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time, and a 100-night trial period, which every other company in the category has now copied. It was dramatic disruption and it was truly welcomed
by consumers.
How did that sense of drama impact Casper’s marketing?
Casper had to be dramatic in terms of disrupting an industry with a single value proposition product experience. The marketing was never about mattresses as its sole reason for being.
We made sleep inviting, fun and engaging.
We made it approachable. Creating a world that consumers wanted to engage with, peek into,
hang out in was critical for us. Why has Casper’s marketing from the beginning been experiential? Why have we chosen to do nap tours and outfitted RVs with beds and then toured around the country giving sleep to those who need it? Why have
we done experiential pop-ups and made floaties that go in swimming pools that look like a Casper mattress? The commercial viability of some of those things is secondary. Experiential marketing isn’t about selling mattresses, but making people believe that sleep is fun and interesting, and that people should be thinking more about their sleep. I always say, as someone who’s been doing branding and marketing for a quarter of a century, that the best brands have one foot in their category and one
foot in culture.
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