Deeply Absorbing: The ShamWow Story

ShamWow
ShamWow

Across three weekends in the summer of 2007, an Israeli-born filmmaker and entrepreneur named Offer Shlomi shot a two-minute commercial extolling the virtues of the ShamWow, a cleaning towel that promised to soak up 20 times its weight in spilled liquids.

Shlomi—going by the name Vince Offer—handled the yellow cloth with the dexterity of a stage magician, wiping up small puddles and blotting soda-soaked carpets.

The towels were made in Germany. “You know the Germans always make good stuff,” Offer told the camera. And it wasn’t just for the kitchen: you could use it as a bathmat, as an RV polisher, or to dry the dog. “Olympic divers use it as a towel," Offer said. Did they? Who knew?

In contrast to the polished infomercial pitchmen of the era, like the high-decibel Billy Mays, Offer’s approach was more conversational. “You following me, camera guy?” he asked, motioning for a close-up of a wring-out. Even the ad’s catchphrase (“You’ll be saying 'wow' every time”) was delivered as though Offer had just rolled out of bed. He seemed profoundly unconcerned with the whole thing. If viewers didn't know a good deal when they saw it, it wasn't his problem.

The lackadaisical approach worked: millions of ShamWows were sold. Offer became the Chewbacca Mom of his time, a curious personality that lent a new kind of attitude to the kitschy direct-sales market once dominated by chicken roasters and hair-in-a-can.

"The ShamWow Guy," however, would stress that he wasn’t looking to become the next Ron Popeil. (Or the next Billy Mays, who would shortly become something of a nemesis.) What he really wanted to do was direct.

ShamWow

Vince Offer had arrived in Los Angeles after dropping out of his Brooklyn high school in the late 1970s, picking up odd jobs before finding that he could capture attention at area flea markets. Raised on a diet of Crazy Eddie commercials that once showered the East Coast, he spoke quickly and with conviction, pushing items like an early version of the Slap Chop vegetable dicer and honing his blasé attitude.

“Nice doesn’t get people to stop,” Offer told CNBC in 2008. “People stop when you are aggressive and when you bring them in.”

By 1996, Offer had sold enough Slap Chops to fund an independent sketch comedy film he wrote and directed titled The Underground Comedy Movie. The reviews were unkind—The New York Times called it a "sorry enterprise"—but Offer was convinced the raunchy approach could work with the right marketing. After watching an infomercial for the amateur video series Girls Gone Wild, Offer produced an ad pushing the film that ran between the hours of 2 and 4 a.m. on Comedy Central. Underground went on to sell 50,000 copies via mail order, and another 50,000 in stores.

The direct-to-consumer approach made Offer think back to his flea market days. In 2006, he developed a twist on the kind of super-absorbable and reusable cleaning towels common at booths by stressing their value over sponges and disposable paper towels. After dismissing Sham It Up! and Sham It as possible names, Offer settled on ShamWow. (It was a play on the French pronunciation of chamois, a soft leather wipe.) The commercial, shot in Glendale, California, cost $20,000 to produce and began to air in early 2008.

Almost immediately, Offer’s bizarre sales approach captured people's attention. Slate columnist Seth Stevenson endorsed Offer's “street smart” persona. “He makes us feel like idiots for even entertaining the notion of not buying a ShamWow,” Stevenson wrote. “He seems truly dumbfounded that anyone might fail to see the wisdom of dropping $28 … on a set of rags.”

The 23.5-inch by 20-inch rags (and a smaller 15- by 15-inch blue version) came eight to a set, but three of them went for a wholesale price of just 50 cents. The real value was in Offer's demonstration, which made the ShamWow seem like the kind of forward-thinking sponge that would emerge from an Apple lab.

But the towel wasn’t without controversy. Both Consumer Reports and Popular Mechanics tested Offer’s claim that the cloth could soak up 20 times its weight in spills, finding that it was closer to 10 to 12 times for water and soda. (Consumer Reports did, however, endorse its exceptional motor oil-sucking abilities.) A columnist for the Chicago Tribune inexplicably wrapped a ShamWow around his infant’s midsection and declared the towel contained the coming urine without spilling a drop.

Mays was unimpressed with ShamWow's capacity for baby pee. He expressed annoyance that the product was similar to the Zorbeez towel he had already been pitching for two years, asserting that his cleaning wipe was the more effective of the two. But in a 2009 test, Popular Mechanics reported the Zorbeez had simply pushed liquids around while the ShamWow had taken care of beer and even melted snow without incident, the messes “sucked up as if with a straw.”

