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Experiential marketing aside, how else is Casper disrupting the traditional category experience?
Our approach to customer experience is fundamentally different. Most furniture and mattress retail fleets and sales staff are commissioned.
Ours are salaried, so they go through the exact same orientation into the company with brand
value training and sleep certification as our HQ staff. We want to make sure that people who are talking about our products are credible talking about sleep and understand different sleep patterns and sleep cycles. The first question that an associate asks
a prospective customer should be, ‘How did you sleep last night?’ Associates should be able to
have at least a two- or three-minute conversation about that.
You mentioned earlier that Casper’s first disruption was buying mattresses. What do you see as the next chapter in Casper’s disruption?
Casper’s next disruption is becoming an end-to- end sleep company. We don’t want to be a mattress company. We want to be the world’s first sleep company. This has always been Casper’s DNA.
If you look at early drafts of mission statements and quotes and interviews from founders Neil Parikh and Philip Krim on the founding story of Casper, it was not solely about saying ‘mattress shopping sucks, let’s figure out how to fix it.’ There was always a belief that sleep wasn’t getting its fair shake in terms of the wellness conversation. People
168 Dramatic Disruptor