#41: Maintaining authenticity as you scale with Fred Meyers, Queensboro

Summary

Podcast Summary: B2B Agility™ with Greg Kihlström - Episode #41: Maintaining Authenticity as You Scale with Fred Meyers, Queensboro

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Introduction

In Episode #41 of B2B Agility™, host Greg Kihlström engages in an insightful conversation with Fred Meyers, the President and Founder of Queensboro. The discussion centers on how Queensboro successfully scaled from a modest basement operation in Queens to a thriving $25 million company without sacrificing the personal touch that initially set it apart. The episode delves into the intersection of authenticity, customer relationships, and strategic use of technology in driving sustained business growth.

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Fred Meyers and the Genesis of Queensboro

Fred Meyers introduces himself as an "accidental entrepreneur," emphasizing that Queensboro evolved organically from a side project during his college years in the late 1970s. While doing laundry in his dorm room, Fred identified a gap in the custom logo apparel industry. This observation led him to envision a business that offered high-quality custom apparel, allowing small businesses to build their brands without being relegated to mere "walking billboards" for larger brands like Lacoste.

Fred Meyers [02:26]: “What started as a small side project in the late 1970s has grown into a thriving business with over 125 employees helping small businesses across America build their brands through high quality custom apparel.”

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Staying Relevant Through Decades of Change

Queensboro's longevity and relevance in the ever-evolving market landscape are attributed to Fred's commitment to blending traditional customer service values with modern digital strategies. Despite the advent of e-commerce and technological advancements, Queensboro has maintained its core focus on building strong, personal relationships with its clientele.

Fred Meyers [06:28]: “As the technology and the tools have developed over time, I saw in each new evolution an ability to kind of get closer to the customers with speed and accuracy and communication.”

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Maintaining Personal Relationships at Scale

One of the standout themes of the conversation is how Queensboro maintains personal relationships with customers despite significant scaling. Fred attributes this to exceptional responsiveness and leveraging modern communication tools to sustain human connections.

Fred Meyers [08:58]: “Responsiveness is the answer to the question of how do you maintain those relationships at scale, you know, over time.”

Fred emphasizes the inadequacy of impersonal automated responses, advocating instead for swift and genuine interactions to preserve the essence of personal relationships in a scalable business model.

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Leveraging Customer Feedback for Continuous Improvement

With over 26,000 customer reviews, Queensboro places immense value on customer feedback to refine its marketing and business strategies. Fred describes the company culture as being "sugar junkies" for positive feedback, which fuels their drive to maintain excellence across all departments.

Fred Meyers [10:58]: “We're all watching these comments. We've got a Slack channel where we're sharing the positive comments that come out throughout the whole company all day long.”

This systematic approach ensures that insights from customer feedback permeate every facet of the organization, from quality control to marketing initiatives, fostering a cohesive and customer-centric business environment.

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Balancing Authentic Storytelling with Genuine Brand Values

Fred delves into the importance of authenticity in storytelling, which begins with the recruitment process. Queensboro's "Four P's" framework—Positive, Productive, Principled, and Proactive—serves as the foundation for hiring employees who embody the company's values, thereby ensuring that the brand's narrative remains genuine and consistent as it scales.

Fred Meyers [14:42]: “The quality of what we do is not measured by how much money we make or what we sell, but how authentic we are, how true we are to our values as we do it.”

This focus on authentic values helps Queensboro avoid the pitfalls of "faking it till you make it," instead fostering trust and reliability both internally among employees and externally with customers.

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Future Success: Combining Man and Machine

Looking ahead, Fred discusses the delicate balance between leveraging technology and maintaining human touch. While automation and AI offer efficiencies, Queensboro prioritizes accuracy and the irreplaceable value of human judgment in customer interactions.

Fred Meyers [19:36]: “The answer is a combination of man and machine—people and machines working together.”

He acknowledges the limitations of AI, particularly in maintaining the personal responsiveness that Queensboro prides itself on, and underscores the ongoing commitment to improving workflows and customer service processes to stay ahead in a competitive market.

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Staying Agile Through Relationship Building

When asked about staying agile in his role, Fred highlights the importance of maintaining diverse relationships within the organization. By connecting with team members across various departments, he ensures that agility is ingrained in the company culture, allowing Queensboro to adapt swiftly to changing circumstances without losing its foundational values.

Fred Meyers [22:49]: “Maintaining that contact with the various, you know, kind of flavors of the people in your business is what keeps you agile.”

This approach not only fosters a collaborative environment but also ensures that agility stems from strong interpersonal connections rather than just procedural adaptations.

