Source: Fast Company, Mar 2012
The subscription angle certainly garnered the company signup-fueling coverage when it first opened its doors back in March 2009 (as did the fact that cofounder Kim Kardashian was helping curate the company’s selection of proprietary footgear).
But ShoeDazzle’s real insight, CEO Bill Strauss tells Fast Company, and the thing executives say will send it zooming ahead of its competitors, is something that has gotten a little less play: the site’s personalization and pampering strategy that is perhaps the real key to the company’s astronomic growth. Over the last year, the site’s number of “members” has tripled from 3 million to 10 million.
Every month, the ShoeDazzle system culls its new inventory and drops a curated selection into each user’s personal “Showroom.” The curations are based, initially, on a survey the user fills out to establish their taste profile. Over time, the recommendation algorithm gets more sophisticated as it takes into account the user’s actual purchases. The result is a collection of items users feel have been handpicked just for them.