SKU: 16069019187
planting in fabric pots

planting in fabric pots Smart Pot® Natural Fabric Planters

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Description

planting in fabric pots Smart Pot® Natural Fabric PlantersSmart Pot Natural Color Fabric Planters help your plants thrive, promoting exceptional root health and vigorous plant growth for bigger, more abundant vegetables, flowers, plants, and herbs. Made with natural color, long lasting, porous material that promotes air root pruning, excellent drainage and allows excess heat to escape, producing superior plants. Weather resistant material allows the planter to be reused year after year. Made in the USA. BPA

Smart Pot® Natural Color Fabric Planters help your plants thrive, promoting exceptional root health and vigorous plant growth for bigger, more abundant vegetables, flowers, plants, and herbs. Made with natural color, long lasting, porous material that promotes air root pruning, excellent drainage and allows excess heat to escape, producing superior plants. Weather-resistant material allows the planter to be reused year after year. Made in the USA. BPA and lead free.

Simply unfold, fill and start planting.

  • Stops root circling
  • Excellent drainage
  • Environmentally responsible
  • Lead & BPA-free
  • Performance grade
  • Helps plants thrive
  • Extremely durable & weatherproof
  • Made in the U.S.A.

Pruning Over Circling

When your plant hits the side of the Smart Pot, it stops. The root then initiates lateral root branching as fibrous feeder roots begin to grow from the main root. As the process repeats, the plant develops a full, fibrous root structure that fills the entire container area. Alternatively, when the root reaches the side of a rigid plastic container, it continues growing longer and starts circling the container – with little to no pruning. As the root circles, moisture and nutrients traveling in the root have further to feed the plant. Plant growth inevitably slows.

Optimized for Bigger & More Fruit

In case after case, plants grow faster in a Smart Pot than in other traditional containers. With more finger roots, the entire system can absorb and take in more moisture and nutrients. And the plant becomes fuller, with more branching, buds, and fruit. A Smart Pot, filled with a healthy soil mix, is often a better place to grow than an in the ground. With the Smart Pot, ideal nutrition and ideal drainage help your plants thrive.

Temperature Control

Plastic containers get very hot in the summer when exposed to direct sunlight all day. The temperature inside the pot can easily exceed 120 degrees Fahrenheit on the hot side of the pot. This causes root damage, stunts growth, and stresses the plant.
The Smart Pot aerates the soil. That means there is airflow through the container walls and your potting mix. This results in cooler temperatures that don’t damage your roots.

No More Overwatering

Smart Pots patented fabric is durable enough to withstand the elements and porous enough to release excess water. So porous, in fact, they’ve become the pot of choice for many hydroponics gardeners. But “Smart” enough to distribute moisture evenly. In Smart Pot planters, moisture moves by capillarity – going from wetter areas to drier areas throughout the pot. So you don’t get the “crispy tops, soggy bottoms” experienced in standard pots or all the other drainage issues that come with in-ground gardens. Even water distribution and excellent drainage mean no more root rot from overwatering – just lots and lots of healthy roots and plants.

Vegetable Growing Size Guide

7 Gallon Smart Pot - Garlic, Leeks, Shallots, Lettuce, Spinach, Arugula, Chard, Endive, Escarole, Basil, Parsley, Rosemary, Thyme, Oregano, Sage, Beans, Bok Choy, Kale, Peas, Parsnips, Small Annuals

10 Gallon Smart Pot - Peppers, Artichoke, Broccoli, Brussels Sprouts, Cabbage, Cauliflower, Strawberries, Onions, Beets, Turnips, Carrots, Radish, Patio Cucumbers, Patio Tomatoes, Larger Annuals

15 Gallon Smart Pot - Cucumbers, Potatoes, Summer Squash, Zucchini, Patty Pan, Crooked Neck, Eggplant, Tomatillos

20 Gallon Smart Pot - Tomatoes, Musk Melons, Water Melons, Pumpkins, Sweet Potatoes, Winter Squash, Acorn, Butternut, Hubbard