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Conclusion

Episode #41 of B2B Agility™ offers a comprehensive look into how Queensboro has successfully scaled while preserving its authenticity and personal touch. Fred Meyers' emphasis on responsive customer service, leveraging feedback, and maintaining authentic relationships provides valuable insights for B2B marketers and businesses aiming to achieve sustainable growth without compromising their core values. The conversation underscores the importance of balancing technological advancements with human-centric approaches to foster lasting success in a competitive marketplace.

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Notable Quotes:

• Fred Meyers [02:26]: “What started as a small side project in the late 1970s has grown into a thriving business with over 125 employees helping small businesses across America build their brands through high quality custom apparel.”

• Fred Meyers [08:58]: “Responsiveness is the answer to the question of how do you maintain those relationships at scale, you know, over time.”

• Fred Meyers [10:58]: “We're all watching these comments. We've got a Slack channel where we're sharing the positive comments that come out throughout the whole company all day long.”

• Fred Meyers [14:42]: “The quality of what we do is not measured by how much money we make or what we sell, but how authentic we are, how true we are to our values as we do it.”

• Fred Meyers [19:36]: “The answer is a combination of man and machine—people and machines working together.”

• Fred Meyers [22:49]: “Maintaining that contact with the various, you know, kind of flavors of the people in your business is what keeps you agile.”

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Learn More:

To explore more about Fred Meyers and Queensboro, listeners are encouraged to follow the links provided in the show notes of the episode.

Transcript

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[Fred Meyers]

The Agile Brand.

[Greg Kilstrom]

Welcome to the B2B Agility Podcast where we look at the factors that drive success in B2B marketing with a focus on the people, processes, data and platforms that make B2B brands stand out and thrive in a competitive marketplace. Greg I'm your host Greg Kilstrom, advising Fortune 1000 brands on MarTech marketing operations and CX, bestselling author and speaker. Now let's get on to the show.

[Host]

How do you take a business from a basement office in queens to a $25 million company without losing the personal touch that made it special in the first place? Joining us today is Fred Meyers, president and founder of Queensborough, a company that has revolutionized the custom logo apparel industry. Fred spotted a market gap while doing laundry in his college dorm room long before E commerce, fax machines or even 1-800-Numbers were mainstream. What started as a small side project in the late 1970s has grown into a thriving business with over 125 employees helping small businesses across America build their brands through high quality custom apparel. Welcome to the show, Fred.

[Fred Meyers]

Good to be here. Thanks for having me.

[Host]

Yeah, yeah. Looking forward to hearing more about this. We're going to get into the details closer to present day in a minute, but why don't you start by just giving a little more? I know I shared a little bit. Give us a little more about your background and how you got started on your journey with Queensborough.

[Fred Meyers]

Sure. So I'm a accidental entrepreneur. I would say I had my business up and running before I even had A chance to think about whether this was something that I really wanted to do. But as you mentioned, the college years were. That was where it all started in college. You know, I kind of grew up in a suburb of New York City. I went to school in New York and kind of grew up wearing Lacoste shirts. You know, those are the alligator shirts. It was a big brand back in the day. It's a big brand now. But I don't think people understand it today the way that it was then, which was a kind of a big social fad. They. There's a whole preppy, preppy handbook, preppy interest that was going on, and these polo shirts were kind of at the center of it. And. But, you know, I was a tennis player growing up, and I loved to wear these shirts. And as the brand became more identified as kind of a status symbol logo, I became increasingly uncomfortable wearing, associating myself with that brand. But I love the shirts. I love the shirts. And, you know, you talked a little bit about doing laundry in my college dorm room. And every time I would take one of these shirts out of the dryer and just feel the crispness of the fabric and how it was renewed in the process of laundering, which, you know, most clothes get worse in the process of laundering. And these shirts just kept getting better and better and better. I became upset about the fact that I was losing a friend, you know, and the fact that I wasn't comfortable wearing these shirts anymore. And I thought, gosh, you know, wouldn't it be great if you get the same quality shirt as this Lacofre shirt? Because, you know, there were those who said it's just about the alligator. You know, you could put that alligator on any shirt and wouldn't make any difference. But I saw, you know, by taking the shirts out of the dryer myself, I saw that this was really an outstanding piece of fabric. And wouldn't it be great, I thought, if you get the same quality shirt with anything you want on it, any logo or design? So instead of being a walking billboard for Lacoste, Ralph Lauren and everything those guys stood for, you could kind of be building your own brand. So, you know, I kind of started thinking that it was a personal branding kind of tool that people would respond to. But as I started to kind of put the. Put the word out and ran the idea by people, it turns out that, like, small organizations and businesses, teams and things like that, were also very interested in using the shirts to kind of build team and community in a small group. And that ended up Being kind of where the, the market took us was more towards small businesses. And we were the first people actually back in 1980 to offer custom logo apparel on polo shirts, hats, these kind of things. And this was, you know, if you went to a country club, you could get a shirt with country club logo on it. But that was, there was nobody offering that service to the rest of the world. So we were, I'm not going to say I'm like Al Gore and invented the Internet, but I kind of did invent this space and yeah, yeah, my claim to fame.

