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Inventory management is the bane of many ecommerce brands’ existence — balancing lead times and cash outlay with demand can feel like an unsolvable issue. But with the right data, it can become much easier.

In this episode, Taylor sits down with Braden Larsen, Head of Marketing at CTC client Sparkle in Pink, to discuss the tool he uses to keep ahead of per-SKU sales velocity, how he manages Sparkle in Pink’s massive number of SKUs, and how to use data to streamline your inventory management.

Show Notes:

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[00:00:00] Taylor: Hello and welcome back to the E-Commerce Playbook Podcast. I am once again ripping the host seat away from Richard to interview an incredible guest. And before I do, I'm gonna give a little context. Okay. One of the ambitions of my career is to give marketers a seat at the highest levels and highest tables inside of an organization.

Namely, the conversations around finance and operations, where I believe the data that we possess provides an immense opportunity to impact organizations beyond the normal sphere of influence that marketers have. And so I'm always interested in diving into the brains of folks that are accomplishing that, that are using marketing data to connect to operations and finance, to help bridge the gap between demand planning and demand creation between forecasting and execution.

All those things that happen inside of a business. And today we have one of our customers Braden Larsen, who is part of a family run business called Sparkle in Pink who is here today to help us talk about how they accomplished that in a business with a ton of different SKUs, a ton of complexity to accomplish it.

So first, Braden, welcome man. It is awesome to have you here.

[00:01:06] Braden: Thanks Taylor, I appreciate it.

[00:01:08] Taylor: Okay. Second thing I gotta tell you is you've created a problem for me in my household, which was when we first found out about you all. I have a six year old daughter, okay? And so to test out the product, I usually love to do this with customers.

I think I sent you guys some picks. I bought some sparkle pink uh, clothing for her. And now literally, I swear to God every day, daddy, can I get more sparkle pink? Daddy, can I get more sparkle pink? She just absolutely loves the outfit combinations. The way you guys actually put them all together, she can like, cuz this is what my daughter does every day, lays out her clothes, puts her bow together with her shirt, with her pants, and it's like you guys have done that for her on a website.

So you've created a real monster. So thanks a lot Braden.

[00:01:44] Braden: You're the target audience we're looking for.

[00:01:47] Taylor: That's it, man. Well awesome. Well, I appreciate you coming in. So why don't you give us a little bit about Sparkle Pink and what you do over there? Cause I know you wear many hats inside the organiz.

[00:01:55] Braden: so like you mentioned my, it's, you know, fully family owned, family ran business. My sister and my mom are the two original founders back in 2011. And the inspiration came from my niece actually, and, you know, Quinn, my sister was in the, you know, that situation where, , you're kind of a broke college student, young mom, no money and didn't want to, you know, pay out the years for clothes and, but like to style her kid at certain ways and this and that and, you know, kind of started tweak, you know, messing with her own designs and you know, making stuff like little bows and stuff.

And accessorizing her daughter in that way. And then one thing led to another and she started, you know, getting a bunch of attention and started kind of you. Trying to produce her designs and selling 'em online through Etsy originally. And then it got high enough demand to where she found manufacturing and one thing led to another and Sparkle In Pink was born.

And so, yeah, that's kind of the initial story. And then I started here seven years ago and have been just trying to pour fuel on the fire that they started.

[00:02:52] Taylor: Yeah, and if any of you have little girls, what I'll tell you is you're gonna go to this website and you're gonna see this incredible layout of all these stylized outfits, and you're gonna click on them and you're gonna be convinced, at least I was that the price. Is has to be wrong. Like that. The, that it's gotta reflect, I'm, wait, I'm gonna be tricked to buying all of these separately at some point or in some way.

And it's not, it's incredible value for the product. And so I just think it's a it's so cool and something that has been, like I said, a big hit in my home. So, but Braden, that's not what we're here to talk about. How awesome you all are. That's just the setup for why people should listen and care.

