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é uma empresa japonesa fabricante de brinquedos, Merchandising infantil e entretenimento, fundada em 1 de março de 2006. Foi criada a partir da fusão de duas companhias; Takara Co. Ltd. fundada em 17 de setembro de 1955 com o nome de Satoh Vinyl Industries Ltd., passando a chamar-se Takara a partir de novembro de 1966  e Tomy Co. Ltd, fundada em 2 de fevereiro de 1924 com o nome de Tomiyama Toys Seisakusho, passando a chamar-se Tomy a partir de Janeiro de 1953.

A fusão entre as duas empresas foi anunciada publicamente um ano antes da oficialização, em 13 de maio de 2005. A notícia gerou uma certa confusão e controvérsia internamente e principalmente na indústria de brinquedos, que considerava a fusão como uma aquisição da Takara Co. Ltd. por Tomy Co. Ltd., após ter enfrentado uma série de fracassos comerciais entre os anos 2000 e 2005. Segundo comunicado das companhias a fusão não seria uma aquisição, mas um movimento de negócios estratégicos, no intuito de fortalecer ambas empresas.

As empresas também decidiram unilateralmente, adotar dois nomes diferentes para representar a nova empresa. A decisão foi um tanto incomum com relação a jurisdição comercial adotada no japão. Embora a jurisdição comercial japonesa permita a tradução de nomes de empresas japonesas para nomes oficiais em idioma inglês, a empresa recebeu o nome Takara-Tomy oficialmente em japonês e ao mesmo tempo Tomy Co. Ltd. em idioma inglês.

A decisão de usar o nome Tomy em Inglês e da Takara-Tomy em japonês, foi feita por motivos  históricos, mas sobre tudo econômicos. Antes da fusão, Tomy co. Ltd. teve sua marca reconhecida internacionalmente através de produtos dedicados as mães em fase de amamentação e crianças em idade pré-escolar, enquanto a Takara Co. Ltd. foi reconhecida por sua grande linha de brinquedos.

Muitos dos produtos, principalmente os pertencentes a Takara Co. Ltd. foram remarcados por outras empresas vendedoras ou distribuidoras (como Hasbro),  Assim, a empresa (Takara-Tomy) achou mais adequado manter as marcas distintas nas linhas de brinquedos que originaram-se antes da fusão em cada empresa. Pois, a remarcação de produtos ou renomeação das empresas em países onde Tomy co. fazia negócios, seria um processo extremamente caro.

Após a fusão de Takara e Tomy no japão, suas subsidiárias internacionais também seguiram o processo de fusão, mas com a orientação de manter inalteradas suas marcas de produtos produzidos antes da oficialização da fusão em 2006. Também, de passar todas as subsidiárias de Takara Co. para o nome de Tomy Co. Ltd. Assim, seus escritórios foram reorganizados e oficialmente estabelecidas em;

 Hong Kong, Tomy Ltd. fundada em 1970
 Estados Unidos, Tomy USA Ltd. fundada em 1998
 Reino Unido, Tomy UK Ltd.. fundada em 1982
 França, Tomy France S.A.R.L. fundada em 1985
 Tailândia, Tomy thailand Ltd. fundada em 1987
 China, Tomy Shenzhen Ltd. fundada em 1992 e Tomy Shanghai Ltd. fundada em 2004.

Produtos

Antes da Fusão

Takara sempre foi conhecida por sua grande linha de brinquedos. Muitos dos brinquedos produzidos tornaram-se grandes sucessos, como; Diaclone, Microman (Micronauts), Battle Beasts (BeastFormers), Choro-Q (Penny Racers), B-Daman, E-kara (microfone de karaokê), Licca-chan e Koeda-chan (Treena).

As linhas de brinquedos Diaclone e Microman deram origem a série Transformers. Em 1984, a empresa norte americana Hasbro Inc. principal distribuidora e vendedora dos produtos da Takara co. Ltd. no ocidente, obteve os direitos de uso das linhas de brinquedos Diaclone e microman. Hasbro renomeou os brinquedos e deu-lhes o nome de "Transformers", também fez pequenas alterações físicas e criou uma nova história para os brinquedos.

O grande sucesso de transformers no ocidente, principalmente nos Estados Unidos, levou Takara co. Ltd. em 1985 a parar a produção de Diaclone e Microman. Em substituição, iniciou-se a produção e comercialização da nova linha de brinquedos Transformers no japão.

Curiosamente, Takara co. Ltd obteve os direitos de uso da linha de brinquedos "GI. Joe" pertecentes a Hasbro Inc. em 1970. Takara produzia e comercializava os brinquedos no japão com o nome de "Combat joe".

Tomy  é uma das mais antigas empresas fabricante de briquedos do mundo. No início dos negócios, ainda como Tomiyama, fabricava brinquedos com material rústico como madeira e metal. A empresa é obrigada a parar a produção de brinquedos em meados da década de 1940, devido a participação do japão na segunda guerra mundial. Em 1953 a empresa muda seu nome para Tomy company e retoma a produção de brinquedos, mas utilizando um novo tipo de material, o Plástico.

A mudança de material permitiu que os brinquedos ganhassem formas mais complexas e também se tornassem mais flexiveis. Isso também permitiu a Tomy, ser uma pioneira na produção de brinquedos com material plástico. Logo, seu primeiro sucesso veio em 1957 com Bubble Blowing Elephant, um elefante com corpo plástico sob uma base de metal funcionando com pilhas e era capaz de fazer bolhas de sabão. Seu sucesso foi tão grande, que o brinquedo vendeu cerca de 600.000 cópias.

Tomy foi ampliando e inovando sua linha de brinquedos como; Tomica, Plarail, Zoids, Idaten Jump, Nohohon Zoku (Sunshine Buddies), Thomas and friends, Pocket Moster (Pokémon) e muitos outros. Em 1999 com a parceria da Hasbro Inc., que resultou mais tarde em "Tomy Hasbro", obteve direitos de uso das marcas e personagens Disney. Assim, Tomy assumiu o desenvolvimento e a produção de novos brinquedos e produtos.

Curiosamente, Tomy também é detentora de um recorde mundial, registrado em Guinness World Records em maio de 2002 na feira de brinquedos de tóquio (Conhecida como Tokyo Toy Fair ou Tokyo Toy Show), com o menor brinquedo eletrônico do mundo, o MicroPet. Bastante pequeno, com cerca de 3,5mm no formato de um cão, emitia sons e luzes, além de vários movimentos que eram acionados através de voz humana.

A Fusão
Takara-Tomy fabrica uma ampla linha de produtos como; brinquedos (Microman, Transformers, Battle Beasts, Beyblade, B-Daman, Zoids) etc, Jogos eletrônicos (para Nintendo DS, PlayStation Portable, Wii, Xbox360) etc, produtos para bebês (Freestyle Carriers, baby monitor, Nursery Accessories) etc e crianças em idade pré-escolar.

A empresa também da início a partir de 7 de agosto de 2008 a busca por potenciais aquisições na Ásia, Estados Unidos e Europa. Após muita confusão interna, a empresa se estabiliza e inicia seu plano de crescimento e investimentos, quando em dezembro de 2008, Takara-Tomy funde-se com mais três empresas japonesas; a Yujin (fabricante de brinquedos e doces), a Heartland (especializada em bichos de pelúcia) e a Subaru (fabricante de brinquedos, miniaturas e doces).

A empresa também adquire a partir da fusão com Yujin no japão uma antiga subsidiária da Tomy Europe (Tomy UK Ltd.) em Janeiro de 2009, a Tomy Yujin Europe Ltd. (TYE). A aquisição leva Takara-Tomy a  renomear a empresa, que passou a chamar-se Gacha International e cujo objetivo é a expanção da sua linha de produtos na américa.

