Ah, shopping.

啊，購物。

The great American tradition.

偉大的美國傳統

From leaving Thanksgiving dinner and busting down the doors of a Best Buy for a cheap TV, to the endless stream of Amazon boxes arriving on our doorsteps, from sea to shining sea, we love a shopping spree.

從離開感恩節晚餐，衝進百思買（Best Buy）的大門購買廉價電視，到亞馬遜（Amazon）的包裝盒源源不斷地送到家門口，從大海到光輝的海洋，我們都喜歡瘋狂購物。

But shopping has changed a lot from the mall trips of our youth.

但是，與我們年輕時逛商場相比，現在的購物方式已經發生了很大變化。

You don't just go to Journeys for a pair of Converse anymore.

你不再只是去 Journeys 買一雙匡威鞋了。

Now every shoe brand in the world is available to you online this instant.

現在，全世界所有的鞋類品牌都能在網上找到。

How do you make a decision?

如何做出決定？

Google, Reddit, TikTok, Pinterest, the group chat, all those Chrome tabs and screenshots you've been saving?

Google、Reddit、TikTok、Pinterest、群組哈拉，還有你保存的所有 Chrome 瀏覽器標籤頁和截圖？

Online shopping was supposed to make things easier, but now things are more fragmented than ever.

網上購物本應讓一切變得更容易，但現在卻比以往任何時候都更加支離破碎。

What if you could take this overwhelming shopping experience and whittle it down to something personalized for you?

如果您能將這種令人難以承受的購物體驗簡化為適合您的個性化產品，那該有多好？

That's what today's founder is doing with her new app called Locker.

今天這位創始人的新應用程序 "Locker "就是這樣做的。

But when investors aren't in your target demographic, how do you sell a solution to a problem they don't even have?

但是，當投資者不在你的目標人群中時，你該如何向他們推銷解決問題的方案呢？

Will our investors get over their decision fatigue and make their way to checkout or abandon this startup in the cart?

我們的投資者是否會克服決策疲勞，順利結賬，還是放棄購物車中的這家初創公司？

I'm Josh Muccio, welcome to The Pitch, where real entrepreneurs pitch real investors for real money.

我是喬希-穆奇奧（Josh Muccio），歡迎收看 "The Pitch "節目，在這裡，真正的創業者會向真正的投資者推銷，爭取真正的資金。

Hey everyone, I'm Beck Bamberger, managing partner of Bad Ideas Group.

大家好，我是貝克-班伯格（Beck Bamberger），Bad Ideas Group 的執行合夥人。

Hi, I'm Al Becherra, the managing partner at Interlock Capital.

大家好，我是 Interlock Capital 的執行合夥人阿爾-貝切拉。

Hi, I'm Gillian Maness, managing partner of Structure Capital.

大家好，我是Gillian Maness，Structure Capital的執行合夥人。

I'm Howie Dimon, managing partner of Pure Ventures.

我是 Howie Dimon，Pure Ventures 的管理合夥人。

The Pitch for Locker is coming up after this.

在此之後，"儲物櫃投球 "活動即將開始。

What happened to you?

你怎麼了？

I got fired, I guess.

我想，我被解僱了。

No, you didn't get fired.

不，你沒有被解僱。

He's back now.

他現在回來了

Hi.

你好。

High five on the way in.

進門時擊掌

From Josh.

來自喬希

I'm Christine, so nice to meet you.

我是克莉絲汀，很高興見到你。

Hi, how are you?

嗨，你好嗎？

Nice to meet you, I'm Al.

很高興見到你，我叫艾爾。

Okay, hi.

好的 嗨

You can do a different handshake for all of us.

你可以為我們所有人做不同的握手。

Hi, so nice to meet you.

嗨，很高興見到你。

Hi everyone, I'm Christine Locker.

大家好，我是克莉絲汀-洛克。

I'm the founder of Locker, and I'm excited to be here today to share more about why I left my successful career in real estate to build the future of e-commerce and social shopping.

