When Mark Murrell entered the lobster business 16 years ago, he knew little about selling or shipping seafood. What he did understand was storytelling and hospitality. The challenge of figuring out everything else became part of the appeal of stepping into something new.
Today, his company, Get Maine Lobster, works with local fishermen to send seafood from Maine’s docks to customers around the country. Yet Murrell’s ambitions for the business extend beyond getting an order from one place to another. He wants customers to associate the company with an authentic Maine experience, including the way his team responds when plans do not go perfectly.
That distinction matters when dinner is waiting on a delivery.
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For someone ordering Maine lobster from hundreds or even thousands of miles away, the experience begins well before the food ever reaches the plate. Murrell and his team think about the gathering that surrounds it.
Their focus is on helping customers create memorable meals at home, whether the occasion is carefully planned or simply an excuse to put something special on the table. Get Maine Lobster has now served more than 500,000 people, giving the company years of experience with the expectations that come with shipping a Maine tradition directly to someone’s door.
Among its bestselling products are lobster rolls and lobster tails. For first-time customers, the company prefers to steer shoppers toward tails weighing six to seven ounces or more, which Murrell says are associated with a higher return-customer rate.
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Images Source: Get Main Lobster
Murrell’s definition of hospitality includes the less photogenic parts of running a food business.
His goal is for Get Maine Lobster to become a standard for service, particularly in how the company handles mishaps. Shipping perishable seafood across the country creates moments when communication and problem-solving matter as much as the original purchase.
That attention to the customer experience is reflected in the feedback the company has accumulated. Murrell is especially proud of its nearly 20,000 five-star reviews, a figure he considers a reflection of his team’s intense focus on the people placing those orders.
The same philosophy has occasionally taken more personal forms. Murrell began randomly paying for customers’ orders as acts of kindness. Some customers responded by doing the same thing for someone else, turning an individual gesture into an informal chain of generosity.
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Get Maine Lobster’s growth has brought Murrell recognition well beyond Maine. Chase Bank selected him for a national advertising campaign, the business has hit the Fortune 5000 twice, and it grew 600 percent in 2020. The company has also received multiple “best in” distinctions, including a No. 1 lobster delivery ranking from Good Housekeeping.
For Mark Murrell, however, the review count carries particular weight because it comes directly from customers.
After 16 years, the business is still rooted in the qualities he brought to an industry he initially knew nothing about: storytelling, hospitality, and a willingness to learn quickly.
The standard he wants to set is straightforward. If someone cannot travel to Maine for the experience, Get Maine Lobster wants to bring as much of Maine as possible to their table, then back it with service that makes them want to return.
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