Ver também
 Takara Company
 Tomica
 Lista de jogos de Takara Tomy

Ligações externas

Fabricantes de brinquedos do Japão


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Britain Seeks Trade Ties with Saudi Arabia
Author: Nitish Pahwa
Just last month, the United Kingdom Parliament triggered Article 50 of the Lisbon Treaty, officially commencing the necessary processes for leaving the European Union. The entire operation is expected to take two years, and the U.K. hopes to set up the structure for a positive international investment climate during that time. As part of this pursuit, Prime Minister Theresa May began a multiple-day visit to Saudi Arabia on April 4 to discuss trade deals between the two nations. Saudi Arabia and the U.K. have been prolific trading partners for years; the talks were intended not only to maintain this relationship, but also to discuss future developments in defense, security, and economic reform. May's visit has been criticized by various international leaders, who have cited Saudi Arabia's record on women's rights as well as the country's involvement in the current Yemen conflict. Worries abound both outside and within the U.K. government that the nation may be overlooking human rights concerns in favor of favorable trade deals.
As May initiated talks with prominent Saudi leaders, including stock exchange head Sarah al-Suhaimi, Crown Prince Mohammed bin Nayef, and King Salman, she emphasized "economic issues" as the priority. Much of their discussion centered around Saudi Arabia's "Vision 2030," an economic and social reform program that aims to increase female participation in the workforce to 30%, lessen the country's dependence on oil, and modernize the health and education sectors. May expressed her support for the program and indicated that she wanted Britain to also help Saudi Arabia bolster its defense system. Currently, the U.K. already trades arms with Saudi Arabia, a deal that has proven controversial due to the latter nation's bombing coalitions in Yemen. May defended her meeting with the Saudi leaders, claiming that a stable nation-to-nation relationship is necessary in order to confront the "humanitarian situation."
Since the oil-rich Saudi Arabia is their largest Middle Eastern trading partner, continued business would be advantageous for the U.K. Per May's claims, Saudi Arabia could be a large source of investment for post-Brexit Britain. However, to legitimize the relationship on a global scale, it will be important for her to address human rights concerns in the future.
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Stories from the March 28, 2011 issue of the GW Hatchet. View a PDF version of this issue.
Alyssa Rosenthal: Where was the discussion of hate crimes?
As much as GW boasts about its diversity, discrimination continues to rot our walls. A recent incident at my high school has me reeling, as it demonstrated that bigotry can be found even where you feel immune to it. A student dressed up in Ku Klux Klan garb at a high school spirit rally, and […]
Former English professor dies
By Andrea Vittorio March 28, 2011
William L. Turner, an associate professor emeritus of English at the University, died of cardiovascular disease at a retirement community in Washington, D.C., March 12. He was 99. Remembered for his bright personality and his devotion to students, Turner joined the English department in 1941. He later served as assistant dean of the Columbian College […]
Doug Cohen: Can't live with summer housing
By Doug Cohen March 28, 2011
With summer quickly approaching, GW students planning to stay in D.C. are finalizing summer housing plans, a process that can be a struggle. Rent in D.C. can be very expensive, while large apartments to house multiple friends are scarce. In theory, an easy solution to this stressful process would be to opt for on-campus housing. […]
Wild Art: Bursting Blossoms
Student play kicks true
By Kendra Poole March 28, 2011
It was Gary Tibberman's self-proclaimed stalker that helped the NFL punter turn his life around. Tibberman, the protagonist in the 14th Grade Players' newest production, "Kick the Ball," which ran this past weekend at West Hall Theater, is conflicted after his overzealous coach benches him. "I'm pointless," Tibberman, who was played by sophomore Andy Nye, […]
Edward A. Grefe: Faculty role in GSPM search
The decision to restart the hiring process for a new director to succeed the founder of the Graduate School of Political Management ("GSPM restarts director search," Feb. 22, 2010, pg. 1), provided Dean Kathleen Burke with a fresh opportunity to seek input from valued constituent groups including alumni and adjunct faculty. Sadly, actions taken by […]
GWSB to expand sustainability courses
By Danielle Solinski March 28, 2011
Students with an interest in both business and sustainability will see more course options, as part of an initiative to broaden GW's academic approach to the study of environmental issues. GW School of Business Dean Doug Guthrie said the business school is coordinating with the School of Engineering and Applied Science and the Columbian College […]
Cartoon: The real reason GW sees an uptick in April visitors
By Devereaux Sterrette March 28, 2011
Joe Richardson leads GW in bounce-back win
By Cory Weinberg March 28, 2011
Joe Richardson's senior season was in a jam. The pitcher had been demoted earlier this season to the bullpen after four poor outings as the team's No. 2 starting pitcher, and Saturday, he entered as the third reliever in the fifth inning as the Colonials clung to a 6-5 lead against Massachusetts in a doubleheader […]
Performing penniless
By Joel Goldberg March 28, 2011
Comedians and improv groups took the stage for the fourth annual Slate comedy festival Saturday, after event organizers faced funding issues rivaling the comedy of errors. The stress of organizing Slate IV, a comedy festival which brings in professional and student groups from outside of D.C. to perform, led Kabeer Parwani, producer of Slate and […]