我是 Locker 的創始人，很高興今天能在這裡與大家分享更多關於我為何離開成功的房地產職業生涯，轉而打造電子商務和社交購物的未來。

So as you all know, the way that we shop and consume content has fundamentally shifted.

是以，眾所周知，我們購物和消費內容的方式已經發生了根本性的轉變。

Inspiration can strike at any time.

靈感可以隨時迸發。

Maybe you saw a link two weeks ago, now you can't remember who sent it to you, or you took a screenshot on your phone, and now that screenshot's lost in your camera roll.

也許你兩週前看到一個鏈接，現在卻不記得是誰發給你的，或者你用手機截圖，現在截圖卻在相機膠捲中丟失了。

So our consumer journeys have become incredibly fragmented, not to mention the abandoned carts and the billions in lost revenue for the brands involved.

是以，我們的消費旅程變得非常零散，更不用說廢棄的購物車和相關品牌損失的數十億美元收入了。

So Locker's productizing these unmet needs for both consumers and brands.

是以，Locker 正在為消費者和品牌將這些尚未滿足的需求產品化。

Locker started as a Chrome extension, and we quickly expanded into a mobile app where our users can save and organize their favorites and shop online.

Locker 最初是 Chrome 瀏覽器的一個擴展功能，我們很快將其擴展為一個移動應用程序，用戶可以在其中保存和整理自己的收藏夾並進行在線購物。

There's an element of curation to the platform, so users can browse the Discover feed, and they can also follow other users on the platform to get inspired by what they're shopping for.

該平臺有一個策劃元素，是以用戶可以瀏覽 "發現 "推送，也可以關注平臺上的其他用戶，從他們的購物中獲得靈感。

So Locker is equal parts utility, curation, and community.

是以，Locker 兼具實用性、策劃性和社區性。

Our 40,000 users have organically saved over one million products to the platform, and so we are raising $3 million to invest in the people and the product that will continue to capture the $1 trillion online shopping market.

我們的 40,000 名用戶已經為平臺保存了超過 100 萬件商品，是以我們正在籌集 300 萬美元，投資於我們的員工和產品，以繼續佔領價值 1 萬億美元的在線購物市場。

Thank you.

謝謝。

Very cool.

太酷了

How do you make money?

你如何賺錢？

Okay, so we monetize two different ways right now.

好吧，我們現在有兩種不同的盈利方式。

The first being affiliate revenue, and the second being direct brand partnerships.

第一種是聯盟收入，第二種是直接品牌合作。

So we turned on monetization three months ago, and in those last three months, we've generated 300K in GMV.

是以，我們在三個月前開啟了貨幣化，在過去的三個月裡，我們創造了 30 萬 GMV。

Can you talk a little bit about the technology here?

你能談談這裡的技術嗎？

The Chrome extension, how it works on desktop, is locating keywords on pages that have add to bag or add to cart, and so it doesn't pop up on any different image or page on the internet.

Chrome 瀏覽器擴展在桌面上的工作原理是，在有添加到購物袋或添加到購物車的頁面上定位關鍵字，這樣它就不會在互聯網上任何不同的圖片或頁面上彈出。

Locker's technology only identifies the product detail images, which guarantees that anything that's saved on the platform is 100% shoppable product.

Locker 的技術只識別產品細節圖片，這就保證了平臺上保存的任何產品都是 100% 可購物的產品。

Doesn't Pinterest do this?

Pinterest 不也是這樣嗎？

If I could have used Pinterest,

如果我能用上 Pinterest 就好了、

I wouldn't be here today.

我今天就不會在這裡了。

Pinterest, because its core focus is inspiration, so if I go to my Pinterest home feed,

Pinterest，因為它的核心重點是靈感，所以如果我進入 Pinterest 首頁、

I'm getting married in two weeks, so I see getaway cars and cakes and all these different wedding inspiration, but none of it is shoppable, or it's intermittently shoppable.

