5 minute read
Be The Buyer
THE BOUTIQUE ARCHITECT
AN MBA-WIELDING marketing pro who counts Google and Unilever as her prior employers, Maris Johansson has always had an unexpressed entrepreneurial spirit. After helping to build an e-commerce startup called Artifact Uprising from a team of 12 to more than 60 in four years, Johansson took a pause from the business world. After having her second child in 2018, she made the leap to strike out on her own and opened Broomtail in Denver, CO, in May of 2020–that’s right, during the first major wave of the global pandemic.
She talks to Earnshaw’s about how she navigated her business through COVID-19 and provides insight for the childrenswear industry that she has gained from her rich and varied work experience.
Maris Johansson often uses her kids as a focus group for new merchandise.
What advice do you have for surviving and thriving during tough business times?
Simplify and be nimble! I opened my doors in May 2020 when Denver was just coming out of a Covid shelter in place order. All my visions of a grand opening party were quickly dashed, as were all of my initial business
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plans and projections. I had to pare down the business to the essentials and focus on the one to one relationship with the customer. I couldn’t afford to hire, so I was wearing all of the hats: custodian, IT, customer service, buyer, bookkeeper, marketer, etc. It was exhausting and stressful, but I got to know every strategic and tactical aspect of the business. I found that scarcity really does bring clarity. I also benefited from a short feedback loop: if a customer shared a piece of feedback, I could make a change that very day, so I was able to test and iterate through that first year and set up a great customer-centric foundation for the business.
What resources do you use for learning about brands that would be right for your demographic?
It’s a blessing and a curse, but Instagram is a great discovery tool. My husband often has to prod me to get off my phone as I’m going down the IG rabbit hole finding new brands and goods for the shop. I also mine my employees, who all have children, or grandchildren (and great taste!) for recommendations. Third, I like to try out a brand at home with my kids before buying it for the shop. This is also a good way to test out a company’s customer service; I figure if they take great care and attention with customers, they will do the same with me as a buyer.
What’s your approach for hiring staff?
Many of my employees started out as customers. Instead of posting a formal job position, I am constantly building relationships with an eye for that special someone who could be a good fit for the team down the road. I spend a lot of time training and working alongside new employees; I want them to feel comfortable and confident in the position, but I also want to get to know them and what they are passionate about. I love how everyone brings something different to the table and feels invested in the success of the shop.
What are the key components of creating a successful store?
A strong identity and sense of community. As a retailer, it’s important to cultivate a memorable experience: your customers should feel something unique and special when they interact with your brand, whether online or in your physical space. Personally, Broomtail is my happy place, and I’ve had customers tell me they come to the shop when they want to feel happy. So much of what makes a shop successful and unique is intangible; it’s the cumulative effect of all the little
Nominated for
BEST UNDERGARMENTS
CONTACT: info@esmewear.com | (626) 961-7011
INSTAGRAM: @esmeinc
SHOWROOMS: Ali’s Market - New York | The Dressing Room - Los Angeles
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EARNIE AWARDS
2021 NOMINEE
ACTIVEWEAR
–MARIS JOHANSSON
things you do every day: how you merchandise, the imagery and language on social channels, how you greet and work with your customers of all ages. The details matter!
What are the most challenging aspects of being a buyer?
Due to the nature of pre-orders, the feedback loop can be very long. It really took getting that first year under my belt to have the data and feedback from customers to feel like I could start honing in on my buying. It was critical for me to be out on the floor working with customers every day, and I started to form a clear profile of my customer and their preferences. It’s important to have a point of view and distinct aesthetic as a buyer. It can be easy to get distracted by new categories and brands, but I like to think of myself as an architect designing one house. You see houses where an addition has been created that looks nothing like the original structure, and it leaves you confused. I love it now when customers come to me and say, “I saw this brand, and I thought it was so Broomtail!”
What’s the best piece of business advice you’ve ever received?
The culture at Google was one of customer obsession; we were constantly told to “focus on the customer.” I’ve carried this with me and applied it throughout my career and find it even more relevant and useful today as a retailer. When I’m feeling overwhelmed and my priorities aren’t clear, I know it’s time to put the computer away for a day, to stop unpacking the boxes and spend some time on the floor connecting with customers. It can be a good reminder of what really moves the business, but more importantly, it can be energizing to see the smiles of people interacting with the business you have worked so hard to build!
