E-commerce and own brands
Sable Provisions
Niche store, sports supplements. Subscription and one-off sales.
$684,900
annual revenue
41
decisions
3
directors
2
years
2
team
One in three subscribers leaves before the fourth month.
The debate they have open today.
What it is like
- Revenue6
- $684,900 a year, 44% of it on subscription.
- Maturity5
- Two years in, and all of it rests on two people.
- Complexity6
- Two ways of selling side by side, each with its own logic.
- Pace8
- Very fast, close to impulsive.
- Risk9
- Product rules, and platforms that change theirs without warning.
- Upside7
- Subscription gives them a floor, but people leave early.
Its board
- Nadia OkonkwoMarketing director · Level 16
- Henrik SolbergOperations director · Level 15
- Clara BenítezFinance director · Level 14
Its rooms
Boardroom · Product
3 decisions. 38 more inside.
These are only 3 of the 41 documented decisions of Sable Provisions.
Pulling the best selling product over supplier problems
The supplier stopped standing behind the product that sold the most. They pulled it and took the hole in revenue rather than the risk. It is the most argued over decision in the house.
Launching with three products instead of a whole store
Two people cannot control the quality of twenty items. They picked three and put the house name on the label, not the manufacturer's.
Manufacturing under their own brand instead of reselling known ones
Reselling meant revenue within a month. Under their own brand the margin is 62% instead of 22%, and the customer belongs to the house.
41 documented decisions
3 visible · 38 inside the .ziri
With their reasons, their dates, the rooms where they were decided and the links to every person who took part.