[Host]

Speaking of the Internet, you know, as you mentioned, you know, Queensborough started long before, you know, the, the Internet was invented by someone maybe algorithm yet, you know, it predates the Internet. But you've managed to stay relevant through, you know, many decades of change. I mean we've seen a lot of growth, certainly seen the growth of E commerce and, and things. You know, what's been your guiding principle in blending, you know, some of those probably more traditional customer service values from the 80s and 90s, perhaps with some more modern digital strategies.

[Fred Meyers]

So the thing that I was always kind of drawn to is I started getting into business and saw some different opportunities develop and like selling to stores or selling to schools, that kind of thing. I mean, because none of that was, you know, one of my first projects is where we took ads out in the back of alumni, college and university magazines and said, buy a shirt with the Stanford logo on it or the, you know, University of Michigan logo on it. There was no such thing even as college licensing back then. So the schools were happy to sell us the ads and you know, we, we did our thing, but that was a whole different like avenue that I could have, could have gone to. But the thing that I was really liked about the response we were getting from the small businesses is I was developing those relationships, those unique relationships with, with the buyer as opposed to selling to a store or that kind of thing. And you know, as it, as it's worked out, our niche is small and medium sized businesses throughout the United States are markets kind of scatter around populations. So mostly around the cities. Our customers, which are owners of small, medium sized businesses. I mean I had no idea about this going into it, but these are the greatest customers in the world. They're incredibly loyal, they're very reasonable, practical people. Everybody's kind of dealing with the same issues and problems. You know, the consumer market is a little tough. You know, people are a little hard to please, 350 million at a time. But we've Developed amazing relationships with our customers. And as the tools have developed. Going back to your question, how have you been able to stay relevant? As the technology and the tools have developed over time, I saw in each new evolution an ability to kind of get closer to the customers with speed and accuracy and communication.

[Host]

Yeah, I mean, so, you know, growing. If your target audience was very large companies and you had a few customers and stuff like that, that's one thing. You know, you maintain few relationships but you know, your target is small businesses and yet you've been able to scale and scale quite successfully. How do you, it sounds like, you know, technology has helped there, but how do you maintain those personal relationships with customers at scale?

[Fred Meyers]

So you have to be just super responsive. That's the, that's the main thing. The definition of a personal relationship evolves a little bit in the world of E commerce. So I think whereas in the past when we first started it was the actual one to one, human to human was essential and that's the way we started doing it. You know, you can make that connection now a lot more efficiently with emails, chats, other methods of, you know, communicating back and forth through the portals like Facebook and that kind of stuff. I think the main, to keep that connection, keep it personal. I think the most important component is the speed of your responsiveness. So always I'll kick when I send an email off to a company with a question about something and they respond, you know, you get the form response back, oh, thanks so much. You're so important to us. Your concerns are our concerns. And we'll be back to you in 72 to 172 hours. You know, and it's not like this is a small company, you know, this is like a big company. So that just doesn't cut it. You know, I mean if you reach out, the nature of relationship is responsiveness. If you reach out somebody, you, you need to hear back really quickly. So I think, you know, in a, in a word, responsiveness is the answer the question of how do you maintain those relationships at scale, you know, over time.

[Host]

Yeah, well, and you know, more to that, that point of scale, you know, it's, I'm sure you get inquiries, but there's also, I read Queensborough has more than 26,000 customer reviews. So you know, that's, that's a lot, right? How do you, you know, how do you use this feedback? I'm sure a lot of companies would love to have that many that, that are much larger even, but, you know, how do you use this feedback to improve your, your marketing, your business strategy. You know, how, how do you use that to your advantage?

