New funding for Amazon seller tech, digital fashion, 3PL robotics
Dealboard has the latest from Bundle x Joy, Kering Eyewear, Blank Street Coffee and more.
Dealboard has the latest from Bundle x Joy, Kering Eyewear, Blank Street Coffee and more.
Welcome to Dealboard. In this weekly feature, The Current is providing a look at the mergers, acquisitions and venture capital deals making waves in ecommerce, CPG and retail.
This week, brands including Leesa Sleep, Bundle x Joy and Khaite raised funding for retail expansion. Plus, there’s new funding for self-serve Amazon advertising, digital fashion and automated ecommerce logistics.
Here’s a look at the latest deals:
DressX, a digital fashion marketplace, raised $15 million in a Series A round.
The round was led by Greenfield Capital, with participation from Slow Ventures, Warner Music Group, Red DAO and other investors.
DressX is a multi-brand retailer of digital fashion items that are used to outfit avatars in gaming, social media and the metaverse. The company will use the funding to make upgrades to its app and NFT marketplace, as well as grow its community and partner with other platforms.
“Fashion has always been a core part of someone‘s identity and a way to express yourself. As we spend more and more time in virtual environments, this will equally translate beyond the physical sphere and NFTs and blockchain technology will enable true digital ownership to elevate one’s identity,” said Jascha Samadi, founding partner at Greenfield, in a statement. “We are very excited to see how this space will evolve over the next 5-10 years and we believe DRESSX will be at the forefront of shaping and driving change."
Autonomous logistics and AI company Nimble Roboticsraised $65 million in a Series B round.
Cedar Pine led the financing, with participation from existing investors including DNS Capital, GSR Ventures and Breyer Capital.
Led by a team of former Amazon executives, Nimble Robotics will put the funding toward building a network of autonomous 3PL fulfillment centers. The robotics-filled centers are designed to autonomously pick, pack and ship ecommerce orders. The company said it will be able to reduce warehouse size by 75%, and provide coverage of more than 96% of the U.S. population.
Bundle x Joy, a petcare subscription company, raised $1 million in new seed funding, TechCrunch reported.
The funding round was led by Leap Venture Studio, with additional backing from Mars Petcare Companion Fund, R/GA Ventures, Michelson Found Animals Foundation and Cloyes Ventures.
With the funding, the company plans to double its retail footprint from a current 450 stores. TechCrunch described the company’s digital customer acquisition model this way:
From a nutrition perspective, Bundle x Joy curates its boxes from 15 products and a proprietary “Pup Quiz” for customers to assess what products to offer and the personality of their dog. In fact, the company assigns fun personalities to each pet, including “Golden,” “Vibrant” and “Brave.”
In addition, the quiz enables the company to output the right bundle for the pet, including formulation, size and frequency of food and supplements, based on the specific needs of the pet.
Blank Street Coffee, which provides delivery from automated microcafes, raised $20 million in new funding, Fast Company reports.
The round included participation from Left Lane Capital, HOF Capital, General Catalyst and Tiger Global.
After expanding to more than 40 locations, the company is exploring a subscription program that will provide beverages every two hours, as well as the addition of breakfast.
Tyson Ventures, the VC arm of food giant Tyson, invested in Athian, a carbon credit marketplace focused on the livestock industry.
Participants in the financing also included Elanco Animal Health Incorporate and Newtrient LLC.
This funding will help propel the company toward the launch of a transactional carbon credit inset platform. This is designed to provide financial incentive to livestock farmers who engage in sustainable practices. In particular, the program aggregates, validates and certifies greenhouse gas reductions, then monetizes them through the sale of carbon credits. The idea is that farmers can earn revenue to fund the implementation of more programs.
"Our vision is to be the platform that enables the livestock industry to meet its sustainability goals by empowering producers to implement on-farm practice changes that will move the needle on climate change,” said Athian CEO Paul Myer, in a statement.
Mayan, which makes a platform providing optimization and automation for Amazon sellers, raised $5 million in a Series A funding round.
Bright Pixel led the financing, which comes in addition to a $2 million seed round from Y Combinator, Global Founders Capital, Alumni Ventures Group, ESAS Ventures and Alarko Ventures.
With the financing, Mayan is planning to launch a self-service platform for Amazon advertising, as well as an analytics and forecasting suite. It will also begin work in areas of Amazon selling such as inventory and working capital.
Khaite, a New York fashion brand, raised new funding from private equity firm Stripes. According to Vogue Business, the brand is planning to use the funding to fuel expansion in retail, with an aim of opening 10 stores in the next five years.
Terms of the investment were not disclosed.
Leesa Sleep, a direct-to-consumer bed-in-a-box brand, was acquired by 3Z Brands, a distributor of sleep products.