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text:
Connect 2018 Keynote: Adapting to Consumer 3.0
Jackson Jeyanayagam, Chief Marketing Officer of Boxed.com discusses how his brand understands and communicates with its customers.
I've good news and bad news. Bad news is I usually have an opening joke to break the ice with you guys but I already used it earlier in the panel, but the Costco-Amazon joke could be missed and I'll talk to you later at drinks. It's funnier then. But good news is up…you guys will appreciate this, I've been A/B testing that one and it seemed like it worked well with you guys. I'm going to keep using it because sometimes it doesn't go off so well, depending on who you're talking to, but you guys seem pretty cool and chill, so thank you for that.
So I'm Jackson, CMO of Boxed. I'm not going to explain who Boxed is since you guys already heard it, so I'm going to jump right in. I have a video and I talked a lot about product earlier and how important product experience is as well as the customer journey. I'm also going to talk about employee advocacy and engaging employees as a way to engage the customer. And oftentimes, people, when they hear customer or consumer 3.0, they assume it's Gen Z, like the 13- or 14-year olds that are going to be driving all of our decision-making as marketers are the most important generation.
But actually, I think 3.0 is more of a psychology. It's more about how consumers are thinking, at least from a U.S. perspective, the political landscape has influenced a lot of that we're…consumers are making brands choose which side they're on. Not necessarily like a red or blue, a political affiliation, but more like: what do you believe in, what values you believe in, what do you care about, are you going to put your money where your mouth is? So I think there's a whole evolution of how we think about engaging and responding and building affinity with a customer.
It's not a Gen Z, Gen Y, Gen X thing, it's actually an overall consumer 3.0 thing. But before I get into my presentation, how many of you guys have watched the show "Silicon Valley?" Okay, good. Awesome. So my favorite scenes…and this gets to kind of it doesn't matter how creative your marketing is, how analytical and data-driven you are, if you don't have an awesome product that's actually relevant to the customer, everything else is kind of bullshit.
So this scene, if you guys have seen recently, you'll know exactly what I'm talking about. It's where Jian-Yang is presenting to investors on his amazing idea that Erlich thinks is a virtual reality Oculus competitor. It's actually something that sounds like Oculus but not quite but talks about why product is still very important and still number one. –
[Jian-Yang] Question for you, what's a better than octopus recipe? Answer for you, eight recipes for octopus. My grandmother gave me a family recipe before she died in a horrible way. – [Man 1] What?
– [Man 2] Sorry, we knew Jian-Yang's app was in the food space, but we assumed that it was camera-based. Like if you take a photo of food, the app returns nutritional information or recipes or how it was sourced. – [Erlich] Yeah, like Shazam for food.
– Exactly. But this, I mean this is…- Shazam for food.
– No, shit. Shazam is not my vision.
– Of course they know that you're not pitching Shazam. That already exists. This would be a Shazam for food.
– No.
– Sorry, language barrier. You speak Mandarin? Anybody? No? [foreign language]
– That's not Mandarin.
– He's a stickler for the accent.
– No, my app is a seafood, like a food in the sea.
– That you can see.
– Oh, see food, S-E-E food.
– Oh, see food, now, that we like. [crosstalk]
– So if you saw that scene or that episode before that, he had thought he heard Oculus and he freaked out and it's kind of poking fun at Silicon Valley. If you know the Valley, you know how a lot of investors can go a little crazy for the newest thing, the hottest thing, and I see people here laughing too because you know how this is.
And at the time, Oculus, if you had an Oculus competitor, everyone was willing to fund you. So he went into all these investors with these Sequoia and Andreessen Horowitz-type investors, then he got there, literally right before the meeting, he hears that's an octopus recipe which clearly no one needs eight recipes for octopus. Maybe they do, but most people don't. But the other day, when we were talking about "engaging your customer" and what Boxed tried to do was not solve for something so niche and so unique and so random that only seven or eight people in the world would need.
It was really solving a bigger pain point. But when they started out, they started out in a garage, in Chieh, my boss, one of the founders and CEO's garage, and he jokes that in suburban Jersey, this is not a common thing to see a bunch of like pallets and trucks coming in and out of a garage in a cul-de-sac. And his wife and him…At first, his wife hated him for it but she said that his neighbors thought he was either building the next meth lab for like "Breaking Bad" or actually building a next online club wholesale.
Lucky for all of us, it was the latter. But what's interesting and it really makes you realize, like being in a startup, how really turnkey they were. They essentially went to their local Costco, they found 500 items. They built an app. And these guys had launched a mobile app before, sold it to Zynga for a modest return, like not enough FU money to go live off, retire in a beach, but enough to like have a little bit of freedom to choose what they wanted to do, which is start a new company.
So they ripped off these products, said here's 500 SKUs at Costco, seem like really popular ones, launched an app, put it into App Store, spend about $2,000 in advertising. Because they knew how Android and the Apple Store worked really well, they knew exactly how to get downloads, if you got that app in Jersey, you picked the products you wanted, they would get in their car, they would drive to Costco, they'd buy your product, and drive it to your door. And they did $80,000 in first 2 months.
In the first full year of doing just that, they did 8 million. Funny enough, if you worked at a CBG, how many guys have worked at a CBG before, or worked on the other side of one? Okay, so you know, the one guy right there who raised his hand, it is very difficult to go right to a P&G or a Unilever and say, "Hey, we want to buy $10 million of Bounty." P&G would just laugh you out the doors, say, "Go to Costco because we'll sell 100 million Bountys alone just to Costco.Forget Old Spice, forget Gillette, forget all the other products."
So for them, $8 million is great but it was pennies to most of the CPGs so they kind of had to do this Instacart model where they were still going to Costco and 90% of the products were actually bought from a Costco and just selling it to consumer and the Costcos knew, because I'm sure some of you are thinking, "Oh, did Costco not knew?" Yeah, they actually knew it. We were a small business to them. They didn't care because they were doing $150 billion annually.
So the opportunity was pretty large to grow that base without pissing off Costco and getting in front of the CBG. So as we grew, eventually 2014, 2015, took on funding, built a couple of warehouses or leased them, launched private brand. And private brand, if you follow the CPG retail industry, is one of the hottest trends right now. There's a reason Amazon, Whole Foods, Trader Joe's, Kroger have all launched a private brand.
People and consumers are becoming less and less loyal to CBG products because it's somewhat of a commodity. As long as a brand looks and feels like it's quality and I could save 25%, 30%, I will gladly buy Kirkland, 365, Uniquely J which is Jet or Amazon has a few different ones. And Amazon's really sneaky too because they'll let you advertise on Amazon. They'll learn all the data about who's buying Gillette, who's buying Dove, who's buying Old Spice, and guess what they do six months later?
They launch their own for about 45% of the price, and as soon as you search that product, the second, third thing you probably see in the Amazon Choice happens to be an Amazon brand. So there's a huge trend there. These guys are on it early, again, well before I joined, launched Prince and Spring, our private brand. And then we went in 2016, 2017 and launched four fulfillment centers. What's interesting though is the opportunity.
So, I didn't realize this till I interviewed… When Chieh told me, I'm like, "Well, how big's like bulk wholesales, like Sam's, Costco's, BJ's primarily North America but they've expanded very quickly globally.It's got to be like 50 billion?" I was very wrong. It's a quarter of a trillion dollars as of 2015. Take a guess what percentage is online. Wild guess.
Five percent, seven, four? Now, of the 2%, guess how much is mobile. Yeah. I saw somebody who was saying zero. Zero. So, kind of crazy, right? We, at least, in the U.S., got our heads around buying diamond rings, we'll buy homes, we'll buy cars, but all that online, but some reason, we can buy lettuce and paper towel and toilet paper, that's too much.
But we'll buy a diamond ring online, no problem. What's interesting too is people will say, investors, in fact, turned us down saying, "We believe in the Costco model. We're like, "Well, they don't even have an e-commerce presence. They just launched it two years ago." This is in 2014, and we'd go to the investors and say, "What, are you crazy?Like e-commerce is the future. You see where it's all going." But yeah, but Costco is like the model, the numbers work. And yes, Costco is amazing.
I can't shit on it. I have two sisters-in-law and they literally go to Costco every two weeks and I'm like, "You're taking money out of my daughter's college fund. Like just shop with us.Like it's basically the same except you save a lot of time." But they love going. If you've been to a Costco, it's actually a pretty amazing experience. Free samples, they shop around, but they have five kids between them. So for them, it's actually part of getting away from the house and spending a day there. That's part of the experience.
But there's a lot of other people like their kids, like me, that grew up with parents dragging them to Costco, dragging them to Bed Bath & Beyond, dragging them to Home Depot, and want no part of that. But what's interesting is a lot of financial investors, a lot of Wall Street will say, "Costco…" They're very bullish on Costco and brick-and-mortar specifically because of the model. But I kind of look at that and I harken back to 1999.
You guys remember what happened in 1999 with Blockbuster? First of all, how do many people know Blockbuster Video? Okay, good. I did this to my team the other day and no one raised their hand, saddened me a little bit, I'm like, "God, am I that old?" but Blockbuster Video was the Friday night, you go with your family, you rent a VHS. It was like an experience, right, a big thing. And you could go any Friday night, even a Monday night, it would be packed.
Now, where's Blockbuster? But in 1999, the CEO of Blockbuster, who no one knows his name for a reason, Reed Hastings came to… Reed Hastings, the founder of Netflix, said, "Hey, I don't know if I can do this.This is like really hard. You guys already have the footprint, thousands of stores. Would you buy us? Price tag: 50 million." He said no. They didn't even do due diligence.
They didn't even go through the process. Said, "You know what, you guys are a fleeting thing.You keep doing your thing. We'll keep building our stores.I think we can learn from what you guys are doing, but we don't need to buy you.That 50 million, we can invest. Guess what we could do that 50 million?Put up 20 more stores." Well, fast-forward to 2018, there's no Blockbuster. The last one closed two months ago. I know, it's sad. I heard someone say, "Oh, it's sad." But Netflix market cap is 140 billion.
They could have bought it for 50 million. And that's like… There's so many examples of that. And I'm not saying that's going to happen Costco overnight, but 20, 25 years, maybe less. Think about your kids. Maybe think about you. Definitely your grandkids, they are not going to spend their whole day shopping for things like that, when they can easily get it delivered to your door. So the opportunity is pretty large.
But from a consumer standpoint, at the end the day, we sell bulk. We don't want to sell retail SKUs because the moment we sell a retail SKU which is like one item, we're Amazon. And we don't want to go head-to-head with Amazon. That is a losing proposition. Amazon winning helps us, as long as we stay in our little bubble, we can benefit from them. But from a consumer standpoint, crackers, water, soda, you can get that anywhere, especially in the major cities, metropolitan areas.
We're in all the 48 states. From San Fran to New York, you could go down the street, there's a Duane Reade, there's a Bodega, there's a little mini mart, there's a grocery store, and then there's one of these options, either online and physical footprint. So as a start-up, the strategy can be very simply put, "Let's just see what happens." Right? You guys have all been here. Maybe most of you have been here at some point, maybe you're already here now, we're just trying things.
You're just hoping that it works. You're spending a little bit of money here and there. You're A/B testing the shit out of everything and like, "Okay, that's the one that works, let's go scale that." But as you scale, as you take on more money, as you grow, at least as a startup, you cannot get to 300, 400, we passed 100 million a couple years ago, so decent size but nowhere near where we need to be to compete with those guys. As we scale, we need a clear core strategy that we can communicate, not only to investors but to our customer and it needs to be done in such a simple way that we create affinity and loyalty with them.
So for us, it really comes down to being relevant to them. As I said earlier, you might have heard this from the panel, we will never beat Walmart on price. No one will, just because of their buying power and especially when you add in all the properties underneath. We will never beat Amazon, nor do we want to, on same-day delivery. One, the scale, the cost is so expensive, what we're shipping.
We don't need to spend all that extra to ship it to you in same day. If you need 24 packs of macaroni and cheese within 8 hours, it's a little odd, there's probably a better place for you to get that. Within two days seems reasonable for us. So we really have to focus on what does personalization look, from acquisition to retention to loyalty, and I'll talk about some of those examples. But, within that, there's some core strategy as to how we differentiate.
One of the things I talked about earlier is product experience. Your product has to stand on its own. When I was at Chipotle, during the food crisis, the only reason we're not one of those fast-food restaurants you've never heard about again is because the product was awesome. We had loyal fans come back to us, say, "You know what, I think I'll be okay going back." Now, they don't come back to us, they don't go back to Chipotle as much as they used to, we used to be at 10, 12 times a month, realistically, now they're 2 or 3 times a month because there's other options, but they came back.
And that's the only thing that's kept them hanging on for dear life as they had for last few years, the product experience. I'll talk about heart and science in a little bit, the balance of data and actual instinct as a marketer, as a brand, as an organization, how important that is from the top all the way down to the intern, and anyone who steps foot in the doors. Knowing the customer, I also mentioned, talked about that a little bit.
One thing I like to hit on is in-house creative team, media team. I strongly believe the marketing functions that will survive and evolve will actually bring creative in-house. And I always say, "I want my Don Draper, I want my creative director on the couch overnight with me as we're launching the new site, as we're pushing out the new app features, as we're launching a new exclusive product." When they're tied at the hip together, it's amazing how close they get to the customer and how they think about the retention cycle and how you think about every piece of creative that goes out.
If you have an agency, I doubt your agency's obsessing over every single email, every single push notification that goes out, right? They're thinking about the big ranking they could put in their portfolio and then go on to the next meeting with Colgate or whoever the other client is that they have. So for me, it was really important to bring all that in-house. And then finally your values, which I referenced earlier, which I'll talk about in a second as well. So we've talked a lot about the customer.
And when I started, I came from a larger brand, so, you know, for me, customer segmentation was important. My first meeting, I had this intake and I met with everyone in my team and I said, "Who's our customer?" Right? I thought I'd get a pretty clear concise answer, but I forgot, three years into a startup, you don't really spend a lot of time really fine-tuning those details. It's more like, "They look like this, they look like that. Let's just go get as many as we could, and honestly, let's get anyone who's willing to pay, you know, 50, 60 bucks on an order," right?
I mean, you're just in survival mode. But as it grew, as we got more investment, we had the opportunity to refine our customer base and we hadn't done that yet. And everyone kept telling me, "millennial mom." I'm like, "Well, first off, millennial mom on Facebook is the most expensive audience to bid on." So if anyone's on the acquisition side, you know how expensive that gets. Secondly, you know, a millennial mom in the suburbs in the U.S. who's had two kids and is 23 is very different than a partner at a law firm who's 36, living in Manhattan having her first kid.
I mean, they couldn't be more different, but technically, they're millennial moms, right? So how do we break down who our real core customer is and how do we go after them? I had that unenviable task of going to pitch my board on doing a segmentation with Kantar Group, one of the leading retail research firms in the world, because I wanted a name behind the buzz. We can go to CPGs, I was going to investors, potential on the IPO roadshow. I want to say, "Hey, we know our customer and we got the best to do it."
It was a quarter million dollars, $250,000. That is not an easy pill for any startup CEO or board to swallow. But I was like, "Guys, trust us, we have to do this." Why can't we just like look at our customers and find out where they live and like start doing… "No. We can do that secondary." we need to start with who our prospective ideal customers are because in our funnel right now, we have a couple million people, that is such a small sample and that's a consequence of how we marketed in the first two or three years, right, so let's not…Make sure we're not focused just on who we actually attracted on digital marketing which optimizes for a certain kind of customer.
Let's look at the big funnel and prioritize. So we took a step back and they approved it. We started to look at the whole ecosystem. And basically, this is a picture of over the 12 months, we've qualified it by, "Have you bought one CBG product online?" So you would assume that's a pretty wide base. Now you're going to get everyone, this is kind of a just subset of 45 different segments.
We got the dude in the man bun, no offense if you have man bun, those are cool, but he was one guy. We had frat fraternity bros there, college bros there. We got the nice families here. But half these segments are my sisters-in-law. They love Costco. They go all the time. So we're never…we could be selling our products for $2 compared to a $25 SKU in Costco, they're still not going to shop with us, right?
So we have to say, "Listen, there's Costco diehards that we're not going to get to." But within all those other segments, there might be some unique opportunities for high value, high likelihood to repeat, high likelihood to refer type customers. We narrowed down to five. These were two of the biggest ones I'm going to focus on. This is, I like to call, my hashtag adulting. We tried to avoid the alliteration from the big brands, you know, and I was there too, in branding these, where it's like a nice cute name doesn't really mean anything, I wanted to relate to our employees.
Hashtag adulting, this might be some of you guys or your friends. This is essentially a young couple, they just got engaged or married, they just bought a place, they just got a puppy, and/or had a baby. And they're going through a life stage, and I see some of you smiling so I feel like this is you, so I'll start looking at you who are smiling. This idea that like, "Okay, I'm leaving my last life behind a little bit. I still like to go out once or twice a week with my friends, but I have a mortgage, I do have a baby, I have to start thinking about how I want to spend my money and my time," and that's a big life stage.
Generally when people are shopping in life, there's three points in life where unanimously, you'll reassess all your shopping behaviors. It's when you graduate college and get a job, when you get married, and when you have a kid. So those last two are really critical, oftentimes combined. So what a great opportunity for us to enter into your life and say, "Hey, you don't have as much time as you used to, you probably don't want to spend $100, $150 extra going to the grocery store over and over again. We represent a great option."
Right? What's interesting about this audience is they're also struggling with like, you know, the separation of their single life, doing whatever they want, traveling whenever they want, and this new life, so there's opportunity for us to engage with them from a creative standpoint, emotionally, kind of say, "Hey, we're here with you. We understand it. We know what you're going through. Here are some products that might make it easier for you to host at home with your other friends, who have kids," for instance.
What's also interesting is they transition into this nice lovely family here, we call them the Joneses. So the Joneses essentially are what they look like, married. Now they've gone from a Brooklyn condo, they need more space. I was just talking to someone earlier about this exact idea. Now they go to Jersey, I'll be using the New York reference, Jersey, Connecticut, Upstate, they have a backyard, they have 2,500 square feet, they're living the life, right?
Like oh my gosh, I have more space, less time. They're not less lazy. They're definitely still busy. They have a kid who's four, they have another kid who's eight. The last thing they're thinking about is spending five hours at a Costco. So how do we engage them knowing that they started like that, but now they've come here, but they grew up in Amazon. They probably have a Plated or Blue Apron meal kit and they have some kind of third subscription.
So we know there's an opportunity to complement those other solutions and still provide them extra time and convenience and value at the same time. And which also means we can then ignore some of these other customers, because these are our highest LTV…highest potential customers to come in and also, just human nature. Their friends look like them, meaning they are likely to refer their friends who will then get into our fun, would tell their other friends and so forth.
It's like that moment when Airbnb and Uber both had it, when it felt like everyone around you was saying, "Use Airbnb." I remember too, someone said, "Hey, use Airbnb." I'm like, "I'm not going to stay on someone's couch.Like, I'm going on a trip. I'm going to get a hotel." He goes, "That's not what it is." I didn't believe him. I thought it was just some small startup like a couch-surfing startup. And then two weeks later, must have been like four or five people within the same time frame, it was the weirdest thing, really, "Airbnb, Airbnb."
And Uber had that same moment. The reason that happens is awesome product experience, very clearly targeted audience, in their case probably early adopter, who then are around other people who are very similar to the audience they are going after, who start talking about it and sharing because the experience is so on point and it solves a big problem. Exact same thing here. If we really narrow down who our customer is, they know other people like them, they'll talk to them, they'll tell their friends and they'll get them in the funnel.
And my CAC now went from $35 to zero, right? So it pays for itself in a lot of ways. But, as a startup, you know, and I'd… Again, I came from those large brands where…and you guys, right, know this experience, the segmentation lives. It's 105-slide deck. It's beautiful, great photos, someone spent tens, hundreds of hours on it, but it's sitting in a Dropbox or sitting in an archive folder.
No one's actually using it. And once a year, someone presents it. They do an update to it and then it's gone, right? No one's actually applying it to digital acquisition. No one's applying it to retention, brand, creative team are barely referencing it. So for me, it was really important that we integrate it into all the points of the journey, when it comes to how we market and also how we bring products live from a private brand standpoint, from a UX standpoint, loyalty retention, cross selling, product organization, everything.
So every piece of the funnel and every owner within Boxed had to really understand this segmentation so it wasn't like I just presented to them. I actually brought them in early on with the research team and I was a little nervous. Because bringing your CTO in and bringing your head of merch and your head of ops in, and even your finance team in that early can really take a conversation on customer segmentation down the wrong path, but it was important to have that buy-in early, so we can apply it through every piece of the business.
So what we netted out, as we started digging a little bit, because we have the first-party data, it's such a powerful thing, right? Right now, Instacart has an amazing position because what do they have? They have all the data from all the grocery stores that are willingly given to them. So they own the customer. Five, 10 years from now, those grocery stores are going to feel like Toys "R" Us 10 years ago with Amazon, right?
They're going to be, "Shit, what'd I just do?" Same thing with Postmates and DoorDash, they own all the data. So it's a short-term gain, right? Wall Street's happy, investors' happy. Great, you're an e-commerce. Guess what? You're literally giving them your customer.
So five years from now, Postmates goes to Chipotle and says, "Hey, pay me a $20,000 a month license for your customers. I'll reengage them for you, I'll do all these things for you." Chipotle's, "No fucking way. I'm not doing that." "Great, I'll go to Qdoba, Taco Bell and sell them your customer," and you can't do a thing about it, right? So we knew the first party data is such a powerful tool. We're in such a great position. What else can we do with it, besides sell it? That can actually be advantageous internally.
So on top of the segmentation, we did an analysis over who our best customers were. We looked at low likelihood to use a promo. We looked at high referral rate. We looked at shopping across multiple categories, because for us, because we're curated SKU, if you're only shopping beverages and we lose a couple of water products, then you're gone for good, right, because that's all you bought from us. So looked at a few categories and we netted out on her.
