Gaining distribution in schools can be a powerful growth channel, but public school districts often have significant red tape. As seen with the brand Supergoop, targeting private schools one by one is a more effective strategy for getting a product directly into the hands of students and faculty.
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Baby2Baby chose a B2B-like model, supplying partner organizations rather than individual families. This avoided the complex logistics of direct service, enabling them to reach vastly more people and scale their operations efficiently by leveraging existing community infrastructure.
For EdTech startups, pivoting from D2C to B2B school sales is challenging, with long sales cycles. However, it creates a stickier business not subject to seasonal dips and, more importantly, provides equitable access to students in underserved communities, not just affluent families.
Instead of spending big on trendy mega-influencers, Gamma found success by scaling relationships with thousands of micro-influencers in niche, high-trust "echo chambers" like education. These smaller, authentic voices spread like wildfire within their communities, driving more effective growth.
To sell into bureaucratic organizations like schools, adopt a "bottoms-up" strategy. Instead of pitching directors, focus on getting individual teachers to use and love the product. This creates internal demand and pressure on decision-makers to adopt it organization-wide.
Directly approaching large organizations is often ineffective. Instead, emulate Slack's growth model by getting individual employees to use and love the product. This creates internal champions who advocate for wider organizational adoption, pulling the product in rather than pushing it from the outside.
Instead of testing every possible marketing channel, successful companies find one or two that produce power-law outcomes. This requires identifying your product's inherent advantages for distribution (e.g., social shareability for a consumer app) and doubling down there first.
Sell to startups at their inception when they have no switching costs and few stakeholders. As these customers scale into major companies, your business scales with them, turning early adopters into significant, long-term revenue streams.
Toy company Randomals found its breakout success not in traditional toy stores, but with Ripley's Believe It or Not museums. The quirky, odd nature of the products was a perfect fit for Ripley's audience, leading to massive orders. This shows the power of finding a distribution channel that perfectly matches a brand's unique identity.
An unconventional distribution model, like in-person park drops, is a strategic tool for early founders. It creates a rare opportunity for direct, face-to-face feedback on product and purchasing motivation before scaling into retail channels where that intimate customer connection is lost.
The company's breakthrough, and its highest-grossing business segment, was the Cupcake ATM. This highlights that revolutionary growth can come from innovating on product access and delivery, rather than just the core product itself.