我兩週後就要結婚了，所以我看到了逍遙車、蛋糕和所有這些不同的婚禮靈感，但它們都不是可購物的，或者說是斷斷續續可購物的。

And so if you go into Pinterest, let's say you saw a picture of a woman in a dress that you were like, I like that, and you click on it, it might take you to a blog post from 2010, and you can't get to that dress because not everything on Pinterest is shoppable.

是以，如果你進入 Pinterest，比方說你看到一個女人穿著裙子的照片，你會說 "我喜歡這條裙子"，然後你點擊它，它可能會帶你進入 2010 年的一篇博文，而你卻無法買到那條裙子，因為 Pinterest 上並非所有東西都可以購物。

There's a lot of, users can upload any picture they want to Pinterest.

用戶可以上傳任何圖片到 Pinterest。

Okay, so the main distinction between you and Pinterest is that everything is shoppable.

好了，你和 Pinterest 的主要區別在於，所有東西都可以購物。

We are 100% shoppable.

我們是 100% 可購物的。

100%.

100%.

100% shoppable.

100% 可購物。

If I click on something in Locker, it'll take me to the purchase page.

如果我點擊儲物櫃裡的東西，它就會帶我進入購買頁面。

Brand website.

品牌網站。

It sounds like it's a memory bank, too, and for a consumer who can't buy everything they immediately see or hear.

這聽起來也像是一個記憶庫，對於消費者來說，他們不可能買下所有看到或聽到的東西。

Couldn't Pinterest make theirs 100% shoppable?

難道 Pinterest 不能讓他們的產品 100% 可購物嗎？

They've tried.

他們嘗試過

Pinterest has tried to have a shop tab, but Pinterest allows brands to upload their data feeds, so it's much more brand-driven when you go to the shop tab on Pinterest.

Pinterest 曾嘗試設置一個商店標籤，但 Pinterest 允許品牌上傳自己的數據源，是以當你進入 Pinterest 上的商店標籤時，更多的是以品牌為導向。

It's Nike putting a product in front of me, or Madewell putting a product in front of me, and so it doesn't have that element of, what is my best friend shopping for?

是耐克把產品擺在我面前，還是 Madewell 把產品擺在我面前，是以沒有 "我最好的朋友在買什麼？

I would think brands would be very into this, too, because imagine if you were Nordstrom's, and you could say, oh, wow, look at all the, there's 47,000 shoes in Walkers right now, so I could see a very strong B2B play.

我認為品牌商也會對此非常感興趣，因為想象一下，如果你是諾德斯特龍百貨公司（Nordstrom's），你可以說，哦，哇，看看沃克百貨公司現在有 47,000 雙鞋子，所以我可以看到一個非常強大的 B2B 遊戲。

Yeah, let's say Essence has a dress and Nordstrom sells the same dress.

是的，比方說 Essence 有一條裙子，Nordstrom 也賣同樣的裙子。

How do they get in front of that?

他們怎樣才能走在前面？

And so with this raise, the Discover feed will become a place where brands can put paid placement in front of their target consumer.

是以，通過這次提升，"發現 "Feed 將成為品牌在目標消費者面前進行付費投放的地方。

The conversation has led down a path of, you sound like you are Pinterest for shopping.

我們的談話開始了，你聽起來像是在 Pinterest 購物。

One, I'm curious how that makes you feel, and then two, how do you get past that and go to market with it?

首先，我很好奇這讓你有什麼感覺，其次，你是如何克服這種感覺並將其推向市場的？

Yeah, so people do call us the Pinterest for online shopping.

是的，所以人們稱我們為網上購物的 Pinterest。

That's the easiest way that our users relate to us as well, and I don't feel negatively about that at all.

這也是用戶與我們建立聯繫的最簡單方式，我對此完全沒有負面感覺。

Our go-to-market strategy at the very beginning, since I was bootstrapping, we used influencer marketing.

在我創業之初，我們就採用了影響者營銷的市場推廣策略。

One of our go-to-market strategies for post-raise is to democratize influence.