What I wanna talk about is, I heard today, so, Ali Sims, who works in partnership with the team on your account, said that she was having a conversation with you and this idea of. How you all think about inventory planning came up and it was in the context of like, what are some of your favorite Shopify apps?

And you brought up this app that you've sort of had running on your site for a while, but maybe haven't been utilizing to its full potential called inventory Planner. So one, give us a little bit of the context of the complexity of inventory in your business, and then tell us why this app is interesting to you as as someone in charge of supporting the operation and in uh, buying process for your.

[00:03:58] Braden: for sure. So, candidly, Shopify's inventory reporting, like the built-in reporting is very, Just not good . To put it lightly, like there's very vague metrics. They don't give you many in-depth details in terms of how fast things are moving and what's not moving, and ways to filter by certain product criteria and things like that.

So, we definitely needed to add an additional layer to our inventory strategy. And for years it, it had kind of been just a little bit of. There, there hadn't been a lot of a, an actual data driven approach behind our inventory because of the vagueness and the lack of tools. And so I found Inventory Planner a while ago and just was, you know, dabbling with it.

And only recently we've actually started, you know, really executing on it and taking full advantage of what it's capable of. But yeah, it's filled the need for a business. Like you mentioned, we have tons and tons of skews. Our, I.

[00:04:49] Taylor: How many do you guys have? Do you know how many skews you have offhand, just for context?

[00:04:53] Braden: probably over 10,000. And that's active, which doesn't mean everything that's outta season or that has sold out and doesn't come back like in com.

Company history we're well into the six figures worth of skews that have gone, came and gone through the store. If not approaching seven figures. Like it's just, we, we've, and we're trying to get a little bit better balance, which is, you know, where inventory planner kind of helps with that as well, is trying to find the right balance between, Having enough new stuff so the site feels fresh and keeping the right balance so that it's still shoppable to where there's not way too many products to sift through that you can't, you know, you get analysis paralysis, sifting through 20 pages of products, you know,

[00:05:30] Taylor: That's right. So give me a little bit about sort of some of the key things that you like. It sounds like one of 'em is sort of visibility into sales velocity by sku. So you get a, not just a sense of how many units, which is sort of the default thing Shopify gives you, but like anticipated time at which it's going to run out based on present sales velocity.

Uh, Do you get to plug in your sort of actual production timelines, so they give you sort of a sense of when you need to set up reorder rates and that sort of thing. Is that really what's helping?

[00:05:57] Braden: Yeah. So in a nutshell, if you were to say, you know, a product, so, so say we ordered 300 of one product and 500 of another product, they both sell out. So one sells 300, one sells 500, which is a better product. You, don't know. And that's all we could see was Shopify, right? Is you saw the total sales and the total sales was capped based on how much we actually ordered of a particular piece.

Whereas inventory planner will break it down based on the sales velocity on average per day while it was in stock. And then it'll out, it'll, you know, exclude um, outof stock days. And you can see when variants started selling. . And you can also, like you asked, you can input your your lead time from like when you place an order to when it arrives at your door to like how long it takes to restock things.

And it'll look at the sales velocity, look at the current count, and then forecast like this is how many days left of inventory you've got based on how much is in stock and how well it's selling. And then you can filter extremely granular, like to the , I mean to the nth degree of how granular you want to get, where you can filter byproducts.

Below a certain sales velocity that have above a certain stock and that are in a certain collection and that have certain tags, and then you can get down to like the very nitty gritty. So you can be like, oh, we need to start marking these down so they move or mark 'em up because they're selling really well, or we need to order them because about to sell out.

