Target

“In fact, Target was one of those first examples where I saw that, you know, the Target Accelerator program started in India before it started in Minneapolis, right?”

“In Target when we had to build an API to connect and get the data, we worked with their technology teams here as well. For Carrier, again, when we did procurement teams were based with the GCC. We were able to drive that with their innovation and AI team.”

“Target on the other hand started an innovation center in India before they started one in, or in Bangalore rather, Before they started one in Minneapolis.”

“And as a result of going through our software, organizations have raised millions in capital, closed notable deals with Fortune 50 companies like a Target, and we've had over 31st place pitch competition winners.”

“And so like, this seems like it's a little bit better for sure. But it's not, obviously, at least not to me, like, tenx better than the Target bra.”

“On the one hand, we were short a little bit of target because we're worried about tariffs and we're worried about the retail consumer holding up, especially around You know, these highly levered consumers when it comes to housewares and things that Target has …”

“Costco is 1800 dollars a foot. They are trying to maximize their dollar per foot. Walmart is about 600. Target is about 450 dollars. And then these, like, crazy businesses, just to compare it to the all-time greatest, Tiffany is 3000 dollars a foot for jewelry…”

“And most excitingly, we are launching in Target, 1200 doors in a matter of a couple weeks. You'll see us across the U.S., Starting February 25th of this year.”

“So today we're opening up our pre-seed round. We're raising 500,000 dollars to add fuel to the fire of our profitable business and to help with this target launch.”

“We get projections for the entire year, For what they're estimating in terms of volume. So that comes out to about two million dollars in net profit for us for this year. I'm sorry, one million dollars in net profit for us this year, two million in gross. We'r…”

“Some companies can do an acquisition, and they will absorb the company they're acquiring, and integrate it in, and you kind of lose your identity, and a lot of times these acquisitions become failed acquisitions.”

“My partner there really pushed me to consider not selling. He said, look, I'm going to do whatever you want to do. I mean, you're the CEO and, you know, whatever you want to do, we're with you.”

“Five hundred and fifty million dollars is actually a little more than that. That was on the table and an all cash deal.”

“Target's about 450 dollars per square foot of revenue. Walmart's about 600 dollars. Costco is 1800 dollars per square foot of revenue.”

“Brit and co had a lot, had many lines with target and what happened target hired a new chief merchandising officer targets, bottom line started hurting. So they decided to go private label for like half of the products they formerly were buying and just kind o…”

“So they do it with Target. They literally ran Target's website for years, which ominously, they announced that deal on September 11th, 2001.”

“Walmart probably has a gross margin between 20 and 24% at any given time, and every store had like a 33% gross margin. Even the, like, Target is sort of like a high-end discounter. It's sort of like a nicer stuff, more expensive. They're in the 29% category, b…”

“If you look at Walmart's twenty-four-ish percent gross margin, so that's basically what they get from the goods that they sell on the shelf, you see, ok, it's less than Target, which makes 29 30% of anything that they sell on the shelf. Well, Costco's gross pr…”