BooCompany +++ spreadshirt: Der CEO klärt uns auf +++

Openess inside and out: what we are saying to the press/external world

Not surprising, though disappointing, there is one bu!! sh*t post about
our current situation. While it is from a questionable source, none of
us like to be spoken about in this manner, particularly as we deal with losing some of our team members. While the urge is to fight lies, when they are done with the only intent to misinform and stir up problems,
anything said will be taken in, chewed up and spat out in an
unrecognizable form to what was actually said… and so goes life on this side of the ocean and in the US.

However, those same lies often bring questions from legitimate sources
as well. People who want to know what is happening. We have been asked
by the LVZ about what is happening. We wanted to share with you what we
are saying:

* Spreadshirt grew 40% from 2007-2008. We had targeted 50% or
more. We’ve developed a more focused plan for 2009. o With the economic
situation as it developed in 2008, we are happy with our results,
though we also see areas where we can improve. o For 2009, we built a
plan that would allow us to continue our growth, while more
aggressively managing costs, as other fiscally responsible companies
are doing. In addition to cutting operating costs across the business,
we decided it was necessary to reduce personnel costs. We took the
following steps related to this:
+ Restructuring areas of our business that were a step
away from our core to put more resources into core areas.
+ Ending a few contracts and freelancing engagements
where we were overstaffed relative to 2009+ priorities. o We are
continuing to hire in our core areas. Examples of current job openings
include key positions in finance, IT, and product management.
* Spreadshirt’s priorities for 2009:
o Release features that give our Shop Partners opportunities
for more “front doors” into their shops from across the Web. o Inspire
our direct customers who wear their Spreadshirts and la Fraise shirts
“every time they are clean” with new ideas for favorite shirts and
gifts. o Enable top partners — like 2008 partners CNN, Nissan, Tchibo,
Sony, Disney, and EA — to develop unique apparel offerings tailored to
their audience. o Continued development of our apparel selection to
offer personalization for fashionable clothes including, and beyond,
the tee. o Ensure we deliver the above in a cost effective, responsible
way taking into account the global economic environments and our core
markets and businesses.
* Our goal at Spreadshirt is to be remarkable in what we do. We
have asked all of our team members to focus on 2-3 things rather than
5, and deliver those 2-3 in a remarkable way for our customers and our
stakeholders.
* Overall, the actions we are taking should not overshadow the
incredible results delivered by our team in 2008, including: o Over 1.3
million Spread shirts and other apparel shipped across the world. o
More top companies as Shop Partners with unique offerings that promoted
their brands in exciting new ways. (See list above.)
+ A special highlight, CNN T-Shirts was #3 in
Advertising Age’s prestigious “Top 5 for 2008? — beaten only by Obama
and Nike. o Continued growth of loyal customers and shop partners as
shown through a higher Net Promoter Score. o Key account revenue up
77%, which includes top brands, but also individuals developing brands,
like Amorphia Apparel and Joachim Garraud. o Delivering 35 IT projects
that strengthened our platform and delivered new features, including
increased conversion rates for Shop Partners with checkout
optimization, new CRM capabilities for Shop Partners, a new
Marketplace for direct customers, more special competitions with brand
named partners for la Fraise, and increased performance across all
businesses. o Opening our new facility in Leipzig for our German
Production and global corporate headquarters.

As I said in the General Assembly, the discussions with everyone
impacted will within the next 2 weeks. At that point, we will announce
that this time is over, and we look forward getting back to business,
as we have a lot to deliver in 2009.

One point that was raised externally that I want to answer internally.
Each of your colleagues that were impacted by this were allowed to
leave in the fashion they chose — including saying good bye and
flexibility for finishing current projects. Please understand that some
people don’t feel comfortable saying good bye in this situation. Do not
take this as something it is not — them not caring and us not allowing
it. As I said in the GA, this is a big impact on us as a team moving
forward, but it is a bigger impact on those team members.

Thank you for what you are doing to not get distracted by bu!! sh*t
rumors started by people that enjoy tearing down things, rather than
building them up (and chose to hide behind anonymity to do so). Please
continue to be respectful to your team members by not starting or
continuing internal rumors.

If anyone asks you questions, and you would like support in answering
them, please talk to Scott, Eike or Ami, who will all help you with the
answer, or find the right person to handle it.

If you have questions, feel free to post them — directly or
anonymously. I support anonymity internally as a tool to encourage
openess. Do not use anonymity as a shield while spreading rumors and
accusations and hurting other people. Use it only to gather information.

P.S. You’ll notice that the priorities are a little different from our
internal priorities. For example, we’ve listed a note about our apparel
selection. We aren’t changing our priorities. This is one of the
continuing messages that is important for our future customers to hear
— we aren’t “just” tees.

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