Like gives you insane levels of insights into your inventory that Shopify just is completely lacking at this moment. So,

[00:07:21] Taylor: Okay so this is exact what you just did is exactly what I want to get into which is you have a an instinct there that I think when a tool like this sits exclusively in the operations department doesn't translate So what you did was you said okay based on the present sales velocity and the current stock You went to a price adjustment relative to the need to either move the inventory or actually maximize the marginal value of the inventory because it's going it's selling out really fast And so it's almost too fast is a signal So you went to a marketing tactic right So you took an operational data point and you created a marketing tactic off the back of it And that's where I think the power here is in connecting these two units Because what I see so often is that you have these two units Planning what you're doing on the opposite side and demand creation So let's say let's take it all the way to like a Facebook media account where you have a media buyer whose express objective is a ROAS target right with no consideration for what they're selling Right The actual units don't matter and don't actually show up You don't actually necessarily have visibility in Facebook Ads Manager to what you're especially yeah especially if you're running ASC or pax or one of these things where you've bundled it all together You have no no idea right And so what happens is Oh I just moved the budget to the highest performing roas with no understanding of whether that's a SKU that's running outta stock really quickly or whether it's a SKU that I have tons of inventory on And so what ends up happening is you create these sort of balance sheet problems where the connection between these things Are sort of disassociated and it can look like oh we're driving these great results but you're actually either accruing too much of a skew You try you thought you were gonna sell a lot of or you're running out of stuff way too fast and you actually didn't need to run paid media on it at all and you're actually reducing the overall margin capture of the business So how do you think about what is What is the step in your mind and how do you on a day in day basis thinking about you talked about price adjustment What other opportunities do you see in terms of how you bring that side of it into the marketing

[00:09:21] Braden: and this is playing a huge role as of, especially as of late, cuz we're really just starting to feel the transition of this strategy. It's been kind of slow process to kind of. Work out of our old process and work into this new process. And I think the second half of this year will fill the full effect of it.

But a lot of it comes down to ordering the best of the best in high enough quantities, and then being able to know what's gonna be coming in and what we gonna, what we're going to have a lot of to sell. And building the creative and advertising around those products that have proven themselves in the past.

And basically being able to use because one. Biggest problems. And I've done a ton of content creation for the company. I've, you know, professional videographer on the side too. And they, the biggest issue is we'll come out with a brand new creative, and the products featured in that creative will be irrelevant within a week because it'll be the best sellers and they sell out when they're gone and they don't come back.

So it makes it extremely difficult to continually have you know, relevant, creative. And so being able to have enough, I. And then building creative around the best selling inventory from previous years it's gonna be a huge improvement to our just brand as a whole.

[00:10:32] Taylor: Yeah you're getting into something so so key And it's funny cause So I have this a friend of mine Nate Pauline who likes to talk about how catalog marketing Is actually the pinnacle of merchandising and operations planning because of the timeline and that it functions on Right So a catalog planning happens on this really long cycle where you plan production that matches to your inventory plan that matches to the distribution It's all very controlled it's not dynamic and it allows the business to function in this very thoughtful way that maximizes the marginal outcome of the entire cycle That includes creative production Ordering and inventory demand creation they're all constants in this way That's a lot easier versus the dynamism of a paid media environment And I think what I believe is that we actually have to grab back control of some of the dynamic features of these platforms that they're trying to push us into in order to better maximize the actual results Meaning rather than just saying okay here Facebook here Google sell whatever product you want at whatever outcome you We actually have to say no I have this much inventory planned I have to sell this sku not any sku I need to be specific about what I'm selling because that's the only way I can plan my creative and inventory and everything else to match If I give up control of what we're selling for the sake of efficiency I'm gonna run into a real problem and the ability to build this cycle health in a healthy

[00:11:58] Braden: and we've been beneficial. We've got the benefit. Our stuff often, like someone will come to the site for one specific SKU and they're like, oh, that's really cute, and then they'll see another one. And so we get, you know, a fairly good amount of like exposure to other products besides the one we specifically push on Facebook.

And that's nature of our brand. But I do, yeah, it is very important to be able to promote the most relevant inventory at the most relevant times because that's another thing we've noticed. Trying to hit the sales window on time, which has always been a struggle of ours, is getting ahead enough to where we have the inventory.