How many of you guys have seen "Modern Family," the show? Okay, this is Claire. I didn't watch that often, but apparently, she's an awesome character, but my creative and brand team worked with me on this. She is what we call Jen and we call her Jen because in the late '70s, early '80s, Jen was the most popular female name. I didn't know that. But if you know people born late '70s or early '80s, you probably know a lot of Jens. What's also interesting it she's not Gen Z, for sure, she's not Gen Y, she's Gen X.
Gen X, ironically enough, is like the most forgotten Gen X but yet half the CEOs in the U.S. are Gen X-ers. They have a huge amount of money they have no time to spend. They're growing families. They've been waiting for the Baby Boomers to retire so they can kind of step up in their careers and no one's marketing to them, but they grew up on tech. They grew up in a balance of tech and the omni-channel, really, experience.
So what we found with our customers is yes, 80% of our customers are Millennials but about 15%, specifically our best customers, the ones who come back often, spend three to four times what our average customer does annually are Jen, actually early 40s, so not as sexy as like, "Oh, we have the 31-year-old urbanite," yeah, that's an important customer, but it's actually the Joneses, Jen, she's busy.
And CBG's always said this thing of Jen or the mom, their mom target was the COO of the household, right, she ran the family. Our Jen is actually a COO. She's COO of her company and she's married and has two or three kids, so extremely busy, has no time. And I talked about how she's successful, busy and cool. I mean, she's cool but she's not too cool. She's like Pandora-cool not Spotify-cool, if you know I mean, like 2015, not 2018.
And that's okay, like we embrace that. There is something about that. She's an early adopter but not so early. But when she says, "Hey, I bought this thing from here, I have this product," her friends, her neighbors, all the people she influences listen to her. So we started digging a little bit into her. What does she do? What is her behavior?
So we could impact specifically the retention cycle. How do we engage her and when? So unlike Amazon, you can go to Amazon two or three times a day if you have Prime and you'll shop. I've done this many times, like, "Oh shit, I forgot this, I forgot this." Well, it's Prime, free shipping, no minimum shipping. I'm getting it within 24 hours anyway, so common behavior, right? Two, three times a day, no big deal.
That would crush us because…just because of the nature of our scale. Big products, we need people to come check out with big, big products, $100-plus orders. When you're talking about $100-orders of this size, you know, 20-pack mac and cheese, 15-pack of paper towels, it takes a few days. You're probably talking with your significant other about, "Hey, what did you buy? When are we going to run out of something? I want to get two things, but I want to wait till we run out of peanut butter.Little Johnny has a fruit snack, so let's wait two or three days."
So there's a lot of conversation going on. And with Jen, our best customer, three and a half days from the moment she adds the first thing in the cart to the moment she checks out. She also starts on mobile app, ends on desktop. And what does that tell you? It's interesting, right? It tells you that she's probably at a place like this, at a conference. She's at the doctor's office, she's at her office.
She's everywhere but home because she's busy and she's like, "Oh shit, we need this." An hour later, thinks about something, "Oh, we need this." Next morning, she thinks about something else and is adding constantly on mobile, but when she gets home, she's sitting with her significant other and they're actually going through the house, literally, and we know this from a lot of our customers, taking the app, going to the kitchen, going to the bathroom, going to baby's room, saying, "What else do we need?" and adding and they check out on web, ironically enough, over 3.5 days.
Also from the point of my retention team, because if they trigger an abandoned cart message within that first two hours, Amazon, that works, right, because you likely bought the Head & Shoulders somewhere else, because of our nature, she'd probably be pissed, she'd be like, "Dude, you should know me. It's going to take me three or four days to build this thing up." So our abandoned cart actually customizes for each cohort based on the data we know about them. Two days, more likely for a one-and-done or a potential one-and-done, or someone who's early, we need to get them before our third day because there's a chance they went to the bodega or the grocery store and got everything.
But with Jen, because she's so important and we get to fourth or fifth day, now it's panic. Right now, it's like, "Shit, do we throw a promo code? What do we to pull that revenue forward?" Like what do we do, right? You start working through the magic because we cannot afford to lose her. So that really becomes an important trigger, literally and figuratively for the CRM team in terms of how to communicate, but also shows her that we know her and we're engaging her very specifically to her habits without being creeps about it, which is important.
So, I have other data slides on that too and I'm happy to share those later on, on who she is and what she does. The other piece about Jen and why AI is so important to our retention, and this isn't something we use for acquisition because it'd be hard to convey nor would it be of value to a new customer. Everyone talks about voice ordering, right? I do think voice ordering is the future in a lot of ways, the voice activation Alexa and Echo and so forth.
But if you heard about what the top three or four searches are, it's really never around purchases. It's around weather, it's around music. It's everything but purchase, right? Now, that might change eventually, but you know, our thesis is for things like toothpaste and water. you don't want to think about it. These are low consideration products. You can't run out of it.
Like, I can't run out of my three-year-old's pouches in the morning. My life is hell. I will not get her out the door. She's falling on the ground screaming. I look like I'm an abusive father, it's so bad. So I know I need to have my pouches there. I cannot run out of it.
However, I don't want to think about it, right? So how do I think about that in the cycle of my customer? Well, we talked about 20 minutes versus 3 hours in Costco, how about if I gave you those 20 minutes back? I'd argue that our family, the one I talked about, even 20 minutes, is 20 more minutes at work, with her family, in the park, whatever she likes to do, so everyone talks about, "Hey, we want to get more people on site, time on site spent, time in the app," I would say, "Never come back to my app, never come back to the web," because if I have a predictive model, it says, "Hey, you're about to run out of toothpaste, peanut butter, and, based on you and people who look like you, bread, you should stock up now, Press Yes, press 1, respond back to me and we'll refill it."
Oh and by the way, there's incremental upsell here. If you're buying all these things, why aren't you buying jelly?" Right? So a great opportunity for us to engage you and it's sort of Subscribe & Save, but customized to you. How many times you got in Subscribe & Save on Amazon, and be like, "Shit, came way too early." Now you're stuck with all these extra things. You don't want to cancel it because you need it, and you can't customize those order dates very easily because your frequency changes. Well our data science and AI team knows that about you and all those other people who looks like you so it allows us to now infiltrate your experience so you never have to come back to the site.
And I would say, if I can even give you 20 minutes back, let alone three hours, that's a good experience. You know, finally, when we think about integrations and partners, this is an important one in terms of how we not only acquire but retain, so we work closely with Venmo, PayPal, all the credit card companies because they're all trying to figure out, "Hey, how to rob Peter to pay Paul," right? How do I get someone to stop using Amex, to start using Venmo? How do I learn more about your demographics because we think you have more of a Venmo customer than Costco does or Walmart does.
So they actually fund campaigns for us to actually get people to switch or start using their Venmo. And it's interesting, Venmo's doing some really, really cool things, one of my favorite companies right now, and some of the things I've heard they're going to do is, I think, revolutionary for mobile commerce. So we partner with them as well as Google and Android to get first billing on the App Store. If you guys who run app companies, you know, when you got that first billing on the App Store, there is nothing like it.
You cannot pay your way to get in there and it is one of the best places to be and in exchange, we give them a lot of data and insights back into kind of App Store performance and what we've seen between the two. So it's a really interesting place for us to play and it's actually much cheaper than some of the other channels. This last one over here is an example I talked about, people going through the house, this is actually how we launched the app experience if you're new.
When you download the app, you actually go through your house and pantry because you hear a lot of customers say, "This is exactly how I shop at home, so can you mirror that experience?" We actually changed our app experience so that people can go through all the places in their house and refill and restock up as a result. I talked earlier about the heart, and this is a big, big, big difference maker, in my opinion, why I joined Boxed coming from Chipotle.
You know, Chipotle was driven by value. If you know the Chipotle story, it was food with integrity, right, the idea that we're going to change the way you think about fast food. It's all fresh. Part of the reason they got the E. coli is that you're doing fresh food, no process, right, that's a trade-off. But the idea is it's fresh. It was cooked that day you're eating it. It's not healthy, we never said healthy.
That's high carbs, by nature, right, but it's food that you know, you can buy it at a Whole Foods or Trader Joe's or a Mexican grocery store and you can pronounce every ingredient. Boxed is driven by values, two very different things. Right? Driven by value and food integrity, values at Chipotle, eh, but this value as a company is what we care about. Boxed, we have a set of values that we care about and that has nothing really to do with the product but actually has everything to do with the product, and that's our employees, that's our community, and that's our customer.
So, I'll start with the community and customer. Are you guys familiar with the tampon Tax in the U.S.? How many hands? A handful. So for those who don't know, tampons and feminine hygiene products in the U.S. are taxed as a luxury, similar to alcohol, at almost 20%, in some cases, 25%. So if you live in Arizona, you will literally pay upwards of 20% to 22% more for your tampon because it's treated like a bottle of rum.
Kind of crazy, right? So when Chieh heard about this, he's like, "This is effed up." He asked his wife, she didn't know about it. He has a daughter too, so kind of hit him a little more than maybe someone else and actually, it came from someone from my team. Before I joined, she's like, "Hey, this is really messed up." He say, "Yes, it's messed up." We went to our COO who runs product.
It was like, "Jared, dude, this is messed up." And Jared's not married. He doesn't have any women in his life, really, but he's like, "Yeah, that's messed up. I didn't know it was an issue, clearly." And when I heard about it, I told my wife and she actually didn't know about it because New York doesn't have the tax. But you talk to anyone who's shopped in any of those other states and they definitely know about this. And its really screwed up. But this is the benefit being an e-commerce startup.
We can change it. And they changed it within 40 hours on the site, detecting your IP address, if you come in from any one of those 30-plus states, we'll refund that tax back to you.. We still have to pay it. We can't just not charge you, but we actually take it as a loss to us. It's a six-figure loss annually, and it's not like we're Walmart here. We're not making billions of dollars, far from it. But it was something that Chieh and Jared and the founders are like, "Listen, we're going to start a company, we're going to do it on our terms. This is something that made sense."
And sure, there's a PR benefit. I'm not going to sit up here and BS you, but that's not why they did it. That was a nice side benefit of it. But they did it because someone on the team raised it, said, "This is important." A lot of people at the company are like, "Yeah, this is kind of important." It's not like we're going to stand for every possible cause, but this is a cause that we did want to make a difference on. It was CBG-related, it made sense for our product and we did it.
And we've been doing it for like now almost two years. The one on the right is about employees, and I talked about this earlier in the panel. How many times you've been in a Uber or a Lyft or a Via or a Juno and the driver will voluntarily… I think it's gotten better now with Dara as the CEO, I think he's done a great job. But up until about a year ago, will voluntarily tell you how shitty Uber is. And like I literally have my headphones in, no intent to talk to the dude, he's like, "Let me tell you about Uber."
I'm like, "I didn't even ask." He starts telling me about how horrible it is or how bad of an experience it was as, you know, an employer, but really, all four or five of those are commodity choices, right? Juno, Via, Lyft, you know, you don't really have a reason to choose one or the other. But when the driver or an employee tells you that, even though he's driving for all the others, now you start to think about what that brand means, right? Like I said, I think they've done a better job of changing it, but employee experience is everything.
Now with us, you may never actually engage with an employee. I might be the only employee you ever talk to from Boxed because that's all D2C, right? Hopefully, you don't have a customer service issue, otherwise, you never talk to anyone. But what happens at the warehouse when you need your diapers or you need your…that baby food I referred to earlier or you want your soda, not dented, or you actually want everything in the box, it's pretty frustrating when you're hosting a party and the plates don't come, right? That happens all the time. So what Chieh realized was, "I'm going to build a company that's different. I'm going to take care of everyone, from corporate to warehouse."
So he went into the office one day, a warehouse one day, we had a shitload of orders coming in from Amex, about 5,000 additional orders, which was a lot at the time, it's like our second year in business. And he's like, "Where is everyone? I saw no cars in the parking lot. I only saw two cars," and we usually have about 50 people working, walked to the back, didn't see anyone, and walked to the front, and literally the place is buzzing like normal, even more people than normal. He's like, "How do you guys all get here?I only saw like two cars there."
Come to find out a lot of employees, they do have cars but…and we pay pretty competitive wages, but they were struggling with basic needs because Jersey and New York are not cheap places to live and they have to use their cars to take their significant other to their jobs or their kids to school, so they try to save on gas every moment they can. So they carpool. Three or four to a car or they take public transportation and walk another like half-mile in some cases.
Some cases, a little shorter. And he kept hearing the stories. It was, literally, like half the warehouse. And it kind of like blew him away because he's like…he didn't come from a lot but he came from son of immigrants like me and he's like, "You know, my family didn't have a lot here as well,"and that was something that really moved him. He said, "You know what, I can change this. I can't do a lot about everything here, but I do know that some of these life stages are really important to these folks, two of them… One of them being…I'll talk about the other one, being college education for kids and a lot of these folks had kids, so he created a college fund for all the employees' children, warehouse included, 40-hour, you don't have to be full-time but 40-hour.
So if you have a kid going to college, it could be Harvard, it could be Georgetown, or it could be community college, up to four years, he'll pay for tuition. He won't pay for room and board, and you have to apply for financial aid. And if you haven't been to the states and you don't know the education system there, college is not cheap. It is extremely expensive, but he'll pay for it, even Harvard which can be upwards of, you know, a couple of hundred thousand bucks over four years, with the only exception, you have to still apply for financial aid.
Right now, seven kids are going to college on his… So it's his own money too. It's not out of Boxed money, so he doesn't have to go to investors, his own equity pool. One guy has twins, so totally gaming the system. I think his third kid is like 16, so he's not going anywhere. And this next example is better said from Chieh. It's a video from him. It was same concept, right?
What are some of the other life moments that we all know and we can all relate to that really cause pain, stress, and anxiety? And this one's universal, no matter what country you're in. And this is him, he showed it to us shortly after the college fund. – [Chieh] So we've got a big announcement to make today. A lot of people here, a lot of expectations, no one knows what's about to happen.
Neither do I. I just hope it goes well. Thank you everybody for coming. Any guesses on what we're going to do? Not at all? Okay. It's been a long ride for all of us.
You guys have all started to become part of the family. We thought about what else can we do and what else can we kind of offer to people. Sorry if I get a little emotional. So Marcel, just the other day, Marcel ended up crying at the packing tables, during the middle of his shift. We found out later on that Marcel's mom is not doing very well, right, and so you know, he's worked seven days a week, double shifts, trying to pay for a wedding that he wants his mom to attend, even though she's not doing so well, right?
– [Marcel] Yeah.
– No one that works at this company should feel pain like that. I thought about what can we really do to help you guys, and help other people in the company. And so we got you to come out of work and we got all these people here because we want to tell you that we'd love to pay for your wedding so that you guys can have it.
– Thank you.
– Everyone here, we're paying for your weddings in the future, so good luck with finding the person to marry. Congratulations, Marcel. Congratulations, Tara. Welcome to the Boxed family. This is how we treat our own.
It's going to be an awesome wedding and we can't wait to all be there to crash your wedding. Bye.
– Many, many times, it still chokes me up because if you've ever seen Chieh [inaudible], if you're lucky enough to meet him, he's just a genuine dude. He could be talking to an investor, a CEO of Target or Walmart, me, an intern, anyone at the company, he's the same dude. Like he's just this goofy, awesome, down-to-earth guy, but it's what he believes, it's how he thinks.
Full caveat, because I like to be very transparent. I don't like to sugarcoat anything. It's only up to 20,000 bucks. Two Boxed employees can't get married and get 40, which I think is fair. And someone asked me this a few weeks ago, it was a good question. They said, "What happens if you get the wedding fund, get married, get divorced and get remarried all the time you're in Boxed? That's an awesome question for HR.
So I pointed over it to our HR email which…but no one… It hasn't happened yet, knock on wood. We've had nine weddings, eight or nine weddings, I think, paid for. One interesting fact is this does backfire. When we launched it, we got some press around it. Again, it was a great marketing but wasn't why we did it, but it turned out really great. "Today" show talked about it and that was amazing, but we had the number one page of our site that got the most traffic, as you can imagine, wasn't our products.
It wasn't checkout, which would've been amazing. It was Careers. And what we found is we had a lot of people applying for jobs and some of them are actually really qualified, like I would love to hire you but it's really clear in the interview process, you're getting married soon and you want this wedding fund. We had a couple that we did hire and we paid it all upfront and then they left. So we had to put into like a five years over…5K over four years kind of increment because otherwise, people were taking advantage of us, and you know, because we're a startup, we couldn't just hand out wedding funds.
But I think it was a fair compromise. A couple of last slides for me, as I think about customer acquisition and engagement, this is another thing we do, called the Creativity Kit. So we work with our CBG, sometimes we don't, to make the box into something. So the one thing that we have, we're lucky enough to have, being D2C, is we can get you a box and because our box is colorful, if you're walking down the streets of New York, you'll often see it and it stands out, even compared to Amazon.
Jet has a purple one, that stands out. But, ours really pops. So, we used to have yellow and pink as well. But how cool would it be… We kept looking at it, like what can we do with this? Like can we incentivize people to do something with it? And again, all before me, I just take credit for all the work that everyone else did. We created a Creativity Kit for free.
So every two or three months, up to about 10,000 customers can add this to their cart for free. And what it does is it gives you all the materials to turn the box into something with your kids. So first thing we launched was a fake aquarium. We did a Cornhole kit, if you guys know Cornhole, little game around tailgating and hosting with Pepsi. We did iPhone costume for Halloween, because we had…we know a lot of parents stress with… Halloween costumes can be kind of expensive and you don't really want to pay if you don't have the money, $60, $70 for a costume that kid might wear once a year and we knew that was a pain point, so we created a Halloween costume.
You could turn your kid into an iPhone for free. This one's a gardening kit for Save The Bees. Honey Nut Cheerios does a lot with Save The Bees because the bees, the environmental impact of the bees being here is actually pretty large. I didn't even realize until recently. Stay Well campaign, we turned the box into a garden. So it's a cool cute thing to engage with your kids, but most importantly, it's a marketing referral system. So think about what happens.
You make this with your kid, you spend what, three hours? If this was me, this would take seven hours, with my kid making this, I'm not throwing it away. Where does this sit? It sits in my freaking living room or outside of my porch or my stoop for weeks, maybe months. I literally could not ask for better out of home. My out of home, my CPM on that is so low, it's so perfect. And what happens when friends come over around an occasion?
We try to tie it to an occasion when people are hosting, so Super Bowl, Halloween, holidays. So all of a sudden, friends, family come over, we go back to my point earlier about Jed having other friends like Jen, all the friends, family come over with their kids like, "What is this? Where'd you get this?What happened? What is this about?" And then all of a sudden, Boxed and now we're starting to put referral codes, printed referral codes in those boxes for our best customers. So as soon as they get asked that, the natural inclination really, "Oh, here's $10 off your first order.You should check it out. They do this thing every few months.My kids love it."
So little things like that, that cost is really small, you'd be amazed. But the benefit of being D2C, having that box in someone's home is outstanding. So we want to maximize that. I think there's more we can do there too. But ultimately, the goal is to get to this, right? This is an Instagram post. Is this kind of love, this kind of engagement, like all the data in the world, all the money, marketing money in the world cannot replace this kind of love.
We did another thing recently with Nintendo Switch and Kellogg's launched Super Mario Brothers cereal, limited edition. So for random 20 customers, it was only 20, who bought that cereal on one random day, we bought 20 Switches off Amazon, dropped in the box, so these people…We did, now, we did… We were smart. We looked at some emails, with just to get a sense of social.
We couldn't scale it, so we just picked just pick two or three that had a decent Instagram following and the rest, just gave it to random customers, even if they're not that loyal. And we had a couple people like blow up Instagram, like, literally like one person had like 60 comments and all the questions were exactly what we wanted. I mean, I couldn't have scripted something better for the cost. It was, "Where did you get this? How do I get this? Who did this for you?Why did they do this?" It was that kind of series of questions and we dropped in a couple of comments, but the idea is to surprise and delight, right?
Like hey, we can do this randomly. We've done this now about five times. We did it with the Nest, you know, the Nest Thermostat. We did it with these coolers that really pop, YETI Coolers that people are going crazy over. Try to find these hard to find products. Around the holidays, we're trying to source a couple of toys, if we can get it, it can be pretty big. But the idea is to surprise and delight and we would need and we want this response.
This is what creates ultimate loyalty, that small touch that actually isn't that small for a customer, when you think about the e-commerce experience as it stands today. Now finally, as a brand, as a business, you know, this couldn't be more simpler, but I think it really illustrates how we think about the business that we're trying to build to evolve and grow and scale, even for doing a billion dollars, we would hope that these four tenets stay in there.
Great execution, I mean people overlook that, execution is everything. That's one reason startups fail and don't fail and succeed, it's really lack of focus and lack of execution. Ease of use, right assortment, you know, assortment varies depending on your category for us at CBG. But assortment for an Uber could be the types of cars, the locations of drivers and so forth.
And a great service and that's where I put the brand values I referred to, right, especially again, in the U.S. climate right now, consumers want brands to make a choice. They want to shop with brands that they can relate to, believe in. They're not going to spend 50% more with you, but if it's a buck more, two bucks more, yeah, they will spend a little extra if they know you're doing something for the right reason, for the right cause, and you're serving a higher purpose, whether it's your employees, your customers or the community.
So for us, that's how we think about everything when it comes to marketing. Thank you.