ShamWow

Offer followed the ShamWow with a pitch for his Slap Chop, inserting innuendo in ads in an attempt to draw more viral attention to the product. (Mays popped up again to counter it was derived from the Quick Chop he had been peddling.) Though he declined to offer sales specifics, Offer told CNBC sales of the ShamWow were “in the millions” and that he had no interest in pitching anyone else’s products.

If there was opportunity to do so, it came to a halt in February 2009, when Offer was arrested for fighting with an alleged prostitute. According to NBC, the altercation resulted in a charge of aggravated assault for both parties. (Prosecutors didn’t pursue the case.) Speaking about the incident in 2013, Offer told NBC that he took “full responsibility” and that the event caused him to throttle back on his partying habits.

He later marketed the Schticky, an adhesive roller, and a cleaning solution called InVinceable, but neither resonated with consumers quite like the ShamWow. The product is still for sale via direct mail, and Offer's face still graces the product's home page, which also makes use of consumer testimonials.

“I received a ShamWow set as a gift at Christmas,” reads one endorsement. “I never used them, but yesterday our toilet overflowed. We opened the box of ShamWows, and they were a real life saver! The ShamWows worked better than both mops we had in the house, and they washed up really well. I'm ordering another set today!"

Bottle Service: How Snapple Took Over the 1990s

David Paul Morris, Getty Images
David Paul Morris, Getty Images

For many consumer brands, the ultimate sign of success is being the subject of an urban legend. In 1985, Procter & Gamble had to refute accusations that their moon and stars logo was somehow representative of Satan worship. In the 1990s, Kentucky Fried Chicken’s publicity department fielded questions about raising eight-legged chickens with no beaks in order to satisfy product demand. In the trifecta of brand disparagement, a rumor circulated in the early 1970s that “Mikey,” the spokes-kid for Life Cereal, had died after mixing Pop Rocks candy with Coca-Cola to produce a combustible blend that blew up his stomach.

In 1993, it was Snapple’s turn. For months, word had circulated in California's Bay Area that the massively popular iced tea and fruit drink brand was secretly funneling money to the Ku Klux Klan organization. The reason? A small “K” appeared on the product label. The rumor persisted to the point that Snapple took out ads in California newspapers to declare they had no involvement with the group.

That such a rumor existed was a kind of testament to the brand's market dominance. Originally founded in Long Island as a regional manufacturer of alternative drinks, Snapple had grown from $13.3 million in revenue in 1988 to $774 million in 1994. Positioned as a healthy alternative to soft drinks, the company used clever marketing, homespun consumer relations, and a relatable spokeswoman to become one of the biggest consumer success stories of the 1990s.

Unfortunately, Snapple’s problems went beyond being falsely affiliated with a racist hate group. Despite their raging success and a $1.7 billion valuation, the company lost sight of the marketing strategy that had catapulted them to a leading position in the beverage market. By 1997, consumers were losing their taste for the “best stuff on earth."

 
 

Arnold Greenberg was running a health food store in 1972 when two old friends joined him in a new venture. Leonard Marsh and Hyman Golden were brothers-in-law and owned a window washing business. On the side, they partnered with Greenberg to create Unadulterated Food Products, Inc., peddling fruit juices, eggs, and produce to other health food stores in and around New York City.

The men intended for their flagship product to be a carbonated fruit juice, combining the fizz of a soft drink with natural ingredients. Their first try, apple juice, fermented in the bottle and exploded, popping off caps and ruining their inventory. The drink was abandoned, but the name—Snapple, a mix of “snappy” and “apple”—stuck. (A company in Texas happened to have already trademarked the name. The three men bought it for $500.)

A bottle of Snapple sits on a table
chrisjtse, Flickr // CC BY-ND 2.0

Unadulterated Food Products did steady business for much of the 1980s selling to bodegas, delis, and other food service locations where people could pick up a bottle to go along with their lunch. In 1987, they had a breakthrough with their approach to iced tea. By bottling it hot, the company was able to avoid adding preservatives, which bolstered their all-natural claims. And by offering it year-round instead of just in the summer, they appealed to consumers who enjoyed the drink in cooler weather.

Snapple embraced their homemade identity. Sipping tea from their wide-mouth bottles was not unlike sipping from a piece of glassware on a porch somewhere; their labels were haphazard in design, the graphics a little lopsided. Compared to the corporate perfection of Coca-Cola, Snapple seemed scrappy.

 
 

Despite the company’s commitment to a casual aesthetic, Greenberg and his partners were taken aback in 1993, when advertising firm Kirshenbaum Bond presented their newest idea for a national ad campaign. They wanted to film the company’s mailroom lady, Wendy Kaufman.

