Etsy Inc., an online marketplace for handmade and vintage goods, will let its sellers use outside manufacturers and hire as many employees as they need, loosening rules amid confusion over requirements.
The change will allow sellers that cultivated their businesses on Etsy to keep expanding on the site, Chief Executive Officer Chad Dickerson said in an interview. It will also permit moves that were previously forbidden, like employing people in another location or producing goods in a factory.
Etsy is home to about 1 million sellers, some of whom are struggling to keep up with demand for their products, the company said. Under the new policy, sellers will have to disclose their business relationships and apply to use manufacturing services. Etsy will try to ensure that goods sold on the site still meet its definition of “handmade.”
The perils of popularity.
17:18 // 1 year ago
It’s been almost two years since Patagonia began urging its outdoorsy customers to buy less—to sit out “Cyber Monday” and ask themselves: Do I really need a new fleece jacket or, for that matter, a state-of-the-art, 1,000-fill, dry-clean-only $700 parka and all the carbon burning that comes with it?
Not surprisingly, the corporate plea didn’t work, which is to say it worked perfectly for a burgeoning company in the business of selling $700 parkas. In 2012—which included about nine months of the “buy less” marketing—Patagonia sales increased almost one-third, to $543 million, as the company opened 14 more stores. Last year, revenue ticked up another 6 percent, to $575 million. In short, the pitch helped crank out $158 million worth of new apparel.
Raise your hand if this surprises you at all. *crickets*
20:00 // 1 year ago
There are many sections in this lengthy article that are worth reading, but this one says more about Mayer’s leadership style than anything else here:
For the 30 people sitting around the table, their first meetings with Mayer over the past month had been terrifying.
For years, Yahoo had been a place where the CEO was a distant figure who would meet with various members of his or her executive leadership team to lay out broad strategies for each function: design, technology, product, etc.
Mayer skipped all that.
“She was like ‘yeah, yeah, yeah. We’ll get to that. Let’s first get some stuff out the door that actually works,’” says a witness to those early days.
It was a level of energized scrutiny none of them were used to.
Mayer came at them with “a voracious flood of possibilities” about what the new products could look like. Her ideas were both big and small — minute even. Mayer displayed such a “profound capacity for detail,” that the leadership in the room finally set up the two transcribers so that later they could “share and dissect” all of Mayer’s ideas and decisions.
One of them remembers thinking: “Who is this woman and what is she actually saying?”
Mayer was pushing through a new redesign of the Yahoo Mail app. It was going through, fast. The team she was leading had to catch up, quick. And the focus on creating amazing products such as what’s shown here is really just the thing that nails it. It took me about an hour to read this piece, and it was worth every word. If you think Business Insider is kind of a lame site, this article may very well change your mind.
17:27 // 1 year ago