Gemma Clarke,
Chief Business Development Officer at Tangle Teezer joined the Small Business
Charter Management Board when it first began in 2013. She has played a crucial
role in providing a business perspective on the Board which aims to help
businesses grow through the recognition of the work of business schools in
providing local business support. Gemma will be stepping down from the board
this September, so interviewed her to get an insight into her life as an
entrepreneur, and any advice she has for other budding entrepreneurs.
How did you become an entrepreneur?
Can you tell us a bit about yourself?
I worked in
the corporate beauty world until 26 but then my favourite shampoo brand was
discontinued. I was so upset that I decided that I would create my own. I
approached some famous hairdressers, asked if I could license their name and
began launching designer hair care ranges sold through major retailers.
Things just
snowballed and I started licensing other ‘personality’ brands and bringing them
into the beauty world and things went well. However, after about 10 years I
wanted to do something different – I was bored. I was in my mid-30s and wanted
to explore what was happening in China and enrolled on an MBA at Manchester
Business School which also gave me the opportunity to spend 6 months in China.
That was in 2006. When I finished the course, I came back and was determined to
create British beauty brands exclusively for the Chinese market. I could see
this growing demand for British brands there.
However, this
got waylaid by a friend of mine who knew of someone about to go on Dragon’s Den
with a quirky product called Tangle Teezer and asked if I could help. I met
with Shaun P who had just invented the hairbrush. Basically, we were working
from home as the company was launched in October 2007 and for the next two
years – constantly meeting suppliers in hotel lobby’s instead of our ‘office.’
After six to seven months of struggle it slowly took off. 10 years later it’s
sold in 70 countries worldwide and has created a whole new category in
haircare.
So was getting involved with Tangle
Teezer a natural step for you with your background in Beauty?
Yes
absolutely. The lesson I’ve always learnt - an old lesson - is to stick to what
you know. As I already knew the market I could hit the ground running. Many
entrepreneurs fail and it’s not because they don’t have a good idea or their
product isn’t good but because it always seems to cost twice as much and take
twice as long than you hope. So, if you have that knowledge and contacts in
place before you launch it just makes it quicker. Speed to market is even more
critical these days as product life cycles become shorter and shorter. The hot
thing right now could be selling in a £1 store in 2 years.
You mentioned that the first 6-7
months with Tangle Teezer were very difficult. How did you overcome that and
what advice would you give others in your situation?
The problem
that nearly all entrepreneurs or new businesses face is that potential
customers often do not want to be the first to try. They want to see that your
business idea is proven and tested before they try it. It can be very difficult
to get that breakthrough, that first customer.
My advice is
to build awareness and demand before approaching a major target customer. We
used ecommerce and social media - simply listing the product on Amazon and Ebay
- and sending samples out to bloggers and hairdressers. Slowly we started to
build awareness. Then consumers started seeing the word Tangle Teezer and it
got picked up by the beauty press. This got onto the radar of Boots back in
2008 and they called us in. It took about 9 months – and often it’s just
something you have to go through, that survival time. So our recommendation is
to use social media and e-commerce to build awareness even if customers aren’t
answering the phone.
It is also a
perfect opportunity to research whether you have the right product, the right
pricing, even things like colours. There is so little cost associated with
putting something out on social media and on Amazon or Ebay and you get
feedback in real-time.
What were the changes you made to the
Tangle Teezer after the initial customer feedback?
The one thing
we did do was think about colour. When TangleTeezer was launched, we had one
product and it was black. We thought it was going to be used in hair salons by
hairdressers on their clients at the backwash. What we didn’t anticipate was
the clients then asking the hairdresser where they could buy one for
themselves. We didn’t realise that we had a consumer line, and it prompted us
to introduce colour which has become so synonymous with Tangle Teezer
hairbrushes.
