,
that’s occurring there. I love that. That’s really fantastic. Okay, so now we’re getting
partnerships or acquisitions. So that’s products and services.
I go through though again and say, what does that, what’s the, what are all the products
that you’ve got that you buy? What are all the services
that you buy your company too? Because you can acquire up to the people
who are providing you with services and products as well in
addition to your market. Then I’ll jump down to the supply chain. So would it make sense for you to test
some of these smaller companies that are selling snacks and you go buy that company
because you’ve got the data and you know, this snack is, is hot. You know, I was reading the story about a flaming
hot Cheetos that, that they started, you know, this guy that
was working as a janitor, the CEO put out a a call
or Frito lay and said, anybody that has an idea, submit
the idea. This guy was like, he was Tino and he said, there’s nothing for,
you know, my friends, they don’t do this. So he went and bought Cheetos in the
store and cooked him up with some spices and ended up, I think it’s like a couple billion
dollars of sales now for Frito lay. And he’s a senior executive vice
president from totally nothing. Right. Great story. Yeah. But
is there a, you know, is there opportunity for you to acquire
snack companies that are kind of up and comers that you see? It’s
kind of like a stock, right? You see it starting to take
off. Can you buy an hour? Could you buy an interest in it?
100%. Absolutely. I mean that’s, that’s something that we, we want to be the benefactor of snack
brands by getting them distributed into our network, feed them the data back and then
understand which ones are basically are tomorrow’s winners. Awesome. So, and then district distribution
would be anybody, you know, any other distributor that has
direct access to your clients, which which we’ve talked about kind
of the context of the the suppliers. Then the last category
is intellectual property. So is there any intellectual
property that you could buy? Is there an app that already exists? Is there a copyright, trademark,
patent customer lists, anything like that that might be out there
that you could acquire that you could then fold into your company that
would increase sales? That’s tough. I want to have to think about that
one, but that’s, yeah, there’s, there’s gotta be some
opportunities out there. Definitely something
to think about. Right. the thing that immediately came to mind
for me when you were talking about the machine that they slide their card
would be some sort of payment system. So would it be possible for you to get
into the payment side of making the life of these office managers easier? Either by having payments
for the employees to, to process when they’re taking snacks, if they’re paying for the snacks or to
have some sort of automated payment for everything that they do, consolidating the consolidating the
acquisitions channel for these office managers through some sort of software
that you make their life easier. Then I again, I don’t know, I’m just saying that’s something to think
about because that then gets you into a whole different category that has
a tremendous opportunity and I know evaluations, they’re pretty great. So even even maybe thinking about what
are the software decisions that those people are making to buy those office
managers and how could you facilitate that? And that might be done through, we talked about an association
that might be done through that. But that’d be another thing to think
about is you could actually blow up a software company pretty
quickly by doing that. Or you could become a Microsoft bar or
something like that and get acquired by Microsoft because you found a way in to
the purchasing decision person that they would like to own. That’d be something
to think about I think as well. Absolute position. So yeah.
Okay. So what do you think, how do we do and how could
we get anything that, did we, did we succeed on all four counts or do
we kind of succeed on a couple or what’s your take on the on that? I think I’ve got my work cut out for
me here in the next few months to to go after all these different
ideas. He just said no. I think there’s I think there’s
definitely some really good insights here. I’m going to have to listen to this again
to like take notes and go back through it. But I think you know, the, the
association piece could be really huge. It’s again, we just want to help.
We want to help our avatars. We want to help office
managers, EAs, do a better job, have a better life inside the office.
And so the association like that, that idea that helps them along. So for people who are listening who have
offices and wants to take advantage of your services, what’s the best way for
them to get ahold of you guys? Yeah, I think the best way is let’s, let’s send
you out a free snack box and you know, let the snacks do the talking. So
love that. It’s awesome. If you go to, I think we have an offer up off or a
free snack box on snack nation.com/free. One two, three the
numbers one, two, three. I know you’d like to spell the
extensions free and then the numbers, one to one number two, number
three, snack nation.com. Forward slash one two three that’s four
slash three slash one three one, two, three. Okay. So, so you can get free
snacks. That’s a pretty cool thing. Thank you for, for offering that. And
how about for getting a hold of you? If somebody wants to interview
you, speak with you, talk with you, anything like that in a direct
way or, yeah. Email addresses. [email protected] and then I’m on the LinkedIn of course. So [inaudible] last name
is spelled Makinson, M. A. C. K. E. N. S. E. N. It’s just
you’re pronouncing roads, McKinsey. So when I was in the Navy, they used to
call me handsome Mackenzie. Oh, hello. Okay. Well anything else you want to
chat about before we take a break? Nothing man. Just to just all your world travels and
your gallon anting but I look and say that for another time. Thanks for being
on the show. Really appreciate it. Thanks Joel. Appreciate it. [Inaudible].

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