我們的籌資後市場戰略之一就是實現影響力的民主化。

So platforms like LTK, ShopMy have gatekept who gets to be an influencer and curate and earn off of their recommendations.

是以，像 LTK、ShopMy 這樣的平臺對誰能成為影響者、誰能通過他們的推薦進行策劃和盈利進行了把關。

And so if I can curate a collection and share it with my family or my friends and somebody buys it and I make $5, that's incredible.

是以，如果我能策劃一個系列，並與家人或朋友分享，有人買了，我賺了 5 美元，那就太不可思議了。

And so in September is our timeline for turning on democratized affiliate.

是以，9 月份是我們開啟民主化聯盟的時間表。

And who is this shopper?

這個購物者是誰？

Is it a Gen Z out of college?

是大學畢業的 Z 世代嗎？

Is it a older millennial professional?

是年長的千禧一代專業人士嗎？

Who are we talking about?

我們在說誰？

Our core group is 18 to 27.

我們的核心團隊年齡在 18 歲到 27 歲之間。

We skew 95% female and our secondary group is 28 to 34.

我們的女性比例佔 95%，我們的次級群體為 28 至 34 歲。

How long you been at this and what's your revenue look like?

你幹這行多久了，收入如何？

Yeah, so we started building the platform in March of 2020.

是的，我們從 2020 年 3 月開始構建平臺。

I started as a solo founder and I used independent contractors to build the initial version of the platform.

我最初是一個人創辦的，我利用獨立承包商建立了最初版本的平臺。

So I put 250,000 of my own money into the company to get it to our first 10,000 users.

是以，我投入了自己的 25 萬美元，讓公司有了第一批 1 萬名用戶。

Then I raised a million from an angel investor who was a user of the platform in June of 2022.

然後，我在 2022 年 6 月從一位天使投資人那裡籌到了一百萬美元，這位投資人也是該平臺的用戶。

And then I was able to hire my first full-time employee who is an engineer.

之後，我聘請了第一位全職員工，他是一名工程師。

Revenue, we turned on revenue three months ago.

收入，我們三個月前就開始增加收入了。

In the first month of turning on revenue, we generated 9K.

在開始創收的第一個月，我們就獲得了 9K 的收入。

In the second month it was 11 and in the last month it was 13K.

第二個月是 1.1 萬，最後一個月是 1.3 萬。

Do you have anything you can share in terms of engagement from the Chrome app?

在 Chrome 應用程序的參與度方面，您有什麼可以分享的嗎？

Yeah, so we have 2000 daily active users.

是的，我們每天有 2000 個活躍用戶。

We're at 11,000 monthly active users.

我們的月活躍用戶達到 11000 人。

Of those users, the engagement we know is that they come to the platform and spend an average of 30 minutes a day, whether they're browsing the Discover feed, their own profile, or other shoppers' profiles.

在這些用戶中，我們瞭解到的參與情況是，無論是瀏覽 "發現 "推送、自己的個人資料，還是其他購物者的個人資料，他們每天來到平臺的平均時間為 30 分鐘。

The app doesn't launch until Monday the 12th, so we've got just a half a week left until we can start doing some cohort testing and analysis on the app.

該應用程序要到 12 日星期一才推出，是以我們只有半個星期的時間來對該應用程序進行群組測試和分析。

Does anyone know if that ratio is a good ratio?

有人知道這個比例是否合理嗎？

40,000 users, is 2000 DAU and 11,000 MAU a good ratio?

40,000 個用戶，2000 個 DAU 和 11,000 個 MAU 的比例合適嗎？

To be honest, I don't know.

說實話，我也不知道。

Do you have any tips for that?

你有什麼建議嗎？

Well, 25% are using it once a month, which is certainly not horrible.

25%的人每月使用一次，這當然不可怕。

The trick is, that's great, do they convert, the lower part of the funnel is where the revenue is.

訣竅在於，這很好，但他們是否轉化了，漏斗的下半部分才是收入所在。

I don't even care so much about the conversion into an actual purchase, but if, like Pinterest, there's people who go on there every day, four times a day and never purchase anything, but that engagement is really powerful.

