Roy Seiders explains how he and his brother Ryan structured the initial ownership of YETI in 2006.
Disclosure
YETI's 2008 excuse of raw materials cost increases was "total bullshit"
“We blame that price increase on a cost of raw materials increase. Which was total bullshit, but we had to tell them something.”
Insight
Independent retailers needed premium coolers to earn viable square-footage margins
“A small sporting goods store with limited square footage, they can't make any money off of a 40 dollar cooler, you know... It's all about, at these small shops, it's inventory turns, you know, Dollars generated per square foot, and so here we are, we showed up…”
Insight
Investing aggressively in brand building beats spending startup resources on patent defense
“Getting a patent is an expensive process, but even more expensive is actually protecting it when you do have infringement. So we felt like it was kind of a waste of resources, you know, instead of playing a prevent defense, it was more about being offensive mi…”
Opinion
Competitors entering the premium cooler market were effectively fighting for second place
“And I think everyone that came into the market that it seemed like all at one time, they were all fighting it out for second place. And we felt like we had nailed the product and that it was going to be hard to improve on it, which it was.”
Opinion
Ordinary coolers broke down so often they were effectively disposable seasonal products
“Putting them on the boats has really exposed me to kind of the frustrations of ordinary coolers falling apart. When you our daily abuse and our daily wear and tear, the hinges would break, the latches would snap, and I think this was kind of my light bulb mome…”
Assertion Not checkable as stated
YETI was cash flow positive from its first year in business
“We didn't have a budget, but we, you know, we were growing the business, and we were cash flow positive, and, you know.
[2992] Guy Raz: From year one, you were cash flow positive?
[2994] Roy Seiders: Man, we really were.”