[Fred Meyers]

So, you know, we're, we're a little bit like sugar junkies, you know, candy junkies in the sense that, you know, when we get that, when we get that hit of dopamine from somebody saying, oh, you guys are great, you did a good job. You know, we're like, how can we do this again? How can we do this again? So we're all watching these comments. We've got a Slack channel where we're sharing the positive comments that come out throughout the whole company all day long. You know, if a day goes by and there's additions to that channel, we're all like, we need our fix. We need our customers to tell us we're great. So that informs everything that everybody's doing throughout the business, not just the marketing team. But you know, the comments are about your quality. So good. You know, that production and the quality control team, like they don't want to be the one that sends out a box that has something in it that's not perfect. You know, like you're so fast to respond to our questions. Our, we call it our customer experience team. The people in charge of making sure that customer experience is great. They don't want to be the ones that, that don't respond quickly. The marketing, you know, we get the comments, you know, your prices are good, the variety is so good. I love the quality of products. The marketing guys don't want to like send out stuff. The marketing teams send out promotions and things that people aren't responding to. So I think the answer to questions just to keep that communication in front of everybody at all times.

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[Host]

Yeah, yeah. Well, I also hear, you know, there's a lot of authenticity and you know, so in other words, like you're using, you know, you're, you're basing things off reviews, you're trying to be not just an automated system that again, makes somebody wait for 72 hours for an answer. You know, all those things. How do you maintain, you know, there's, there's always this, this temptation to fake it till you make it. What, you know, whatever, you know, whatever, you know, cliche you want to say is like, there's always that, that tendency to want to strive for a little bit more. And I think a lot of times it's well intentioned, but there's not necessarily something backing it up. How do you, how do you find that right balance of telling authentic stories about your brand and not, you know, and making sure that you have something to back it up.

[Fred Meyers]

So I mean, I think it starts with our recruiting process really, and how we bring people into the business. So I was in business probably 30 years or so before it really completely dawned on me that a business will never be better than the people that are working there. Doesn't mean if it's not a good fit, it doesn't mean they're not good people. They're just not a good fit for your business. So we kind of developed a profile of an ideal employee and we call it the Four P's. And you know, we, after a little bit of frustration about not doing better, particularly coming out of the recession, that's when we really got focused on what do we need to be better? And started with the people. And so we made a whiteboard, we got the team together, the leaders of the team, made a whiteboard, put all the qualities of a great employee on There, and we saw that it kind of shorted itself out into buckets. So the, the way the buckets ended up, I think the first bucket, it was about like being cheerful and friendly and nice and, you know, it kind of like was positive. And the second bucket was like, you're good at your job and, you know, you're thinking about new ways to do it. And that was like, productive. And then we kind of said, saw a theme growing here. So let's, you know, let's. It evolved into what we call the four Ps. So like I mentioned the positive FP, and this is. The four Ps is what, you know, it's kind of like our DNA of the business at this, at this point. And this is how we tell authentic stories because we're kind of authentic people and don't put results in front of process, you know, and the quality of what we do is not measured by how much money or what we sell, but, you know, how authentic we are, how true we are to our values as we do it. The four Ps, real quick, the first one is positive, and that's about the energy that you bring to a group or your group. So, and you know, there's kind of a positive and negative side on this. And as important it is that you kind of select and recruit for who is bringing energy, is making sure you avoid the people that are taking energy away. And so, you know, that creates a vibe and it works nicely. The second one I talked about is being productive. So obviously you have to be at the job. You have to be good at your job, because if you're not good at your job, if you don't have the basic skills that you need, you know, you're not going to do a great job. And then another P, the third P is principled. And we say the principle is treating other people the way you want to be treated. You know, people have all kinds of things they believe and things like that, but, you know, on a basic level, you know, it's the golden rule. Do unto others. The thing about the principled P, about being principled is that if you can see somebody treats people the way they want to be treated, you're not going to get any real surprises out of the way they behave, which means that you can trust them. And trust is really the basis of communication. So the principle P is about creating an environment that people can trust each other and be vulnerable when they need to, because that's important part of growth and learning. So that's the third P And then the fourth P is proactive, which is just kind of a, you know, the main example we talk about the, the proactive P is if you're walking across the floor, the piece of paper on the floor of trash, you know, do you, do you see that it's there? Do you step on it or do you stop and do you pick it up and throw it away? So, you know, people are going to have a kind of a different profile on the P's. Some people are going to be more productive, more positive. And we're not saying you have to be a superstar in any of these, but we're saying you have to have all of them to be a great employee. And that's the beginning of how we tell an authentic story at scale. And we've had, you know, number of thousands of employees over the years. And if you ask any one of them, including the ones that are here today, what's the best thing about working at Queensborough? They'll all say it's the people. You know, we develop tremendous relationships here amongst ourselves, amongst our team. We support each other through thick and thin, and I think that's what allows it to all happen.

