This is Bloomberg Business Week with Carol Masser and Bloomberg Quick Takes Tim Stinovic from Bloomberg Radio. A company that works with many partners. You know them Nordstrom, Neven Marcus, Target, the Disney Company, Walt Disney Company. Of course, they are direct consumer sellers of all things jewelry and accessories. They're announcing a new partnership with Well wait to let them talk about it. Amy Jane and Daniella Fiala are the co founders of bubble Bar, and Danielle joins us on
the phone in New York City. Daniella been looking forward to this. Thanks for joining, Shannali and myself. Tell us about your company. Thanks so much for having me. Really appreciate it. Um So, I am one of the co founders of bubble Bar, and we like to say that we're here to embellish your every day. We do that through a collection of in house designed jewelry, both fashion and find jewelry, blankets and throws, uh tech accessories and phone cases and other accessories with a wink if you will.
Um We sell direct to a large community of fans through bobble bar dot com and then also through a variety of partners UM, some of which you mentioned at the beginning of the call. Yeah, we can see if you go to the website. There's the Hula Minimul Disney earrings, which are really just kind of adorable. But then you've got more serious like eighteen Carrig Gold you know, hoops um that are much more classic. It really is quite arranged.
Tell us about the growth that you've seen. And I know you can't pull open all of the financial books, but always curious about retail because it is evolving and is evolving even more um, much more quickly because of COVID. Tell us about the kind of growth rates that you're seeing. Sure, um, we're seeing. You know. I think that one of the things that we really benefited from as a company is we always aimed to bring a wide variety of products
through a wide variety of distribution channel. You know, when we launched, we were only direct to consumer UM, largely just because it was hard to kind of build out the kind of reach that we envisioned for the company on day one. But from the beginning, we really said that we want to be where the customer is, and and the customer doesn't always want to shop online, the customers sometimes wants to go to their local Nordstrum and pick something up for an event that they have that
evening UM. And I think you really see that in our distribution strategy, not only on Bobo bar dot com, but also UM selling through folks like Nordstroum, like Target, like Disney. UM. So one of the things that we really benefited from, as you know Covid took hold was because we had such a range of distribution channels, we were really able to sort of respond to changing consumer patterns pretty quickly UM, which which really helped us as
a business. I think the other thing that we had been working on in the background, UM that that really helped us, you know, in thinking about the past, you know twelve to eighteen months, was we had been working
on launching our licensing strategy. That we actually launched our Disney partnership kind of in the summer of two thousand and twenty, and since then we've launched partnerships with the NBA, which we launched earlier this year, w n b A, as well as Warner Brothers UM and then the big partnership that we're we're going to be launching soon um is with the NFL. So I want to talk to you about that because it's a really shocking statistic that I didn't hear before that almost half of NFL fans
are women. So how is it? And you know, it's football season. I know I'm looking forward to watching my you know, dare I say at the Jaguars on Sunday? I mean, what is the what is a partnership with
the NFL do for a jewelry brand? Yeah, I think we're seeing it across a lot of our our our licensing partnerships, which is these are um you know, this is antellectual property that people are extremely passionate about, and whether you are a Disney fan or a Jaguars fan, that's something that's extremely meaningful to you and extremely special to you, and you usually want to represent that in
your clothing and accessories. And that's something that we've really found can withstand something like a covid um, which is, if you're a fan of one of those two things, you want to continue to participate in that in some small way, and we give you a way to do that, whether you are going to a game at the stadium and you actually want to be decked out in products that shows you're rooting for or you're watching the game from home and you still want to wear something just
sort of show your team spirit. I think that's something that stands across the world really respond to. I grew up in a New York Giants family, and I think somewhere in my jewelry boxes some Giants earrings or something exactly. Hey, one thing though, um Daniel, I want to ask you supply chains. It's something we talk about with all kinds of leaders. What's your supply chain? Are you having problems
at all? Yeah? You know, I think that the team has done a great job making sure that we have, um, you know, different options depending on the different products that we're looking to source and develop, so that to know then, I mean, we've been able to work around it. I think a lot of folks at this point have been able to find ways to work around it. Obviously, folks I think across the world are seeing disruption in different
parts of their business. We've fortunately been been able to um find partners who are able to help us avoid that. So we've been very fortunate in that way. Hey, one thing I do want to ask you, and this has come up a lot too. Around this table in our in our studio is fast fashion, and you are considered a fast fashion company. It's something that's on our radar in terms of impact on the environment. Uh. And so I'm curious how you are addressing that because it's something
increasingly consumers. You probably know this better than I do. Consumers are looking at this when they go to make a purchase. You know, we actually really don't consider ourselves fast fashion. I think that that's definitely sort of legacy, you know, misnomer as people think about how they define our brand. UM. You know, about pretty percent of our sales are actually coming from custom made to order products, So there's no waste created whatsoever in the creation of
that product. We don't actually put it together until you tell us what it is that you want, the size, the color, the name, the customization. UM. Again, it's all really custom made just for you. In terms of the rest of our products, I think we really benefit from the facts that we are UM in a category and produced product where are minimum quantities to order are extremely low UM. And everything that we do is very, very very data driven, So we are really focused on making
sure that we're creating as little waste as possible. It's not zero waste, which is always our focus. Um, and I think that we're quite you know, unique in that we're a company that really you know, doesn't right off inventory really finds a way to sort of move it through our core channel because we are really only writing to what we believe that our fans and customers are ultimately going to want to purchase. And and that's one
of the benefits of our data driven model. Well, really cool to check in with you, and I hope you'll come back, because, UM, we love looking at these kind of businesses. Two women starting it. I know you guys go back to your days at Harvard Business School with your with your co founder, So um, I hope you'll come back and let us know how things are doing. Daniella Fiala, she's one of the co founders of babble Bar, joining us on the phone in New York City,