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Pawan Kalyan to donate Rs 1 crore to PM relief fund to fight against Coronavirus Outbreak.
Published On: 26 March 2020 | Tollywood | By: Saurabh S Nair
Rajinikanth, Suriya, Nithiin, Sivakarthikeyan and Vijay Sethupathi are among others have extended their support and donated money to help daily wage workers. Power star Pawan Kalyan has joined the bandwagon and has donated Rs 1 crore to the PM relief fund.
PM Narendra Modi recently announced a 21-day lockdown to fight against the Coronavirus pandemic. Many celebrities took to social media and requested their fans to stay indoors to prevent Coronavirus spread in the country. South Indian stars like Rajinikanth, Suriya, Nithiin, Sivakarthikeyan, and Vijay Sethupathi are among others who have extended their support and donated money to help daily wage workers. Power star Pawan Kalyan has joined the bandwagon and has donated Rs 1 crore to the PM relief fund.
Taking to Twitter he wrote, "I will be donating Rs.50 Lakhs each to both AP and Telangana CM relief funds to fight against Corona pandemic." Further in his next Tweet, the actor-politician revealed, "I will be donating Rs.1 crore to PM relief fund to support our Sri @narendramodi Ji, in turbulent times like this. His exemplary and inspiring leadership would truly bring our country from this Corona pandemic.."
I will be donating Rs.50 Lakhs each to both AP and Telangana CM relief funds to fight against Corona pandemic.
— Pawan Kalyan (@PawanKalyan) March 26, 2020
I will be donating Rs.1 crore to PM relief fund to support our https://t.co/83OmZ9biYX Sri @narendramodi ji,in turbulent times like this. His exemplary and inspiring leadership would truly bring our country from this Corona pandemic.
Rajinikanth has donated Rs 50 lakh, Suriya, Sivakarthikeyan and Vijay Sethupathi have contributed Rs 10 lakh each.
Film Employees Federation of South India (FEFSI) recently released a statement and requested celebrities to come forward to support the daily wage workers of the union who are currently jobless due to the virus outbreak.
FEFSI Union President RK Selvamani in the statement said: "As we are aware, the Tamil film world has been crippled by the Coronavirus that is currently threatening the entire world. In the 50 years since the inception of the union, the film industry has faced various strikes; protests were held against the producers demanding pay rises and demands from the government. But nothing of this scale, the ongoing lock-down is very different."
Tags: Vakeel Saab Tollywood Pawan Kalyan Donation COVID 19 Coronavirus