Cuz our customers are always way ahead of the curve. So they're wanting 4th of July, like we're literally launching 4th of July this week and you know, 4th of July is not for three more months. So people, so, but if we don't have 4th of July inventory ready to go, we don't have that

[00:12:48] Taylor: Yeah They're not buying it 4th of July weekend That's not when they

[00:12:51] Braden: sell it July 1st and then expect to get a bunch of 4th of July. . So we have to obviously be way ahead of the curve and if we miss that window where there's, because in an inventory planner going back to the tool, it shows you charts based on when things are selling. So we can find like the peak moments for each collection that we have and make sure that we're optimized and that our best selling inventory is there during that time.


[00:13:13] Taylor: That's right And the other thing that's interesting about paid media is that as a if you ask a media buyer they're always gonna want the best product that has the highest demand to be the thing that they have access to to sell But in many cases I would actually contend that for a lot of brands especially in the apparel space where you have a large existing customer base that you're starting from You may not actually need paid media to do the job of selling your absolute best stuff that may actually happen organically more than you realize And so the actual way to maximize the marginal value of that skew is to not run an in paid promotion and ask paid to do some of the heavier lifting of liquidating and delivering value on the stuff that's of less demand right And so I think there's this tension all the time between what are how do we maximize the marginal value of every How much of it do we have What's the existing organic demand What's the demand from existing customers and how do we then supplement that with paid right And to make sure that we're not cannibalizing the already existing hungry demand

[00:14:13] Braden: that's a good point. And that's the, and that's always the question, right? Is if you pay a little bit of money to promote our best seller, do we sell enough of it that it covers the cost of the advertising that we put under it as well, or does the organic the potentially smaller number of organic sales.

Make up, you know, more profit because we didn't have to pay to, to acquire those sales. That's the golden question we always try to, you know, battle with as well. But we have found that, to your point, our best selling products will sell regardless of where they are on the site. Regardless, customers somehow find those products and gravitate to them.

and we we're, we're always wondering, because half the time our best seller will get pushed to page four or five, you know, on one of say, you know, spring or whatever, and it'll get to like towards the end and it's still selling like crazy. And we're like, how do people even find this? And a lot of the time it's without promotion.

So the best sellers do typically sell organically to where sometimes it does a little bit of extra love to get the less selling products out the.

[00:15:10] Taylor: Well cuz if you think of so and so many feed dynamics too whether it's your shopping feed or your DPA feeds they prioritize the best selling product too Like they're gonna they're gonna move those to the front in a way that's going to also affect it from a distribution standpoint That's why it's if you can categorize out some of those then you can think about like okay rather than one feed we're gonna break these into some of the things that we think are gonna be Lower velocity lower sales we're gonna actually maybe take even a lower return on those than we would on our best skews Like the reality is like each one is an asset that has some potential value to you as a business And the reality is is like not all of our products are worth the same amount in the market Like they're not they're the demand isn't the same for all of them Sometimes we have a design that just f flops it's just the reality of it And so we have to think about turning that back into cash even if it's at breakeven gives us the opportunity to rebalance our inventory position into those higher demand units And it's almost like you broke even on the bet and you get to place another one Right And I think sometimes that's the best thing that you can do

[00:16:07] Braden: Yep. And that's where we're doubling down on our highest conviction bets and trying to on the ones that we're, just because we do have. In-house designers that are doing the majority, if not all, of the designing now moving forward, where a lot in the past we've relied on our manufacturer's catalog where they have their own designs and we, you know, we could handpick some of their designs and try and sell 'em which typically aren't as good of sellers compared to the ones that our team can design.

We have a very strong design team in that regard and. but we were, but they offered such a wide selection of products that we could basically place a bet on one of everything cuz they offered thousands and thousands of designs, which we could, you know, take small bets on all those. But we're now trying, shifting our approach to not taking so many chances and, you know, taking bigger bets on our higher conviction things, if that makes sense.