我甚至不太在意實際購買的轉化率，但如果像 Pinterest 一樣，有人每天都上，一天上四次，卻從不購買任何東西，但這種參與度真的很強大。

For a company like this, the numbers are everything.

對於這樣一家公司來說，數字就是一切。

Does Christine have enough people shopping on Locker to get a deal done in the room?

克里斯蒂娜是否有足夠多的人在儲物櫃上購物，以便在房間裡完成交易？

Or will she need some retail therapy after this pitch?

或者，她在投完球后需要一些零售療法？

You'll find out after the break.

稍後您就會知道。

Welcome back to the Mall of America, online edition.

歡迎回到美國購物中心網絡版。

Christine Locker is pitching her app, Locker, as the online shopping destination.

Christine Locker 將其應用程序 Locker 定位為在線購物目的地。

Big, if true.

如果是真的，那就大了。

Can she and her team pull it off?

她和她的團隊能成功嗎？

Here's Gillian.

吉莉安來了

So tell us about your team.

說說你們的團隊吧。

So you have this engineer, he's now one of the founders of Locker, and he's been using Locker for a long time.

這位工程師現在是 Locker 的創始人之一，他使用 Locker 已經有很長一段時間了。

How does he do it?

他是怎麼做到的？

Well, first of all, Locker is a mobile app.

首先，Locker 是一款移動應用程序。

You have this engineer, he's now what, is he a co-founder?

你有一個工程師，他現在是什麼，他是聯合創始人嗎？

He's a founding engineer, I'm a solo founder.

他是創始工程師，我是個人創始人。

And then I have a director of growth.

然後，我還有一位發展總監。

So it's just the three of us.

所以只有我們三個人。

Where is the director of growth from?

增長主任來自哪裡？

She lives in New York, she's moving to LA next week.

她住在紐約，下週要搬到洛杉磯。

No, I meant, I'm sorry, professionally.

不，我的意思是，很抱歉，從專業角度來說。

Oh, yeah, sorry, yeah.

哦，是的，對不起，是的。

She came over from a company called Nate.

她是從一家叫 Nate 的公司過來的。

So Nate was our key competitor in this space.

是以，內特是我們在這一領域的主要競爭對手。

They started in 2018 as a way that you could pay $1 transaction fee to check out and not have to put your information in.

它們始於 2018 年，當時您只需支付 1 美元的交易費即可結賬，而無需輸入您的資訊。

They raised over $50 million and closed their doors

他們籌集了 5000 多萬美元，然後關門大吉

January of this year and laid off their entire team.

今年 1 月，他們解僱了整個團隊。

So what did you learn from that?

你從中學到了什麼？

I've learned a lot from Nate.

我從內特身上學到了很多。

Nate spent a lot of money to acquire their customers.

Nate 花了很多錢來爭取客戶。

You could create an account on the app and you got $50.

你可以在應用程序上創建一個賬戶，然後就能獲得 50 美元。

So they got a lot of users, because why wouldn't you sign up to get $50?

是以，他們獲得了很多用戶，因為你為什麼不註冊以獲得 50 美元呢？

I was like the PayPal model in the early days.

我就像早期的貝寶模型。

And Uber.

還有 Uber。

So the strategy wasn't built community first.

是以，戰略並不是先建立社區。

It was let's go pay a bunch of people to download the app and the conversion wasn't taking place.

我們花錢讓很多人下載應用，但轉化率並不高。

Nate also required you to check out on the app and you could only buy one product at a time.

Nate 還要求您在應用程序上結賬，而且一次只能購買一件產品。

If you want to buy a swimsuit and it's two pieces, you have to buy the top and pay shipping on the top and then you have to buy the bottom.

如果你想買一件兩件的泳衣，你必須先買上衣並支付上衣的運費，然後再買下衣。

Come on, who would invest in a company like that?

拜託，誰會投資這樣的公司？

He sold a big dream of like this technology is incredible.