One of his former teammates at North Carolina A&T, running back Tarik Cohen, plays for the Chicago Bears. Another ex-college teammate, offensive lineman Brandon Parker, landed with the Oakland Raiders. Cornerback Tony McRae, a third A&T alum, is with the Cincinnati Bengals and Indianapolis Colts linebacker Darius Leonard, another Mid-Eastern Athletic Conference alum, is the league's newest defensive rookie of the year.
Johnson knows the names, stories and backgrounds and it's convinced him that he can be the next guy on the list.
Making it to the NFL's annual scouting combine in Indianapolis could help pro scouts determine if they see the same similarities.
While Johnson is not the biggest name in a crowded class of talented pass-rushing ends and fast linebackers and he's not one of the enormous run stuffers, he certainly presents an intriguing profile.
Johnson recorded 16 1/2 sacks over the past two seasons, earning first-team all-conference honors both years and last year's MEAC defensive player of the year award — which Leonard took in 2016 and 2017.
Where exactly Johnson fits into this year's draft is still to be determined.
Two of the NFL's greatest players — the late Walter Payton and Jerry Rice — attended HBCUs in Mississippi. Joe Flacco led the Baltimore Ravens to a Super Bowl title after playing at Delaware. Philadelphia Eagles quarterback Carson Wentz was taken No. 2 overall after competing for Football Championship Subdivision power North Dakota State and receivers Tyreek Hill and Adam Thielen played Division II at West Alabama and Minnesota State, before winning jobs with the Kansas City Chiefs and Minnesota Vikings.
This year's draft class should be no exception.
Ximines was a late bloomer. He didn't start playing football until he was a high school freshman then moved from safety to the defensive line after growing six inches and adding 30 pounds between his freshman and sophomore seasons.
Ximines didn't just take the scholarship he made the most of his opportunity after redshirting his first year on campus. He finished his career with 33 sacks, 51 1/2 tackles for loss and 11 forced fumbles — all school records — and the kind of moniker coaches and general managers love to hear.
Then there's defensive lineman John Cominsky, an Ohio native who played quarterback in high school and needed a recommendation just to get a shot at playing for the University of Charleston.
Now, after turning heads there, he's on the verge of becoming the first draftee from that Division II school.