With the acquisition, Leesa will remain a standalone brand, joining Helix Sleep, Brooklyn Bedding, Birch, Bear Mattress and Nolah.
"Leesa is an exceptional company built on the pillars of delivering better sleep for customers and creating a positive impact in communities,” said 3Z CEO John Merwin, in a statement. “With its advanced design expertise and high-quality products, we're looking forward to supporting Leesa's continued growth with our best-in-class manufacturing expertise and digital capabilities. This addition marks our third acquisition within the last year, demonstrating 3Z's commitment to building a leading DTC platform that meets each customer's tailored sleeping needs.”
Kering Eyewear acquired 100% of UNT, Usinage & Nouvelles Technologies, a French manufacturer of high-precision metal and mechanical components for the luxury eyewear sector.
It’s the latest move by Kering Eyewear to control its own supply chain. UNT is based in the Jura region, which is known historically as the focal point of the French eyewear industry.
"Being a long-term, high-quality supplier of Manufacture Kering Eyewear, this new acquisition represents the opportunity to create an integrated luxury eyewear platform with best-in-class manufacturing capabilities, facilities and talents, in addition to supporting and further elevating the Jura district,” said Kering Eyewear President and CEO Roberto Vedovotto.
The reversals offer a cautionary tale for executives weighing a classic dilemma: Build or buy?
There’s no doubt that the pandemic ecommerce boom brought massive operational growth across retail. The investment that retailers made to keep up with demand ushered in lasting transformation to fulfillment operations, as we’ve noted in this series.
Yet it’s also true that not everyone can be Amazon. Some of the big supply chain bets made during the pandemic didn’t pan out, especially when ecommerce growth returned to a more normalized trajectory in 2022.
In particular, Shopify and American Eagle Outfitters (AEO) made high-profile moves to scale logistics operations, and even made clear that they were setting out to take on the giants in doing so.
The companies occupy different parts of retail. Shopify is a software company that helps brands run ecommerce, while AEO is a brick-and-mortar-based apparel retailer better known as a mall staple than a digital innovator.
But during the wild ride of the pandemic years, both outfits made bets that they could build logistics operations that would attract small and medium-sized brands looking for an alternative to Amazon, and spent millions to acquire companies that would help them get there.
Alongside the investment, they talked like they wanted to got big.
As AEO COO Michael Rempell put it at Shoptalk in 2022, "There's a supply chain revolution happening and we want to lead it...We think it’s leveling the playing field and allowing like-minded companies to compete with Amazon, Walmart, Target – the biggest retailers in the world.”
In 2023, executives at both companies are singing a different tune. Shopify sold the $2 billion logistics acquisition Deliverr to Flexport. Meanwhile, AEO said its acquisition of Quiet Logistics wasn’t meeting expectations, and backed off an aggressive move to bring other retailers into the fold.
Together, these reversals represent a cautionary tale for retailers weighing how to scale ecommerce to keep up with future growth:
Buying your way into a market may provide a head start, but it’s still a long road to the top.
Let’s take a closer look at both deals to learn more:
Shopify has long been a leading software choice for brands looking to run the frontend of commerce. The tools built by the company and the apps available from its ecosystem of developers provide everything that’s needed to start and scale the demand generation and selling side of ecommerce.
But ecommerce is not just a matter of lining up the bits. It also requires moving atoms. As it sought to offer a more complete ecommerce platform, Shopify lacked its own tools for the backend of ecommerce such as processing goods and delivering them to customers.
There’s good reason for this. Operating fulfillment and delivery is a different business than building software. It requires warehouses and workers and boxes and trucks. Still, it’s an area where there’s a massive opportunity to make life easier for brands. Amazon’s FBA program showed how providing storage, fulfillment and delivery for third-party sellers could serve as a critical connecting point to deepen their ties to Amazon. These sellers may be independent, but the fact that they are reliant on Amazon’s facilities to provide the two-day shipping and free returns that customers expect make it an attractive and convenient way to sell there. Once you’re in, it’s tough to quit.
For its part, Shopify didn’t set out to build a sprawling logistics network. But it did make moves to provide full-service fulfillment. Initially, the Shopify Fulfillment Network had several warehouses. This stood to become supercharged when it acquired Deliverr for $2.1 billion in May 2022. The companies seemed to be a fit. While Deliverr owned warehouses, it had a software-centered approach to logistics that prized predictive analytics and placing inventory close to demand. Shopify executives talked about how it would be an “asset-light” network. Translation: We aren’t building an Amazon-like network, even as we compete with them.
But the move to acquire Deliverr was still expensive, clocking in at Shopify’s largest-ever deal. It also happened to arrive as ecommerce fortunes were shifting amid the return to stores and the weight of inflation on discretionary budgets. A couple of months after it made the acquisition, Shopify laid off 10% of its workforce as CEO Tobi Lutke admitted that the company’s bet on explosive growth for years ahead “didn’t pay off.”
