Sramana Mitra: What was the inventory strategy at that point? Dara Greaney: We had inventory as much as we could because we weren’t really getting a lot of traction with people drop-shipping. If you placed a PO, a month later, you get the parts. Nobody really kept a ton of stuff on stock. It was
Sramana Mitra: I imagine that you immediately went and sold the same product to a bunch of other customers. Can you talk about some of the early customers and what kind of price point you sold it at? Pierre Guelen: At the engineering firm, I did my own consultative selling. Here, I needed a sales
Sramana Mitra: What did you do first to get this thing off the ground? Were there other car parts site at all, or was this the first one that came online? Dara Greaney: The way the auto parts industry grew was everyone started selling their own niche products. If you were in the wheels business, you’d
Sramana Mitra: We have to capture the story of how you put one foot before the other. You said you started the company right out of school. How did you get it off the ground? What was the premise of the company? What were you going to do and how did you get started? Pierre
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Dara bootstrapped BuyAutoParts to $54 million in profitable revenue and sold the company to private equity. Yet another story of success in the niche e-commerce domain. Sramana Mitra: Let’s start at the very beginning of your personal journey. Where are you from? Where were you born,
In case you missed it, you can listen to the recording here:
During this week’s roundtable, we had as our guest Raj De Datta, co-founder and CEO of e-commerce personalization technology firm, BloomReach. The company bootstrapped to over $5M in revenue before raising its first financing from Sequoia. Today, it is well on its way to become a publicly traded company in a couple of years. Raj
David Braun: The next challenge was when the customer acquisition cost was starting to double every year. Since we were now working with the platforms, there were a few challenges to initiate the major change in the release. In a year, we were producing 3,000 to 4,000 products. We had to make a decision on whether