After putting this on the back burner for a while, it's finally ready. We have a 'new look' logo and stationary design.
Licalo Photography - Make it happen!
rporated the company's fresh new colours in the logo and stationary. Keeping the all white feel, there are hints of teal, coral & the softest gold.
"Wall of Fame" features some of our best shots and clients who have grown with us over the years. A BIG THANK YOU for all your support and love.
We've been honoured to be part of your story as well and being able to capture those special moments in your lives.


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MLS activity from previous 7 days
298 Peter's Rest QU St Croix, Virgin Islands, 00820 United States Virgin Islands
50 Photos 50
298 Peter's Rest QU
St Croix, Virgin Islands, 00820 United States Virgin Islands
0.29 Acre(s)
United States Virgin Islands Sotheby's International Realty
Blue Sky Real Estate
WATAPANA MALL is a solid concrete 2-storey income producer located on the busiest street on St Croix- the Sunny Isle corridor- & adjacent to established businesses. Public Road access directly in front of The Mall's 12-space parking lot w/2 additional reserved owner spaces (14 parking spaces total). The Mall has 10 rental spaces plus a Management Office - Pink Bldg w/ 4 units of 625 SF and Purple Bldg w/6 units -4 units of 500 SF and 2 units of 1000 SF. All units have separate water & WAPA meters & bathrooms. Property boasts 2 separate cisterns exclusively used for common area maintenance (tenants do not have access to cisterns), a pump room/storage, management office, hurricane panels. Excellent cap rate! CAM fees paid by tenants. Seller motivated.
IDX information is provided exclusively for consumers' personal, non-commercial use, that it may not be used for any purpose other than to identify prospective properties consumers may be interested in purchasing. Information displayed on this website for listings other than those of the website owner are displayed with permission of the St. John Board of Realtors Multiple Listing Service (MLS). Real estate listings held by brokerage firms other than the owner of this website are marked with the words "Broker Reciprocity" or logo. This website may not display the entire St. John Board of Realtors MLS active database, as some sellers may not have given permission for their listings to be displayed. Information is from sources deemed reliable but is not guaranteed. Prospective buyers should verify information independently
Listing Agency Name : Blue Sky Real Estate
Listing Agency Phone Number : (340) 719-1409
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about St Croix
The largest of the four islands in the USVI, St. Croix is sometimes referred to as the "big island."
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Where is 'Love Goals' Filmed?
Prizmi Tripathi
OWN's relationship reality show 'Love Goals,' focuses on the complicated relationship of five celebrity couples who are determined to resolve the conflicts in their relationship and achieve their love goals, with the help of a licensed therapist and relationship expert Spirit. The celebrity couples go through two weeks of intensive emotional and physical therapy, as they deal with issues revolving around infidelity, the trauma inflicted by exes, lack of communication, superiority complex due to fame and power, and many other things. The host Spirit aids each individual in transforming their inner personality by providing them a set of techniques that will help in becoming a more mature partner with an evolved sense of understanding and compassion.
Apart from the intense drama and relationship dynamics, the show is also known for its luxurious setting. Read on to know more about the filming location of 'Love Goals.'
Love Goals Filming Locations
'Love Goals' was filmed at the Harpo Studios in Los Angeles. Also known as the City of Los Angeles, L.A. is the most populous county in California. Touted as the "The Entertainment Capital of the World," L.A. is famous for its dry summers, ethnic and cultural diversity, booming entertainment industry, and its thriving metropolis. Here are the specific shooting locations.
Harpo Studios, West Hollywood
Since it's a reality show, most of the scenes were shot in one location. The show had been extensively shot at the headquarters of Harpo Studios, West Hollywood.
Picture Courtesy: Gardiner and Theobald
Located at 1041 N Formosa Ave, West Hollywood, California, the network shifted its base from Chicago to Los Angeles, after the demolition of the former in 2016. It hosted shows like 'The Oprah Winfrey Show,' 'Dr. Phil,' 'Super Soul Sunday,' etc. Now it serves as a headquarter to McDonald's. After acquiring the production quarters at Formosa South at the Lot, the show was given access to its lounge and studios, which enabled it to capture all the drama that unfolds among the pairs. The Lot was formerly known as Warner Hollywood Studios on Santa Monica Boulevard. It served as a filming location for 'The Social Network,' 'Zodiac,' 'The Bucket List,' and many others.
Picture Courtesy: Los Angeles Times
Here's the spot where Spirit brings the couples face to face asking them to confront each other regarding their issues.
Picture Courtesy: Gardiner & Theobald
Here's another one.
Located in the heart of Los Angeles, West Hollywood is known as the "The Creative City," for its arts and culture, especially for its leading LGBTQI+ community that fights for the rights of the people. Outlining Beverly Hills and Los Angeles, the city is also known for its vibrant, electric and urban setting and fascinating nightlife that includes clubbing, roof dining, gay-popular restaurants, and bars, etc. West Hollywood also boasts its architectural and artistic legacy, which is reflected in its art galleries and festivals. Now that you know about the filming location of 'Love Goals,' when are you visiting West Hollywood?
Read More: Love is Blind Filming Location


There is always a lot of talk about first-time buyers. While this is rightly so, and especially given how momentous the occasion of purchasing your first ever property is and how tied it is to the state of the property market, this is not the only important buyer out there. In fact, there is a rarely talked-about group of property investors that are currently pouring millions of pounds into the British economy - they are, last-time buyers.
What is a last-time buyer?
As the name suggests, a last-time buyer (or LTB) is an individual or couple purchasing a property for the last time during their lifetime. Usually this buyer is aged between 65 and 69 (the optimum time to purchase a house or flat for the final time, according to experts), although obviously they can also be much younger or older. To fit the classic definition of a LTB, you would be aged 55 or older.
Why are last-time buyers worth talking about?
LTBs account for almost £1 trillion of property worth. This year, they are expected to well exceed that figure.
They now own £938 billion of housing stock and this will reach the £1 trillion mark this year, according to new research by Legal & General, the FTSE 100 financial services group, and CEBR, the economics consultancy.
As such, it is evident that LTBs are extremely important to the local economy and housing market in general.
What other trends are we seeing?
It is very common for LTBs to downsize their property, in a search for better living standards in later life. The days of living out your days in England seem to be coming to an end, as more older people wish to go on holidays during retirement, purchase new cars and other luxuries, or even gift children, grandchildren and other family members with money left-over from selling their larger home.
According to the research mentioned above, there are now 3.1 million Last Time Buyer households in the UK, with the number of homeowners who have considered downsizing rising from 32% to 39% in the past three years.
Older homeowners are also looking for ways to help younger family members onto the housing ladder. Downsizing or even taking out a lifetime mortgage (through Equity Release - where the individual decides not to downsize or leave their home but instead release funds from their existing property) are common ways to do so.
The aforementioned research also shows that of the last time buyers who had considered downsizing in the last five years but didn't, some 49% said it was because there were no suitable properties available, with a further 29% stating that the properties that were suitable were too expensive.
Developers need to be producing homes suitable for these category of buyer, in terms of both size, structure, location and price point. The Government should focus not just on FTBs and helping them on the housing ladder, but also buyers in a later life stage who have funds to spend.
Besides the obvious benefit of having people in houses and flats suited to them, appropriate housing has also been shown to ease pressure on NHS and GP services, through a 50% reduction in GP visits and 40% reduction in NHS spend. As such, the housing crisis is closely linked to NHS costs associated with an ageing crisis. The simple fix would be to build more houses!


Start with the two pockets. Go up to the jugs on the crack/ledge. After you get your feet up, mantle on the slopers and use underclings to top out.
This route almost faces the parking lot and is closer to the parking lot than other routes listed on this page. The "eye sockets" look out SSW.


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24/7 Music Stream
Sacred Music Library
The Tabernacle Choir Mobile App
Let The Season In (CD)
Let The Season In (DVD)
Mack Wilberg - Music Director
Ryan Murphy - Associate Music Director
Mack Wilberg, director of the Mormon Tabernacle Choir, and Ryan Murphy, associate director of the Choir, discuss and give an inside look of the Choir's new Christmas CD, "Let the Season In." The CD is made up of music from the 2013 Christmas concert with Deborah Voigt and John Rhys-Davies. Mack Wilberg and Ryan Murphy are interviewed by Heidi Swinton.
Bryn Terfel interview with BYU's Classical 89
"Everyday Lives" Interview on Doug Wright with Bryn Terfel Part 1
MPR's New Classical Tracks interview with Bryn Terfel
Listen to Julie Amacher, host of Minnesota Public Radio's New Classical Tracksprogram, interview Bryn Terfel about his experiences with the Choir and Orchestra recording Homeward Bound.
Doug Wright Show Segment about Upcoming Choir Broadcast and GettyReady
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Listen to Ron Jarrett, president of the Mormon Tabernacle Choir, and Michael Dunn, codirector of the GettyReady initiative, who were featured on the Thursday, November 7,Doug Wright Show. They talk about the 150th anniversary of the Gettysburg Address being highlighted on this Sunday's Music & the Spoken Word and the grassroots program in Utah to encourage people to memorize the Gettysburg Address.
Doug Wright Show Interview with John Rhys-Davies
Listen to John Rhys-Davies, the narrator for the Choir's upcoming Christmas concert, as he was interviewed by Doug Wright on this morning's Doug Wright Show. You will be able to tell why the Choir chose this masterful vocal talent to perform with them on the December concert.
Mormon Tabernacle Choir Premieres
Listen to interviews with Mack Wilberg, Ron Jarrett, and Choir guest artists and leaders on the program Mormon Tabernacle Choir Premieres.


