COVER STORY
its research and development team. With talent from some of the top universities in the country, this dedicated group of engi- neers is committed to finding new ways to improve the sleep experience. “We don’t have many industry veterans in our R&D groups saying, ‘Hey we should do it this way because it’s always been done this way,’” Tan explains. “It would be relative- ly easy to build a power base by going out and sourcing existing products off the shelf, putting them together to create something that moves on command. Instead, we start from scratch. We design our products in- house, from the circuit board designs to the steel structures to writing our own code for bed controllers and apps. This allows us to develop unconstrained by supply chain or off- the-shelf market limitations, and also ensures that we deliver a premium quality product that our customers can count on.” This was one of the driving forces behind
the construction of Reverie’s new Innovation Center. Opening next month, this manufactur- ing facility will bring together the company’s creative designers and engineers to work on improving production efficiencies and pro- cesses. As the central domestic location for Reverie’s power base production, the primary goal of the new facility will be to create cus- tomized products for its retail partners. “Customization is an inherent part of our product line-up, but it’s also an inherent part of how we do business with our partners,” Tan says. “Being able to customize our ser- vice offerings to them as well, from customer service to the order fulfillment and logistics programs to the lineup on the floor to the product itself, are all very important.” The Innovation Center will also serve as a testing location for Reverie’s future domes- tic manufacturing practices. Though finding suppliers has been challenging, the compa- ny is committed to building a more robust supply chain because it can see the tangible benefits of doing so. It will not only enhance Reverie’s customization capabilities, but pro- vide the company with greater control over its supply chain, help mitigate risk, improve their
How To Make The Most Out Of Your Adjustable Program
“Always show the adjustable foundation. Ideally, you have one under every single mattress on your floor. If you don’t show it, you can’t sell it, which means you are losing more than $1,000 per ticket. Make the power base part of every mattress presentation, not an after- thought. Let the customer experience Zero Gravity and massage, and help them visualize how the product would personally benefit them daily. Here are a few questions to help fuel the conversation: How many pillows do you currently use? What do you do in bed (work, read, watch TV, etc.)? Are you on the same bed schedule as your partner? What are your health issues (back pain, neck pain, acid reflux, snoring, etc.)? At the end of the presenta- tion, make sure the customer stays on the bed until they are flat, to demonstrate how boring and uncomfortable life is without adjustability. ”
—Martin Rawls-Meehan, Reverie President and CEO
fulfillment efficiency and create more jobs within the community. In turn, this will help Reverie continue to develop more actionable sleep solutions. The company recently worked with the sleep lab at Michigan State University on a comprehen- sive sleep study that explored and quantified the benefits of the Reverie sleep system. The results revealed a few key trends: subjects that slept on a Reverie sleep system reported higher level of comfort in-bed, a more positive affect upon waking and a reduced amount of sleepiness throughout the day. Additionally, subjects also performed much better on a variety of different cognitive tests. This study helps prove what Reverie has always known: people perform better when they sleep on a bed that’s personalized to them. When it comes to the value of sleep prod-
ucts, though, there is still a significant gap between where the average consumer is and where the bedding industry would like them to be. In an age where Americans spent an estimated $41 billion on sleeping aids and remedies last year, why are they still so resis- tant to invest in new sleep technology? “We limit our possibilities when we fight each other over market share in the current $15 bil- lion mattress industry,” Tan explains. “We need to think differently about who we are as an in- dustry and how we’re going to grow the market. Given the importance of sleep to our overall health and well-being, our industry should be
three times the size that it is today. Our compe- tition isn’t each other, it is anything that people are spending their disposable income on in lieu of a better sleep system. If we focus on dis- counts, price and market share we are missing the point—that’s just not a formula for creating sustained growth or a healthy industry. The market is so full of opportunity, we just need to go out there and realize the potential.” By positioning both the mattress and base as essential parts of the overall system, Rev- erie is helping retailers unlock new sales op- portunities—and exposing consumers to a new kind of sleep experience that is customized to their needs. Looking ahead to the future, Reverie plans to continue its quest for greater innovation, in addition to helping consumers better understand the value in upgrading their existing sleep system. Retailers play a major role in this process, which is why the compa- ny has developed a robust marketing program that provides easy access to assets and train- ing information in more bite-sized packages. Ultimately, Reverie is working to equip the RSA with products and information that will help the end-consumers start thinking differ- ently about the value of sleep. “Just broadly, we want to continue to dis-
rupt,” Tan says. “We want to get people think- ing differently. We’re going to try to keep pushing the envelope and looking as far out as we can for inspiration.” Visit
reverie.com
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