[Host]

Yeah, I love that. Well, you know, as, as we wrap up here, I want to ask you a couple more questions here. Lots of industries, I would imagine, apparel included, you know, there's, there's increasing, not only competition, but commoditization and people using greater automation, AI, all, all of those things. So, you know, what do you think is going to be the secret to your success? And you know, given all those things, given what you just said about the focus on the people and the authenticity, you know, how do you look at the next few years, regardless of how much again, AI or other things may come to bear, you know, what are you focused on to be successful in the years ahead?

[Fred Meyers]

Yeah, so I think the main thing there is obviously blocking and tackling. You do take care of the fundamentals of business and you don't lose sight of that doubling down on responsiveness. You know, when we first started, we didn't have any competition. We were the only ones doing, doing it. And, you know, there's a process of getting a logo transferred to a digital form so it can run on an embroidery machine. We call it digitizing a logo for embroidery. And there was a couple guys in the country that knew how to do it. There was real specialized software. We'd have to take our files, put them out or designs. You know, people send us a business card or something. In those days, it was really prehistoric. You know, we'd have to put a stamp on the envelope and sell it, send it out to the end of Long island where this guy, August Carvalho had a business called Designs by August. And he would convert these flat files into embroidery files and he would send us back a box with inch and a half tapes that we ran through the embroidery machines, the tape readers with the designs. You know, we would get, we would get busy sometimes and we would, it would, sometimes at the beginning, it would take us six months to get a design digitized because, you know, we just backed up and that was responsive. In 1982. That was responsive. But, you know, today, you know, the definition of responsiveness and Amazon has had a huge impact on that has narrowed considerably. And you know, the idea of, of taking 72 hours to respond to a comment, it's just unheard of. So it's seconds. It's like, how do you create an organization that's instantaneously responsive, accurately? That's the thing is it's got to be accurate. Which is the problem with AI is like, it's accurate, I don't know, 85, 90% of the time. But when it's wrong, it's really like embarrassingly, embarrassingly stupid. And you know, you've pulled the current curtain aside and you've shown the world there's not a real person here. This is somebody behind a machine. You know, it's always going to happen when it's, you know, it's least should happen. But so that's, you know, that's, that's improving your technology, that's improving the workflow supply chain, you know, just pounding on all that stuff. So I don't know if we'll ever. And be anticipatory, you know, like we can respond to a question before it even comes in. But, you know, that's kind of the goal is to, you know, anticipate what somebody's going to ask and answer before they even do. And that's keep kind of bending towards that dark. So I think that's the answer to that question.

[Host]

Love it. Well, fresh. Thanks so much.

[Fred Meyers]

Combination of. Yeah, sorry. Just a combination of man and machine people and machines working together. So. Sorry, go ahead. Yeah.

[Host]

Oh, yeah, yeah. No, I love that. Well, yeah, no. Fred, thanks so much for joining today. One last question before we wrap up. I like to ask everybody this. What do you do to stay agile in your role and how do you find a way to do it consistently.

[Fred Meyers]

So, you know, the biggest motivator and the biggest check on maintaining your agility is to, you know, maintain the relationships that you have with different people in your organization, not just the ones that you're like working with on a day to day basis. My cfo, my marketing guys and stuff like that, but my production employees and my receiving employees because, you know, there's so many amazing stories in their lives and what they're, what they're doing and you know, whenever you get really busy, as you get more and more busy, you just have a tendency to pull back, pull back, pull back and silo. And it's like if you like to exercise and you stop exercising, you know, you know you're doing something wrong and you gotta, you gotta get back out there and it's like that's, that's what keeps you agile. I think as a business owner, as an entrepreneur is maintaining that contact with the various, you know, kind of flavors of the people in your business and, and who's important. They're all, you know, everybody obviously has a role to do, but you know, not just going through the motions, but really connecting with, with people that aren't necessarily in your lane. Your to do list at the beginning of the day on what you need to do. So that's my kind of secret. And I need to be better at it even, you know, for sure because it pays huge dividends. But I'm pretty good at it. Yeah, nice. Nice.

[Host]

I love it. Well, again, I'd like to thank Fred Meyers, president and founder of Queensborough, for joining the show. You can learn more about Fred and Queensborough by following the links in the show notes.

[Greg Kilstrom]

Thanks again for listening to the B2B Agility podcast. If you enjoyed the show, please take a minute to subscribe and leave us a rating so that others can find the show more easily. You can access more episodes of the show at www.b2b agility.com. that's b2b agility.com while you're there, check out my series of best selling agile brand guides covering a wide variety of market marketing technology topics. Or you can search for Greg Kilstrom on Amazon. Until next time, stay focused and stay agile.

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[Fred Meyers]

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