他賣掉了一個大夢想，就像這項技術一樣不可思議。

Five years from now, what does this look like?

五年之後，這將會是什麼樣子？

So our goal with Locker is to be the destination that when you think about shopping, it's the place you go first.

是以，我們對 Locker 的目標是，當你考慮購物時，它將成為你首選的購物目的地。

Whether you already have an idea of what you want or you don't know what you want, you come to Locker and that's your destination.

無論您已經知道自己想要什麼，還是不知道自己想要什麼，只要來到 Locker，這就是您的目的地。

Like you said with Pinterest, if I need inspiration for something, if I'm decorating my house, that's the first place I go.

就像你在 Pinterest 上說的，如果我需要靈感，如果我要裝飾房子，我首先會去那裡。

If I'm saving a recipe, that's the first place I go.

如果我要保存一份食譜，我首先會去那裡。

We want Locker to come to the front of their minds.

我們希望 Locker 出現在他們的腦海中。

I think democratizing the platform is going to be incredible for our retention, our consumers, our acquisition.

我認為，實現平臺的民主化對我們留住用戶、吸引消費者和獲取信息都將大有裨益。

Really encompass an entire consumer's psychology and needs and that's our goal is to be that destination for them.

我們的目標是成為消費者的目的地。

So if I'm shopping, I'm going to Locker.

所以，如果我要購物，我會去 Locker。

Do you have any commitments on the round?

你對本輪比賽有什麼承諾嗎？

Do you have a lead investor?

您有首席投資者嗎？

Have you set terms?

您設定了條件嗎？

We just started the round, so we don't have any capital committed.

我們剛剛開始這一輪融資，所以還沒有投入任何資金。

Given the state of the market, I am not setting terms.

鑑於市場的現狀，我不會提出條件。

I'm going to let the market tell us what the terms are.

我想讓市場來告訴我們條件是什麼。

Why'd you pick $3 million to raise right now versus something lower?

為什麼選擇現在籌集 300 萬美元，而不是更低的數額？

It was what we need plus 50% because that was kind of what was advised to us given the state of the market.

這是我們所需要的再加上 50%，因為考慮到市場狀況，這也是給我們的建議。

I'll give you my informal advisor opinion.

我會給你我的非正式顧問意見。

I think it's going to be difficult to raise $3 million.

我認為很難籌集到 300 萬美元。

I mean, not impossible.

我是說，並非不可能。

I mean, I've seen crazier things happen, but in this market environment, based on where you are, raising three on a 10 or 15 is going to be tough.

我的意思是，我見過更瘋狂的事情發生，但在這種市場環境下，根據你所處的位置，在 10 或 15 美元的基礎上提高 3 美元是很困難的。

And so part of me is just thinking sort of unsolicited advice here.

所以，我只是在想，這算是一個不請自來的建議吧。

Raise a smaller round now, like $1 million, $1.5 million.

現在籌集一輪較小的資金，比如 100 萬美元或 150 萬美元。

Be super scrappy.

要有超強的拼搏精神。

Be super capital efficient.

提高資本效率。

At a lower valuation, $6 to $8 million.

估值較低，600 萬至 800 萬美元。

I'm completely open to doing something like that.

我完全願意做這樣的事情。

I think in terms of being a founder and worry of the market, it was if you can raise three, you kind of buck up and then you can keep building and you don't have that stress of what's the market going to be in six months, like talking about raising three and actually raising three.

我認為，作為創始人，如果你能籌集到三筆資金，你就能振作起來，然後繼續創建公司，而不必擔心六個月後的市場情況，比如說要籌集三筆資金，而實際上又要籌集三筆資金。

And also raising three four years ago is different than raising three right now.

而且，四年前養三個孩子和現在養三個孩子是不一樣的。

So I'm out and I'll tell you why.

所以我不幹了，我來告訴你為什麼。

I don't have a grasp of this category in order to add any value or be able to assess it properly.

我對這一類別沒有把握，無法為其增添任何價值，也無法對其進行正確評估。

I think you're an excellent founder.