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Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
Michael Hopkins
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Michael Hopkins

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Published in: News & Politics, Business
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Transcript

  • 1. +
  • 2. “get out of the request: the garage and into the spa”
  • 3. nurturing pangea organics handcrafted had something organic beautiful on the fair trade inside cruelty-free
  • 4. brand is who you are, not who you want to be
  • 5. Joshua Onysko
  • 6. at 15, he decides he likes learning from life more 1995 than books and leaves school
  • 7. on a visit home before moving to India, he finds a book about soapmaking 1999 and makes the first batch of soap with his mom in the family’s kitchen
  • 8. spends time in Cambodia and envisions a place where sustainable, socially responsible businesses could incubate... 2001 his friend suggests starting a soap company to fund it... and call it Pangea
  • 9. now in Boulder, Colorado, works as a baker at Whole Foods during the day and 2002 makes soap in his garage at night. He sells soap out of his van at concerts and events.
  • 10. moves Pangea out of his garage and into a 2003 warehouse space to keep up with demand.
  • 11. philosophy product integrity performance INTEGRITY practices people planet
  • 12. honest there’s a purity to honesty. truth begets trust. small crafted batches created by human hands. craft = care. I organic NTEGRITY teach others what this means and why it’s important. nurturing good for people, good for planet. fair living wages, fair trade, full disclosure.
  • 13. We need to re-invent what organic, natural, authentic, and sustainable look like. Too many brands get too much credit because of what’s on the outside. To get more people to experience and trust Pangea, grow as a business and to get into other distribution channels, an established look is more powerful. All or nothing. One step at a time.
  • 14. established intead of activist
  • 15. SECONDARY GRAPHICS Our ingredients originate from all over the world. This topographic map represents and conveys the fact that Pangea Organics is dedicated to fair trade with developing countries, bringing the world back together one bottle, bar and jar at a time. It can be used as both a primary graphic element as well as a complimentary element paired with photography. established instead of activist
  • 16. Wouldn’t corn-based plastics be a perfect addition to the story of Pangea? Not if we end up supporting GMO farming in any way. Presenting the bottled products in earth friendly boxes will give us an elevated cosmetic presence. It would, but no box is more earth friendly.
  • 17. It was refreshing and challenging to adopt these tenets. Making design decisions from this level of conviction was liberating! Joshua and his company found it difficult to watch their baby grow up.
  • 18. serious goals not serious soap
  • 19. promise not prodding
  • 20. teach don’t preach
  • 21. spa vs. medicinal vs. earthy vs. crafted
  • 22. spa vs. medicinal vs. earthy vs. crafted
  • 23. Pre-IDEO: 300 doors Whole Foods Currently: 1600 doors China & Korea Current distribution channels include: Natural Grocer, Boutique Box Chain, Progressive Spas Salon, Spa and Prestige (High End Department Stores). Europe Pre-IDEO, Pangea was solely in Natural Grocer.
  • 24. Pangea Organics Pangea Organics Annual Sales Since 2003: YOY Growth Whole Foods Market 2003: $100K (2 employees) 2008 over 2007: 200% growth 2004: $175K (3 employees; 175%) (estimated based on YTD sales) 2005: $380K (6 employees; 217%) 2007 over 2006: 283% growth 2006: $1.2M (12 employees; 316%) 2007: $2.7M (26 employees; 225%)

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