Kaufman had arrived at Snapple in 1991 after getting a referral from a friend’s father who also happened to be a close friend of Greenberg’s. Working in the shipping department, Kaufman took notice of the many letters that were pouring in to the company’s Valley Stream, Long Island headquarters. She asked a supervisor if she could begin responding to them. From there, Kaufman’s job developed into more of a public relations representative.

The ad firm’s idea was to maintain both Snapple’s simplicity and Kaufman’s unrehearsed appeal by shooting a series of television spots that would feature her reading real letters from behind a desk and then following up with the correspondent. One kid wrote in saying he’d make a good mascot; Kaufman showed up with a film crew and took him to mascot school. Another asked Kaufman to be his prom date; she accepted.

For Kaufman, it was an opportunity to distance herself from a self-admitted coke addiction (not the carbonated kind) that had started in 1980. For Snapple, it represented a chance to further their brand identity by passing up the kind of rock star endorsements common in the beverage industry. The 37 commercial spots, shot between 1993 and 1995, were enormously popular, and Kaufman became a mascot on par with Tony the Tiger. She made personal appearances, storming dorm rooms with cases of Snapple. She sifted through 2000 letters a week. Sales jumped from $232 million in 1992 to $774 million in 1994. Snapple was on Seinfeld, on the lips of radio personality Howard Stern, and celebrated for its unique marketing approach.

Then “Crapple” happened.

 
 

In 1992, Greenberg, Marsh, and Golden agreed to sell a majority stake in Snapple to the Thomas H. Lee investment firm, with Marsh remaining on as CEO. Then, in 1994, Snapple was sold to the Quaker Oats Company. As successful as Snapple had been, industry observers were excited to see what a global conglomerate could do to carry the brand further.

As the Harvard Business Review would later point out, fostering an already-successful brand is not as easy as it appears. Quaker Oats had enjoyed an explosion of support for its Gatorade sports drink brand and believed it could apply some of those same strategies to Snapple. Bottles got bigger, from the standard 16 ounces to 32 and even 64-ounce containers. Gone was Kaufman, no longer a good fit for Quaker’s polished promotional plans. They also cut ties with Stern, believing the controversial entertainer didn't reflect Snapple’s growing maturity in the market.

Bottles of Snapple line a store shelf
David Paul Morris, Getty Images

In retrospect, Quaker had erred on all counts. Consumers had little interest in vats of iced tea in 64-ounce containers, preferring to sip smaller bottles at work. They missed Kaufman, who was synonymous with the brand’s irreverence and homegrown feel. And Stern, who could be caustic when he felt minimized by sponsors, began using his considerable airtime to roast Snapple, calling it “Crapple.” The rants were beamed to millions of his listeners at stations around the country.

Quaker had, in effect, misjudged or mistimed Snapple’s graduation from plucky beverage upstart to a dignified institution. The company sold the brand to Triarc for $300 million in 1997. They had paid $1.4 billion for it just three years earlier. Following the sale, Quaker CEO Bill Smithburg resigned from his post.

 
 

Though Snapple’s heyday may have passed, there was still considerable consumer enthusiasm for its more adventurous flavors (like Diet Kiwi Strawberry Cocktail, which was allegedly a favorite among some horses at a Seattle stable) and for a return to less aggressive marketing. In 1997, Triarc invited Kaufman not only to come back and shoot a new commercial but to allow her face to be stamped on every bottle of Wendy’s Tropical Inspiration. And instead of limiting distributors to certain flavors, they shipped out more varied assortments and let consumers decide what they liked.

Triarc’s success was as notable as Quaker’s failure. The company sold Snapple to Cadbury Schweppes in 2000 for $1.45 billion. As part of the Dr Pepper Snapple Group, the brand changed hands once more early in 2018, selling to coffee cup giant Keurig, part of the JAB Holdings investment group, in exchange for $18.7 billion to shareholders.

It’s been a roller coaster of a ride for Snapple, which started in a small health food store, became a part of popular culture, was nearly done in by a misguided marketing plan, and was finally restored to its former glory by a company willing to get back to the basics.

As for that hate group involvement: The “K” on the label never had any connection with Klan activity. It stood for “kosher.”

When the Commodore 64 Ruled Personal Computing

Conor Lawless, Flickr // CC BY 2.0
Conor Lawless, Flickr // CC BY 2.0

In the early 1980s—when the average cost of a personal computer was $2700, and the average American earned just over $14,500 per year—Jack Tramiel decided to do for computers what Henry Ford had done for cars with the Model T: roll out a model that could be manufactured cheaply and efficiently, allowing more people to have PCs in their homes. “We design for the masses, not the classes,” Tramiel once famously said.