[00:17:01] Taylor: Yeah Yeah And that's the job of the OPIM all the time is to sort of rebalance that portfolio I just think about it all the time like an investor right I've got a bunch They could be stocks they could be assets they could be skews You're sort of always rebalancing into the better ones as much as you can and that's why I think it's an underrated tactic for brands to have a clear understanding that there are When you start get we used to have this Rob Clemens who ran operations at four by 400 our own brands for a long time used to do what he would call an A B C D analysis which is that he would create a days of remaining inventory available based on the present sales velocity and we would categorize them as A B C or D in terms of the health So in other words if you get out where like hey this inventory is not gonna move for a year that's like a D If it's in the next 180 days it's a C And because your goal is to be as close as you can to just on time inventory right That's gonna maximize your cash conversion cycle but when we get into that D level it's time to start doing what you talked about earlier It's time to maybe start liquidating this We've gotta we've gotta increase the sales velocity and get this back into a better cash position Some form of your ad account that has a function of liquidating and really figuring out how to drive to a portion of your website that maybe isn't discoverable even to your existing customers but is sort of offsite unlinked and is locked in so people can't bounce out of there and buy the good stuff and then knowing hey we'll take actually a break even ROAS on this This is about rebalancing my portfolio In a business like yours in apparel business I always think that's a good idea and it just requires the sophistication to say okay we're not gonna look at this as the total roas We're gonna categorize things differently and it sort of gets to a layer of complexity but it's about balance sheet health and that's what you're

trying to 

[00:18:40] Braden: and we did that exact approach with our Easter collection. We had way too much just Easter stuff that was holding down, just being, you know, dead weight. And we did approach where we promoted the worst selling stuff, marked 'em down a little bit, sent 'em put 'em in a special page on the website.

And we were to liquidate most, if not all of the stuff that we needed to, to where now we're in a very healthy position going into the next year's Easter

[00:19:03] Taylor: That's exactly right And and you know more so next time you make the bet a little better and a little better and a little better And that and I think that's like again with inventory in your world so much of it is just we're making some bet Sometimes break even on a bet or even a slight loss on a bet is actually a win because it's cash again And now I get to play the game again Right And so I think sometimes just getting up from the table and going oh I only lost 20 bucks I still have my stack is actually better than now That inventory sitting in a warehouse for a year you're paying to store it There's no way to move it and you can't get that cash back And it's so so important to continue to flush through that cycle and to ha make sure that there's a mechanism on the demand creation side to do


[00:19:41] Braden: And once Easter's over, Easter's done, you know, we can't sell,

[00:19:44] Taylor: Yeah that's it That's it

[00:19:46] Braden: you know, after April 9th, this. Well, not

even April

9th, the shipping cutoffs before that, you know, so, obviously sitting on a bunch of, especially if it's inventory that we're going to have to clear out next year, cuz we know it's not a, it's not a home run design.

Like, sitting on another year is just wasted time and money and space, you know.

[00:20:02] Taylor: So I gotta ask cuz I think people will benefit from it I know every apparel business that I've ever been a part of there's some catastrophic inventory risk that or error that happens at some historical part of the journey What has driven you into this level of analysis Is there some big mistake that you ever made in terms of the purchasing inventory or maybe not you maybe the company but that sort of led you to diving deeper into this Like what prompt

[00:20:26] Braden: I, was a very bit helping hand in developing our current strategy. I have never placed a purchase order. I have never done any of that specifically. I trained some of our team to start running these analysis. We have a dedicated inventory analyst now that is doing this full-time and done amazing at it.

And I was, you know, I found inventory planner and tried to implement it, but that's exactly what we're calling ourselves out of right now. And it was to the point where we were sales were going really, We had never had a, you know, a dialed in approach where it's like, Hey, this is why, this is how we got to the inventory position we're in.