Specifications

1 gal. - 7 in. base x 6 in. high
2 gal. - 8 in. base x 7 in. high
3 gal. - 10 in. base x 7.5 in. high
7 gal. - 14 in. base x 10.5 in. high
10 gal. - 16 in. base x 11.5 in. high
30 gal. - 27 in. base x 18 in. high
150 gal. - 32 in. base x 18 in. high
200 gal. - 50 in. base x 24 in. high
300 gal. - 60 in. base x 24 in. high
500 gal. - 78 in. base x 24 in. high
700 gal. - 93 in. base x 24 in. high
800 gal. - 99 in. base x 24 in. high
900 gal. - 105 in. base x 24 in. high
1000 gal. - 111 in. base x 24 in. high

Shipping Notes
  • Free Standard Shipping on $100+ Orders to the USA.
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Exchange/Return Notes
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  • Final sale items are not eligible for returns or exchanges.
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SKU: 16069019187

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mary Leach
Louisville, US
★★★★★ 5
Improve any size business-use everyone's brainpower!
Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025
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Verified Purchase
Sal P.
Louisville, US
★★★★★ 5
Great Execution Book!
Format: Hardcover
I just finished "Measure What Matters" by John Doerr. Such a great book full of advice for companies struggling with #execution. My favorite #quotes from this book: "Good ideas with great execution are how you make magic." @Larry Page "Ideas are easy. Execution is everything." "I view this year's failure as next year's opportunity to try it again." @Gordon Moore "Specific hard goals produce a higher level of output than vaguely worded ones." "Set goals from bottom up." "Dare to fail." "... four OKR superpowers: focus, alignment, tracking, and stretching." "Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them." @Andy Grove "When you are tired of saying it, people are starting to hear it." Jeff Weiner "Done is better than perfect." Sheryl Sandberg "... if we try to focus on everything, we focus on nothing." "Growth costs money." "... you can only do one big thing at a time really well, and so you better know what that one is." "Doing too much too soon will definitely end in pain." "To inspire true commitment, leaders must practice what they teach" "Transparency seeds collaboration." "Having a good mission is not enough. You need a concrete objective, and to need to know how you're going to get there." "... my favorite definition of entrepreneurs: Those who do more than anyone thinks possible ... with less than anyone thinks possible." "If you set a crazy, ambitious goal and miss it, you'll still achieve something remarkable." @Larry Page "Stretch goals can be crushing if people do not believe they're achievable. That's where the art of framing comes in." "Feedback is an opinion, grounded in observations and experiences, which allows us to know what impression we make on others." Sheryl Sandberg "Feedback can be highly constructive- but only if it is specific." "Continuous recognition is a powerful driver of engagement." "... a really good company values different opinions." "... behavior defines a company more meaningfully than product lines or market share." "Vision-based leadership beats command-and-control." "People watch what you do more than what you say." "Time is the enemy of transformation." "... there was no shame in trying your hardest and failing, not when OKRs help you fail smart and fail fast." "Goal setting is more art than science."
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Reviewed in the United States on September 20, 2018
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Kevin
Massapequa, US
★★★★★ 3
helpful and moderately entertaining
Format: Kindle
Like most business books this likely could have been a long journal article, but overall still worth a quick read.
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Reviewed in the United States on March 10, 2026
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David E.
Cuba, US
★★★★★ 5
Excellent way to learn about a framework used by Andy Grove and Google. Specific examples and case studies are terrific!
Format: Hardcover
I couldn’t put this book down, so I read it in one sitting. Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats. As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book. Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions. All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
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Reviewed in the United States on April 30, 2018
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Ian Mann
Fort Morgan, US
★★★★★ 4
... Doerr began his career under the tutelage of the great Andy Grove
Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel. In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’” Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool. John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.” OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need. Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not. When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’. Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung. The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required. Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%. The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think. In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon. The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR. When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result. The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.” Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones. The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes. Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities! “There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top. If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues. My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it. Readability Light --+-- Serious Insights High ---+- Low Practical High +---- Low *Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on July 27, 2018

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