The result of Tramiel’s effort was the Commodore 64, a personal computer that brought home hardware from the sterile aisles of specialty stores to mass market retailers like Kmart. Priced at $595 in September 1982, it quickly fell to $400, then $300, and eventually $190. Unlike most PCs of the era, the Commodore 64 could play games. Like the Model T, it didn’t have the sexiest aesthetic—the boxy keyboard housed its guts, while a separate monitor quickly crowded one's workspace—but it was cheap enough to sell 500,000 units a month. To this day, it remains the best-selling single model of computer of all time—an impressive statistic for a machine that sold Dragon’s Lair on cassette tape.

A Commodore 64 computer is set up for public display
afromusing, Flickr // CC BY 2.0

Tramiel, often considered the “anti-Steve Jobs” for his lack of interest in design elegance, was born in Poland in 1928. Nazi occupation forced his family into Auschwitz, where the camp's infamous SS captain/physician Josef Mengele hand-picked Tramiel and his father for work camp detail. His mother survived, but his father died under circumstances that were never confirmed. Tramiel later said he believed Nazi experimenters injected him with gasoline.

Tramiel, who was fascinated with all things mechanical, learned to repair typewriters in the Army. Upon discharge, he opened a typewriter shop in the Bronx before relocating to Toronto in the 1950s. His interest grew to calculators, and by the 1970s, his business—Commodore, named after the Opel Commodore car that he admired—was involved in the burgeoning personal computing field.

Tramiel’s aim was economy, and he bought his own chip manufacturer, MOS, to keep costs down. The result of their efforts was the 6502 processor, which could be rolled out inexpensively and rapidly. After the success of Commodore’s VIC-20, a $300 PC that had a color monitor (unheard-of at that price point), Tramiel focused all of his company’s resources on the Commodore 64.

The C64 had 64 kilobytes of RAM, a speedier 6510 processor, and a music synthesizer. While not quite in the league of the most expensive computers of the era, it outworked the Apple II and its 44 kilobytes of memory. Tramiel hoped it would be a kind of gateway computer, capable of introducing home users to BASIC programming language while amusing them with a library of educational and entertainment software. Programs were sold on floppies—which were invariably slow to load—or on data cassettes that could be played with the addition of a $75 peripheral.

Tramiel was so enthusiastic about the potential of the C64 that he rushed it to market, cramming its parts into old VIC-20 cabinets and prompting a quarter of the shipped units to arrive defective. It didn't do much to undermine the launch; Tramiel sent clear instructions to retailers telling them to exchange bad units without hassle. The machine took off, selling for $595 and promising an eclectic end-user experience. Opposing machines like the Apple IIc, Apple Macintosh, and IBM PC Junior, Tramiel’s model cost just a fraction of the price and, subjectively at least, was far more entertaining. Software titles expanded into the thousands, from licensed games like Ghostbusters to Boulder Dash to quasi-adult offerings like Strip Poker. Serious users had Microsoft spreadsheet programs or desktop publishing.

As manufacturing costs dropped—the unit cost Tramiel about $135 to produce—so did the price of the C64. Tramiel offered a $100 trade-in allowance for people who brought in old hardware, and even allowed retailers to accept old video game consoles like the Atari 2600. By 1984, the Commodore 64 represented a staggering 30 percent of the home computing market.

While the price point was appealing, it was Tramiel’s distribution strategy that surprised competitors. Rather than stick to computer stores, the Commodore 64 was stocked at mass market retailers in much the same way television and game systems had broken out of their hobbyist markets. Seeing a Commodore 64 display at Sears helped normalize the idea of home computing.

But not all users were satisfied customers. While the price kept plummeting, consumers realized that the central hardware was only part of the puzzle. A dot-matrix printer, cassette deck, modem, and other accessories could add hundreds of dollars to their investment. At $50, software wasn’t inexpensive, either. Even at its lowest price point of under $200, a fully expanded C64 setup could run $1000 (which would be just over $2600 in today's dollars).

Still, the Commodore 64 managed to permeate an incredible number of U.S. households. By some estimates, 17 to 20 million units were sold through the early 1990s, at which point PCs with greater processing speeds and more attractive design elements became the norm. Commodore tried upping the ante with the Commodore 128 and other models, but consumers were no longer in need of training wheels. With the presence of a home PC having been normalized and other manufacturers bringing costs down, Commodore fell behind.

Tramiel, who had resigned to run the ailing Atari corporation in the mid-1980s, died in 2012. While his creation doesn’t have quite the same popular recognition as Apple, it might have been the single most influential piece of hardware to come around in the nascent home PC era. A “retro” mini version is due in fall 2018. Naturally, it comes with 64 games.

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