Saatva, a luxury mattress brand, achieved profitability since its inception by focusing on organic growth and disciplined spending, avoiding significant venture capital. Co-founder Ricky Joshi explains how they capitalized on increased home investment, expanded product lines beyond mattresses, and strategically built a retail footprint to complement their online presence, demonstrating a robust omnichannel strategy for sustainable growth in the D2C space.
Over the last year and a half, people have increasingly invested in their homes. And mattress brand Saatva was able to capitalize that demand. The ten-year-old company saw revenues almost double over the last two years. In 2017, the company disclosed that it made $207 million in revenue. According to co-founder and chief strategy officer Ricky Joshi, Saatva has been "basically profitable since day one." He joined the Modern Retail Podcast and spoke about how Saatva has been growing and expanding its product line. Saatva has tried to establish itself as the producer of a higher-end mattress made with more sustainable materials. According to Joshi, the intention since day one wasn't to raise a lot of money and, as a result, be forced to scale in a short amount of time. "We really went out there and just tried to organically build the best business possible, being really disciplined in terms of how we managed our spending," he said. The company hasn't raised any VC money, but did receive a private equity investment in 2018 for an undisclosed amount. In the early days, the focus was on making a few products -- namely mattresses -- well, as well as capitalizing on the then-nascent digital marketing landscape. Now, the company is beefing up its advertising efforts and has expanded to other products, including bed frames, sheets and comforters. Joshi said more products are on the horizon too. With that, Saatva has also been increasingly expanding its retail footprint. It has a New York showroom that currently brings in $8 million of revenue a year. Now, the brand is opening new locations in cities like San Francisco, Washington, DC, Portland and Boston. Joshi said that the New York location "significantly exceeded our expectations." With the new stores, Joshi said he's trying to figure out the right goals. For smaller cities, for example, direct sales in stores will be more important than those with larger populations where a store can have greater impact on the overall ma