We weren't looking at past sales and being like, oh, last year we sold X amount of Easter, so next year we're gonna order X amount of Easter. You know, so like we could forecast based on past, you know, it was kind of just always a guessing game where it's like, oh, this design's gonna do, you know, somewhat well, so we're gonna order this amount, this design's gonna do better.

So it was always a gamble and there wasn't a ton of logic or data put behind it. So, It worked until it didn't, which was last And , where we were if you're talking sales velocity, it was, you know, multiple years for thousands of products that were just not moving. So we've been you know, full force of liquidating every collection as they come to, you know, so, and this is, we're on the tail end of it.

Easter was actually one of the last collections we had to do this with, which is why I said the second half of this year I'm excited about because we're ordering more strateg. and we'll have, you know, just a better inventory and better merchandise store as a whole. But yeah, that was Last year was brutal.

And we did a lot of clearance. We did, we took a lot of hits. It was one of those things where if you look at past year's sales you know, just assume you, just for just throwing out numbers sake say we did, you know, 10,000 sales of Easter last year. We had like 30,000 pieces of inventory for that.

So we had like three years worth of Easter inventory. That's, those are just completely random numbers.

[00:22:13] Taylor: Yeah No but it's very con I I I think last year was the in 12 years of sort of doing this at CTC Was the ultimate inventory reckoning because what we had was Covid sort of created this crazy ramp up of velocity that nobody knew when it was gonna end there was it was really hard to determine whether that curve was forever whether that curve was gonna end in 12 months 18 months 24 months And there was the iOS thing There were so many factors that suddenly caused it to whiplash really suddenly Exactly like there was so many things That looking back on it now were just crazy volatility that everybody bought into that cycle And depending on your lead production times you had to you needed to satiate the demand But then it just it dropped out very quickly in some ways that left everybody literally every business I know especially the larger the business is the more they had a balance sheet reckoning in like really the second half of last year and so what it's done for us as an industry and this tends to be the thing though is We learn from these mistakes we increase the sophistication which reduces the fragility of the system which improves the industry as a whole And I think that's happening right now in this category How people think about forecasting demand planning demand creation and tying them together I feel like as an industry we're really now upping it And sounds like you guys are going through that same


[00:23:32] Braden: a great point cuz that's the thing is I've worked here for seven years and I, like I said, I've never really been involved. . That's one of the aspects of the companies that, or of the company that I've like, been pretty hands off is the inventory side. I can't say that about pretty much any other aspects of the company.

I've been involved with literally everything. But the inventory side was something that I always was trying to get to, you know, a little more optimized and a little more dialed in, but it kind of took that. You know, big catastrophic event to actually have our team start, you know, analyzing and coming up with solutions.

And I think inventory planner has been the, you know, the icing on the cake to really be able to come up with a strategy that's gonna work for the long term. So,

[00:24:10] Taylor: Yep And that's how it happens and that's how businesses become more resilient and we improve as a whole I'd be curious what at what point did you guys hire an inventory analyst because that's an interesting role that I think has an opportunity for a lot of impact inside of businesses like yours When did that happen and what was the was that following that sort of issue that got brought up as a role 

[00:24:28] Braden: well

like I said the beginning, it's a family owned business. So the inventory analyst is my younger brother, and,

[00:24:33] Taylor: Okay All right All


[00:24:34] Braden: You know, more of a left brain kind of person, data driven person, more like me. Where a lot of our inventory team was more of the right brain creative side. So that's where the logic and data side was kind of lacking from our inventory approach.

So it took a little bit of convincing to our team that the role was necessary and that there was gonna be enough work to fill. And so I spent a good month sitting down with him and training him on inventory planner and going in on, and just even in a lot of back and forth it. You know, what thresholds do they need to meet before we start marking him down and, you know, that kind of thing.