This ultimately presaged a monthslong period of recalibration at the company. By May of 2023, it emerged with more layoffs, this time of 20% of the workforce. Executives spoke of a recommitment to priorities on the frontend of ecommerce, and Lutke disavowed “side quests.” Underscoring the fact that logistics fit into the latter category, Shopify sold Deliverr to Flexport just a year after buying it.
To be sure, Shopfiy will continue to benefit from the logistics network as the preferred partner of Flexport. And the fulfillment operation that Shopify started may still be built out to scale, especially with former Amazon commerce chief Dave Clark at the helm of Flexport. But the fact that Shopify turned away from this approach was ultimately another admission that the bet didn’t pay off. At the end of the day, Shopify runs a software company focused on the bits side of ecommerce. It will continue to leave the atoms side to others.
American Eagle was perhaps a more surprising entrant into the logistics arms race. But as it transformed its own supply chain to make ecommerce a more integrated part of its operation, the retailer saw an opportunity to provide logistics for other brands and retailers, as well.
In its own way, this was also a lesson from Amazon: Build a logistics operation, and it can be opened up to move from cost center to growth engine.
AEO did not lack in boldness and panache as it set out to apply these lessons. It acquired Quiet Logistics for $360 million as it set out to enable next-day and same-day shipping, and AirTerra in a move to aggregate packages.
AEO set out to own its supply chain, allowing it to make moves to save costs and implement omnichannel approaches that would bring store associates into the ecommerce mix, and add efficiency. Ultimately, the retailer decided that acquisitions would help to achieve the scale that was necessary during the pandemic.
In turn, this “hyperscale” would put it in a position to create a new kind of model, EVP and Chief Supply Chain Officer Shekar Natarajan argued. He spoke of creating a “frenemy network” where retailers banded together to create the large networks that the Amazons and Walmarts of the world could build on their own.
By April of 2023, Natarajan was no longer with the company. COO Michael Rempell told analysts that Quiet Logistics had grown at margins “below what we expected,” and the company planned to cut logistics costs.
AEO said the following in a statement to WWD:
“While Quiet’s third party business has grown nicely, it has not achieved the plans we envisioned. As a result, we must pull back on expenses to reset the business. This is necessary to improve profitability, particularly given prevailing macro headwinds….We are reducing the size of the Quiet workforce to be more in line with the current business trend….This decision was not made lightly, and we realize this will impact the lives of affected employees. We will provide them a variety of transition benefits.”
American Eagle Outfitters also stated that it is “committed to the continued transformation of our supply chain, and Quiet Platforms plays an important role in that strategy as we work to achieve increased profitability. Over the past few years Quiet has been tremendously beneficial to AEO, providing much needed distribution and fulfillment capacity to grow our industry-leading brands.”
AEO said Quiet was helping American Eagle’s business. But it restructured the third-party side of the platform that provided services to others, which included downsizing the workforce.
“We now have a leaner organization that will position us well for the future. We see opportunities to leverage Quiet's fulfillment capabilities to unlock even greater efficiencies in our operating model,” Rempell told analysts this week. “This includes optimizing inventory placement, buys, and replenishment as we work upstream through our supply chain.”
AEO did transform its own supply chain, but it appears that the frenemy network is not emerging at the same pace. The move indicates that AEO is sticking closer to the goal of bringing change to its own operations for omnichannel success. For now, that doesn’t mean it needs to provide those efficiencies for others, as well.
Each of the moves detailed above offer examples of companies that opted to scale by acquiring others.
That’s a distinct approach from the other companies we’ve covered in this series, including Amazon, Walmart, Target and Chewy. They all chose to build their own fulfillment operations for ecommerce, albeit in distinct ways.
We point this out not to suggest that acquisition is an automatic recipe for failure, but simply that build vs. buy is a choice that faces executives as they determine how to meet demand and continue growing ecommerce for a future that is still heading toward online shopping occupying a larger share of retail.
When it comes to the “build” camp, the size of the four major retailers listed above gives them an advantage. They have the resources to undertake ambitious, multiyear projects and they were able to direct even more energy into quickly scaling operations when the pandemic called for it. When the pandemic ended, they surveyed the landscape and made moves toward efficiency and sustainable profits.
The two companies in the “buy” category happened to make their acquisitions at a time when ecommerce was at its peak. Their plans involved creating a new network, rather than scaling up an existing one, and the roadmaps were likely altered drastically when the ecommerce trend line came back to Earth. Yet it’s worth noting that they also tried to add parts of their business that were completely new. It brings up an important question for any executive weighing options:
Do you want to be in the business that you’re acquiring for the long haul?
There’s no question that ecommerce companies will have to scale logistics and realize efficiencies that can maintain profitability. But as they do so, they need not forget who they are.