Joy Chen, CEO of all-nautral beauty line Yes to, spoke with Entrepreneur.com about how she turned around the formerly flailing company into a brand worth $50 million — four times the value when she joined in 2009.
Q: Before you took the CEO seat, how was the company’s model failing?
A: I walked into the business when it was in the worst state. It wasn’t profitable.
Initially, the Yes to company had three sub-brands — Yes to Carrots, Yes to Tomatoes and Yes to Cucumbers — and all three were cannibalizing each other. It confused people, as the product packaging didn’t communicate each line’s health benefits. So consumers thought it was just about differences in scents or flavors. As a result, each sub-brand chipped at each other’s market share. But I saw this as a clear opportunity for a turnaround. … Consumers can now view the sub-families as ingredients for a natural recipe, where each product solves a problem.
Read more inspiring insights from Chen on Entrepreneur.com.