And like, how do we forecast and this, and he's been here for a full year now. Because like I said, it was early 2022 when we realized just how bad our inventory situation was to put it lightly and So at that point it was like, Hey, let's hire this rollout and start clearing this inventory out to make sure that we're not stuck with this inventory for years to come, because we the more inventory we're stuck with, the less we can strategize and plan for the future.

And so that's been his biggest thing lately, or up till about a month ago, he's been just mostly focused on clearing out everything and making sure that by the end of a sales season, so St. Patrick's just. Easter's about to end. Like so when those holidays and when those events end, we are in a very good position for the following for the next year.

And that, like I said, is gonna start coming into effect as ha. So the second half of this year, all the collections moving forward should be pretty cleared out. Cause we did a, we were pretty aggressive with it last year and now a bigger part of his role has been placing purchase orders or building purchase orders based on past sales and analyzing stuff that sold at full price or marked up values and still sold like, and then capitalizing on those designs specifically.

And then yeah, and then we've also set kind of boundaries between like how many designs we want for each collection. And if it's a one day collection, for example, we don't want a million designs because

[00:26:24] Taylor: you can't go really wide Yeah

[00:26:26] Braden: ordering one outfit for Easter, one outfit for 4th of July, you don't need 10 outfits.

We're spring and fall or winter, you know, those kind of designs. Those are just, you know, everyday school designs where you can wear those for any day of. So we a little bit wider variety of those. So we're trying to just put some boundaries around the inventory to where it's gonna be. Hopefully we don't have to go through this crazy liquidation process again because we have been doing it for the past year and it's getting a bit exhausting.

I'd rather focus on, I'd rather focus on optimizing around profits and margins and just trying to blow the company up rather than just trying to clear out inventory all the time.

[00:27:00] Taylor: Totally and that's the grand tension between especially if you have designers who are talented and are producing things they're always gonna wanna make more stuff and it's helpful and good but at the same time there has to be a balance And so getting into that tension between okay this is a new Kind of collection that we've never run before We have to take narrow risk cuz we have less certainty less data Whereas okay we've been through seven back to school events We know what people want we know how much volume we can do we can predict it with more accuracy And so there's sort of this data gathering over time that empowers better and better decision making as long as you continue to learn from each era And those tools and data are certainly helpful So Awesome man Well look I appreciate you coming in I think some key takeaways for people are to check out inventory planner and really less about the app even more so as the principle When you look at your inventory make sure we're looking at sales velocity Make sure you understand your lead time to production Make sure you understand how that's connecting to what you're doing in your ad accounts and how you're planning and executing against it Maximize the marginal value of every unit of sale And if you've got some inventory that's been Let's cash it back out and make a another bet again Braden where can people check out Sparkle In Pink and anything else that you want them to know

[00:28:08] Braden: I'll just to kind of put a nice cherry on top of what you said. I think if you're not doing this, I would do it sooner than later because businesses that don't learn and adapt are businesses that aren't gonna be here for much longer. I've noticed. You know, the last 10 years plus when all these e-commerce businesses have kind of came to, you know, came to be, we haven't had an economic downturn.

And if you're not prepared and not, you know, executing the brands that are evolving with the times and doing these type of things are gonna be the ones that survive and the ones that aren't, you know, are gonna phase out. So that's just one kind of word of caution. But to check us out, obviously

Plenty of options to shop from and affordable clothes for little ones. We're trying to expand a little bit into boys. There's mom and me if you have the stylish mom that wants to match your kids, there's plenty of options. So ...

[00:28:58] Taylor: Yup, and word of caution, your daughter is gonna be begging you to get back there so go check it out. Braden we appreciate you. Yes it does. Seriously I appreciate you man. Thanks for coming in and sharing your knowledge, hopefully people benefit from you, and we'll see you soon.

[00:29:10] Braden: Thanks for your time. We'll see you.

Thanks again for joining us on the E-Commerce Playbook podcast. Please remember to rate and review, if you're watching on YouTube, like and subscribe. Always really helpful to us. Until then, happy scaling.