Harold...♥. . Images in the harry styles club tagged: harry styles.
This harry styles icon might contain retrato, tiro en la cabeza, primer, headshot, primer plano, en la cabeza, and closeup.
"You've got Harry who's like, the perfect pop star. Just born for it, loves it."
"Don't tu think he looks like baby tarzan?"
@Harry_Styles: God only knows what I'd be..


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Home » TV » Antiques expert Charles Hanson on struggle before Bargain Hunt fame
Antiques expert Charles Hanson on struggle before Bargain Hunt fame
Bargain Hunt: Charles Hanson says he is 'nervous'
Charles Hanson will be a familiar face to viewers on both Bargain Hunt and Antiques Road Trip. The expert, who has a particular passion for art and history, found fame on Bargain Hunt when it first started 20 years ago. During that time, he has entertained BBC viewers with his broad knowledge and expertise in antiques.
However, speaking exclusively to Express.co.uk, the 44-year-old recalled how his career started, admitting it was tough at the beginning.
Charles' love for antiques began when he was a child after his parents bought him a metal detector as a gift.
Recalling his first experience with finding a rare item, the expert began: "When I was very young, my grandfather… my mum's father he was a pig farmer.
"I was about six years old and my granddad, he was blind for 70 years and he was an amazing man.
"I remember he put his hand down and said, 'Grandson, look at this, this was found on in the field over there.'
"It was a Roman coin that was 1,000 years old, and that really inspired me.
"I thought, 'Wow. If that object could talk, what could it tell me? Who lost it?'"
Charles later went on to study art and history at university, before gaining experience in the field.
However, when he was just 27, Charles decided to branch out on his own and open his own auctioneers.
Although, the expert explained he didn't get off to the best of starts.
"It was a big thing," Charles continued as he discussed setting up his own business.
"I made a few mistakes but you know, you learn and you build it slowly and slowly grew."
"I was no businessman," he added. "I had a passion for art and history and I very much loved what I was doing.
"But then when it came to the business side of chasing debtors and doing all of that, I was out of my depth.
"I had a colleague who worked for me three days a week, and that helped my business."
The Bargain Hunt star explained at the very start he worked out of a room at his parent's cottage.
He later bought an old bathroom centre, which went on to become his salesroom.
"I thought, 'I'll never fill that space' but very quickly it got busier and we almost began to outgrow it.
"And that was in 2012 going from having buyers in the room, to now where everything is done online.
"It has changed a lot, the market of antiques has changed."
Bargain Hunt is available to watch on BBC iPlayer.
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Royal Astronomical Society of Canada: Toronto Centre
RASC National Username *
Please log in with your RASC National user id and password. Reset your password on secure.rasc.ca.
At the Carr Astronomical Observatory (CAO)
At the David Dunlap Observatory (DDO)
At the Ontario Science Centre
At Millennium Square
For RASC, Toronto Centre Members Only
Organized by the RASC, Toronto Centre
Organized by the Local Astronomical Community
Speaker's Night: Searching for the mysterious dark matter with Prof. Nassim Bozorgnia (ONLINE)
The dark matter problem is one of the most exciting puzzles in our understanding of the Universe. The atoms in our bodies, planets, and stars make up only about 15% of the total matter content of the Universe.
DDO: Observe the Sky (at Oak Ridges Community Centre)
Saturday, January 23, 2021 - 7:00pm to 8:30pm
Learn what's up in the sky tonight and dress warmly to join us outside to safely view the night sky with the help of our astronomers with their telescopes.
Recreational Astronomy Night (ONLINE)
Join us for our monthly recreational astronomy night meeting. This is where our members get to show their latest projects or give tutorials and tips on just about everything to do with astronomy.
Speaker's Night: Indigenous astronomies, stories of the sky and Indigenizing the Drake Equation (ONLINE)
Astronomy has been practised on the land we call North America since time immemorial and the peoples across this land had and have their own ways of understanding the sky and the Universe.
Saturday, February 20, 2021 - 7:00pm to 8:30pm
Wednesday, March 3, 2021 - 7:30pm to 9:30pm
Speaker's Night (ONLINE)
Join us for our monthly Speaker's Night where a professional astronomer gets to tell us about their latest research.
Saturday, March 27, 2021 - 8:30pm to 10:00pm
Wednesday, April 7, 2021 - 7:30pm to 9:30pm
Wednesday, April 21, 2021 - 7:30pm to 9:00pm
Wednesday, May 5, 2021 - 7:30pm to 9:30pm
Wednesday, May 19, 2021 - 7:30pm to 9:00pm
Wednesday, June 2, 2021 - 7:30pm to 9:30pm
Wednesday, July 7, 2021 - 7:30pm to 9:30pm
Wednesday, August 4, 2021 - 7:30pm to 9:30pm
Wednesday, September 8, 2021 - 7:30pm to 9:30pm
Wednesday, October 6, 2021 - 7:30pm to 9:30pm
Wednesday, October 20, 2021 - 7:30pm to 9:00pm
Speaker's Night and Annual Meeting (ONLINE)
Wednesday, November 17, 2021 - 7:30pm to 10:30pm
Following the talk we will convene our members Annual Meeting (using Zoom).
Wednesday, December 1, 2021 - 7:30pm to 9:30pm
The Royal Astronomical Society of Canada Toronto Centre
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planet 9 lecture 2 Jun '18
opening day 9 Jun '18
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Effective Lighting
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NOVA Course - Pickering
NOVA Course - Yorkville
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Follow us on Twitter, Facebook, Instagram


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Katey Sagal – Biography 2020
ByAgnes Ferguson	 January 23, 2020 December 18, 2020
Full name: Catherine Louise Sagal
Net Worth: 30 Million
Occupation: Actress, Singer, Songwriter
Birthday: January 19, 1954
Birthplace: Los Angeles, California
Birth Sign: Capricorn
Marital status: Married to Freddy Beckmeier from 1977 to 1981, Jack White from 1993 to 2000, Kurt Sutter from 2004
Instagram: https://www.instagram.com/kateylous
Twitter: https://twitter.com/kateysagal
YouTube: NA
Katey Sagal first became famous playing Peg Bundy, the blunt and hilarious wife of Al Bundy in the hit sitcom Married…With Children.
In 2011 she won a Golden Globe award for her role as the matriarch in Sons of Anarchy.
Early Life and Career
Catherine Louise Sagal was born in LA, California, on January 19, 1954, in the family of celebrities and people of the arts. Her father, Boris Sagal, was a Ukrainian Jewish immigrant who was a film director. Her mother was a singer, producer and TV writer with a stage name Sara Macoon.
Katey has five siblings, most of which too are actors.
Her godfather is a prominent TV sitcom producer Norman Lear.
Katey started her acting career early on as a receptionist in the famous Colombo TV detective series, and also appeared in her first major role as a journalist in the Mary series starring Mary Tyler Moore from 1985 to 1986.
In 1987 she was cast for the role of Peg Bundy in the Married…with Children TV series, which ran from 1987 to 1997. In the series, Katey Sagal portrayed the lazy, lower-class, and free-spending wife of Ted Bundy, a shoe salesman, played by Ed O'Neill in an extremely dysfunctional family.
Unfortunately, during the filming of the comedy series, the actress lost her unborn child in 1991. The writers addressed the situations making the pregnancy of Peg part of a dream sequence.
After Married…with Children, for which she won 4 Golden Globe awards, and 2 American Comedy Awards, Katey Sagal went on to voice Leela in the Futurama cartoon series, which ran for 124 episodes and gained a cult following. She also voiced the character in the feature film Futurama: Bender's Big score in 2007.
In 2002, Sagal returned to sitcoms by joining the cast of * Simple Rules for Dating My Teenage Daughter.
When her co-star in the series John Ritter died suddenly in 2003, his death was addressed in the story, but the show went on starring Sagal until 2005.
The actress went on with guest appearances on Lost and Boston Legal and then returned to TV series in the legal comedy Eli Stone. She also played a lead role in the motorcycle club drama series Sons of Anarchy, for which she won a Golden Globe in 2011.
After the series ended, Sagal joined the cast of the hit comedy series The Big Bang Theory, where she portrayed the mother of Penny played by Caley Cuoco.
Singing and Musical Career
Her first steps in show business were as a songwriter and singer. Back in 1973, she was a backing vocalist of different singers, including Bob Dylan, Tanya Tucker and Etta James.
In 1976 she was part of The Group with No Name, and participated in the band's making of the album Moon over Brooklyn for which she was credited under the name Katie Sagal.
From 1978 up to 1983, Sagal was part of the backing group of Bette Midler The Harlettes.
She also performed the backing vocals in Gene Simmons's Solo Album, in Olivia Newton John's Soul Kiss single in 1985, as well as on the Molly hatchet Take no Prisoners album.
Sagal performed the Its Time for Love song from the Silent Rage movie, starring Chuck Norris, as well as the theme song for Loose Cannons from 1990, which starred Dan Aykroyd and Gene Hackman.
The singer-actress released her own solo album in 1994 titled Well…, and in 2004 she released her second album Room.
She also has taken part in the soundtrack of the Sons of Anarchy series.
Katey Sagal was married to Freddie Beckmeier, a musician from 1978 to 1981, and then to drummer Jack White from 1993 to 2000.
During the filming of the Married…with Children series, the actress became pregnant unexpectedly by her then-boyfriend Jack White. The pregnancy was written into the script, but unfortunately, following an emergency C-section in the 7th month of the pregnancy, the actress lost her stillborn daughter.
The couple eventually became parents to a girl Sarah Grace (1994) and a boy Jackson James (1996).
After that, the actress married Kurt Sutter, a writer-producer in 2004. The couple welcomed a daughter Esme Louise through a surrogate mother in 2007.
Katey Sagal wrote the lyrics and sang the song "You Can't Hurry the Harvest" based on her experience of losing her stillborn child earlier on in life. The song appeared in her second album.
Sagal is also an activist who participated in the 2016 Human Rights Campaign and video, which was released in tribute to the victims of the Orlando nightclub shooting in 2016.
Agnes Ferguson
Agnes Ferguson is a staff writer at The NestLords.com, where she writes about Celebrities, Entertainment, and gossip news. Before becoming a journalist, she worked as an analyst at Wells Fargo in Miami.
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