The Bulldog: more than a brand, a lifestyle

While the The North American cannabis market continues to grow, companies and investors seeking avenues for sustainable growth will find inspiration in the world’s leading cannabis company, Bulldog.

The smart use of advertising, a focus on the customer, and values that employees understand and support are the key elements of Bulldog’s success. In addition, the company recognizes that its business is not just about its brand but about creating an experience for its customers. Bulldog considers its employees and customers to be part of its family, which is a key factor in the company’s success.

Although the roots of the Bulldog is in Amsterdam, the company exports not only its coffeeshops and cafés, but also its product lineup. With 4 product lines, 2 cafés, 3 souvenir shops, and a hotel in Amsterdam, the company has gone global. The Bulldog Hotel Silver Star, a hotel located in British Columbia (Canada), and a resort in Bali are just the beginning. The company plans to expand into other regions, and its distinctive logo, along with its reputation, are helping to strengthen its customer base.

Henk de Vries, founder and owner of the Bulldog for 40 years, took the time to answer a few questions from Jen Knox for MJINews. Here is our translation of them.

40 years—that's a record. How did the Bulldog celebrate this milestone?

We have 64 employees who have been with us for 10 to 40 years. That means a lot to us, and we want to honor them. On December 17, we hosted a reception with our business partners, and that evening, we held a big party with all our staff, our families, and our friends.

Our anniversary is also an opportunity to thank our customers. Without customers, there would be no Bulldog. It’s a great pleasure to welcome so many people to our business—and not just from Amsterdam. People from all over the world come to Amsterdam to visit the Bulldog and experience the Bulldog. We’re Amsterdam’s living room—a home for everyone.

American companies may view the Bulldog as a model for building a brand, but branding is only part of the equation. You’ve built this company despite numerous obstacles. I’d love to hear your company’s story. How did the Bulldog manage to overcome all these challenges and achieve lasting success?

I grew up poor. I was a little good-for-nothing. I’ve had to overcome a lot of challenges and setbacks over the past 40 years—not just from the government and the tax authorities, but also from people who didn’t want us around.

The Bulldog was founded in 1970, and I first started selling African weed in matchboxes at the Kralingse Bos music festival in Rotterdam. That helped create a laid-back atmosphere. People would smoke a joint, enjoy the music, and just feel connected. In 1975, I took over my father’s sex shop in Amsterdam’s Red Light District and turned it into the very first coffeeshop. That marked the beginning of the Bulldog, a place where people enjoy coming, where they can be part of the big Bulldog family. The freedom to hang out, play games, smoke a joint, and just be yourself—that’s what it’s all about. And it still is.

Where did the idea for the Bulldog logo come from?

The Bulldog logo depicts an English bulldog, inspired by my dog, Joris.

How do you ensure that the Bulldog team is aligned with the company's vision?

Bulldog isn't just a brand—it's a feeling, an experience. We have a history. That's why we invest heavily in internal branding. Everyone who works for Bulldog takes a tour of the Bulldog facilities and receives a booklet. They need to know Bulldog's history.

It seems that your internal branding concept has fostered a sense of shared pride, as well as a sense of ownership of a part of the Bulldog, uniting employees around the company’s overall mission. Can you tell me more about how the Bulldog has maintained these practices?

We believe it’s important for our staff to understand where our values come from, why they matter to us, and how we can apply them in our daily routines. Our employees feel connected to our organization and our products. Our mission is in their hearts and minds. We’re one big family.

The Bulldog is a place where you can be yourself and where people from all walks of life find a home. We want to build personal relationships with our customers. At every Bulldog location, customers experience the same values. The premium quality of our products is very important to us, as are our employees, who bring our brand to life. We don’t just hire people based on their resumes—we also look for their personal values and attitude toward life. That’s why so many of our employees have been with us for over 10 years.

What are the Bulldog's goals for the next 5 years?

We have big ambitions. We receive daily inquiries from all over the world about our franchises. A few years ago, I didn’t think we were ready for that yet, but now I am. However, we remain critical. The Bulldog isn’t a brand you can just put on the wall and think that’s it. The Bulldog is a feeling, a mindset—it’s about treating customers right. That’s why we’re passionate about it, and anyone who wants to do something with the Bulldog must first convince us that they can do it.

What advice would you give to new cannabis entrepreneurs?

My advice isn’t just for cannabis entrepreneurs (although this business is very challenging) but for all entrepreneurs. Believe in your dreams and stay true to yourselves. Don’t let anyone tell you it’s not possible. I’m living proof of that: many of my dreams have come true, and I’m still dreaming. Of course, sometimes you go through experiences that you would have handled differently if you’d known the outcome in advance. But just like life, entrepreneurship has a steep learning curve, and I continue to learn every day. Also, surround yourself with the right people. We have 220 amazing people working with us in Amsterdam. You need people who believe in you and who want to walk this path with you.