The other
feedback we got was that our clients were not confined to young women aged from
18-26. It was also young parents under the age of 37 who kept writing in and
saying that this ‘Magic Brush’ had changed their life - no more screaming in
the morning! What we had also created was a wonderful solution for young
parents of children – and we’d never thought about that.
So, that first
6-7 months as an entrepreneur, it is really important to listen to feedback to
help point you in the right direction, and tweak and refine as you go. You
shouldn’t see it as a failure if you end up changing your original idea.
As an entrepreneur, what is it that
motivates and drives you?
I think a lot
of entrepreneurs will say the same. It is not about the money. I don’t know if
it’s a lack of confidence or a surfeit of confidence but you always want to
prove yourself, you’re never quite satisfied – and that might express itself in
being very competitive. You just want to do your own thing and are prepared to
take huge risks to do it.
In one word, describe your life as an
entrepreneur.
Struggle - it
feels like a constant struggle. You are never quite satisfied, always trying to
push the boundaries, and then moving onto the next thing – which inevitably
takes you back to starting over again.
What do you put your success down to?
I think it is
being able to take several leaps ahead in your mind. It’s like a Rubiks cube -
you see something and it is all jumbled up – but you know there’s some clarity
in there somewhere. And it’s being able to visualise what can result from that
clutter that makes the difference.
What would you say are the key
elements for starting and running a successful business?
Knowledge,
contacts and experience. These things are priceless.
Most successful
businesses evolve from knowledge of the industry that you’ve been working in
before – and how successful you were in your previous career. You might not
have an idea today – but get the most qualifications you can and work as hard
as you can in your career – because that will help in the future
I’m told that
in Silicon Valley, the average age of starting a business is 38 years old.
They’ve done their time and they really know their stuff.
Who inspires you?
An Antarctic
explorer called Ernest Shackleton. I read a book about him when I was quite
young, I think I was about 16. It was about his epic journey to save his men
and it was just his determination never to give up and his struggle that was
truly inspiring.
What do you hope to see happen in the
near future for small businesses in the UK?
Within 3-5
years, I would hope that business schools will become the hub for enterprise
and entrepreneurship in the UK, in the same way as they are in the US. I would
like to see us evolve along the US model.
What is the US small business model?
In the US, if
you are a budding entrepreneur, by default you would go to a local business
school or to a business school that specialises in your area of interest. You
probably would not think to go to a government department or the local council,
you would go to a business school and that’s the way I hope we are headed.
How do you generate new ideas?
I don’t think
you generate them in a Eureka moment, it is more about being open to ideas and
acting upon them. The world is full of ideas - everyone has got an idea at some
time – but not everyone knows how to act upon them. Business schools can really
help in that respect. I wouldn’t say I learnt which are good ideas – but I
certainly learnt which are definitely not.
What advice would you give to other
entrepreneurs who are starting out?
Do it with a
colleague, a partner or an associate - someone who shares your vision. The most
successful start-ups that survive the first 2 to 5 years tend to be a team.
That’s important because you need your ideas to be challenged. Partnerships
tend to be more robust than single entrepreneurs.
What are your future plans?
Over the last
12 months, I’ve become absolutely fascinated by the pet industry and the
dynamics of what is happening in the world of pets. I’m talking about the
humanisation of pets and the implications this has for the products we will
buying for our pets in the future.
I am moving to
the US in beginning of October to start a new venture and joining loosely with
2 associates that I have known for some time. You’ll hear this a lot about
entrepreneurs and the way they sustain strong loose ties with associates over
many years – dipping in and out of projects together. I really love that
dynamic.
Growing mobile
phone ownership, the rise in single households, the growth in commuting time,
and pets no longer being seen as just pets means people are starting to see
them more as little humans. What this means is that pet products are going to
become more humanised.
In 2-3 years’
time, the grooming area of a pet store will look more like the shelves in
Boots.
I am really
excited about this new venture. I love the start, the ideas and the risks. I
don’t like just managing things, I want to see them grow, fast.
Best of luck with your new
venture Gemma!