年商2,400万ドル（$24M）のオンラインマットレス販売店が実店舗展開で成長中
月商 $2,020,833 · 創業者3人 · 従業員100人 · Livonia, MI
Joe Nashif（Founder, US-Mattress）· 創業 April 2003 · 記事掲載 — · us-mattress.com · 元の記事
2001年にオンライン販売を開始し、その後デトロイトに25の実店舗を展開。月商は200万ドル（約3億円）以上。従業員数は100人。集客はオンラインでの情報提供と、口コミ・SNS・広告（Facebook, YouTubeなど）を活用。最近は実店舗展開に注力し、オンライン販売の落ち込みをカバーしている。2023年の記事公開時点
売値の出典: 公式サイトにアクセスできず。記事の本文（2023年時点）にHastensブランドの価格帯の言及あり（1ドル150円で換算）（2026-10-14 取得）
It is hard to go backward but sometimes it is unavoidable.
広告: Facebook Ads, Instagram Ads, Google Adwords, Bing Ads, Twitter Ads, Taboola, Outbrain
affiliate: Rakuten
分析: Google Analytics
その他: Amazon, Google Shopping
決済: PayPal, Amazon Payments, Affirm
payroll: Paychex
ネットショップ: Magento
業務: Google Workspace, Slack, Microsoft Off..., Trello
reviews: Trustpilot
発送: USPS, UPS WorldShip
SNS: Facebook, YouTube
I operate a mattress retailer called US-Mattress, based in Michigan. We started as an online retailer in 2001, and over the years we slowly added some retail stores. The mattress brands we offer are the major national names like Serta, Beautyrest, Sealy, Stearns & Foster, and Tempurpedic. We carry smaller brands like Tuft & Needle, and Ashley as well as high-end European brands like ViSpring and Hastens. We market our products to all customers because we offer mattresses at all price points. Customers choose our stores or website for many reasons; low prices, great helpful information on our website, or real, helpful expert assistance. For example, we rate every mattress on a firmness scale of 1 to 10 to help people narrow down the bed that’s right for them. Our business continues to generate over $2 million in sales every month. Want to start a bedding company? Learn more ➜
In the past couple of years, we initiated a major pivot in our focus to brick-and-mortar stores and opened 25 mattress stores in metro Detroit. We decided to make this shift because we felt there was more opportunity for growth in stores rather than online. Most online DTC mattress brands moved into retail stores in recent years. The majority of consumers still want to touch and feel a mattress before buying it, so the online market is limited to about 25%. We were able to incorporate our online business model into our stores and create a different and unique experience in our stores vs other retailers. For example, we rate every mattress on our website from 1 to 10 based on comfort. In our stores, we display a representative bed for each rating so the customer can quickly determine what Comfort Scale number they prefer. Then that quickly narrows down the selection process to other factors like price and features. The consumer can choose between what we have in our stores and what we offer on our website using large monitors in our stores. This has been important to our business because it helped our overall business grow while our online sales softened. In combination, our monthly revenues continue to be well above $2 million. We also opened a specialty mattress store called Hastens of Birmingham. This store features the global brand Hastens, which is the leading high-end mattress company in the world. These beds range from about $7,000 to $500,000+. The most popular beds are $60,000. This is a very distinct niche market that is growing and we hope to enjoy long-term success with Hastens.
Post-pandemic consumer shifts have taken people’s interests away from purchasing home goods and back to services. This is impacted our online business as well as our stores, but the online pullback has been more significant. Also, recent inflation and stock market declines have dampened consumer confidence and further impacted sales. It is hard to go backward but sometimes it is unavoidable. This has forced us to cut back our expenses to keep our costs in line with sales. It is hard to go backward but sometimes it is unavoidable.
Business in home goods boomed during the Covid lockdown since people were spending so much time at home. We knew this would not last, but we did not plan for the pullback. So now we’re reacting to the pullback rather than being ahead of things. It would have been smarter to be proactive and manage things more diligently at the time.
Our immediate plan is to adjust our business to the recent pullback. And the longer term we look forward to growing our retail stores which have proven to be successful. We’ve established a strong foothold in our local metro Detroit market, which we did very quickly. We’re excited by what we’ve accomplished in the past few years in retail and we’re confident in the future growth. With our robust national website, we also have the opportunity to expand into other markets by leveraging our web presence.
I like to keep up with industry and business news, so I read industry trade publications and the Wall Street Journal for general business news. It helps me understand what is going on in my industry and the general business climate as well. I find this useful because it gives me perspective on how to assess our business (are we trending like other businesses, or are we demonstrating something different).
It never ends…. The rollercoaster of business ups and downs never ends. The things that cause the ups and downs change, but the ups and downs continue. So enjoy the highs and expect the lows to follow. Then persevere and react as necessary when the lows come because those will be followed by business upturns eventually.
With our focus on retail stores, we’re looking to add people to our sales team. We look for people who have good people skills, like helping others and bringing positive energy to our organization.
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