Leonardo Hugo Lujan

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On March 17, 2020, Leonardo Hugo Lujan commented on Drizly: A refreshing business model in the delivery app landscape :

Great post Megan, thank you very much for sharing! Following up on your last reflections about the ways Drizly could make its business more sustainable, I was wondering if in addition to offering value-added features for users they can find ways to develop their relationship with local retailers, providing them with more user data, management best practices or even apps to improve their business performance. I think that reducing multi-homing is the only way they have to raise barriers for new entrants, whether small competitors or big players (who will enter sooner or later).

On March 17, 2020, Leonardo Hugo Lujan commented on Gojek – A Motortaxi for Every Need :

Thanks for the post, Bastian! I agree with you PZ, and it is also interesting to note that all the localization efforts that they made in Indonesia were abandoned when they started to quickly expand to other markets. If localization is the key element to succeed in these clusterized network structures, then it would be recommended for companies to expand internationally at a slower pace, establishing partnerships with or investing moderately in local players rather than competing against them.

On March 17, 2020, Leonardo Hugo Lujan commented on ZUBALE – Revolutionizing retail execution in LatAm :

Great post James, thank you for sharing!

They seem to create a solution for a very cumbersome interaction of companies with their distributors. Nevertheless, on top of the factors you mentioned about their business sustainability, it would be also interesting to analyze what would be the regulatory reaction to this market. As with other platforms businesses, low-skilled workforce flexibilization usually tends to generate a regulatory backlash (such as Instacart or Uber) and in this case, it should be even more exposed since there are big companies on the other side of the platform.

On February 11, 2020, Leonardo Hugo Lujan commented on SendWave: Plugging into Africa’s Mobile Money Web :

Great article! On top of the arguments that you have elaborated, I think that a big competitive advantage they have is their current user base. As a business with strong network effects (same-side), low differentiated market (there are no multiple products per company) and high multi-homing costs, it seems reasonable to think that this will most likely be a “winner-take-all” or 2 winners-take-all market. In this sense, Sendwave is extremely well-positioned to react to new entrants and adapt to long-term cash-less trends. It will be also very interesting to learn what are the next steps they are planning and if the money transfer success is considered as a key opportunity to offer complementary financial products for the same customer base.

Really insightful post! As you mentioned, it’s very interesting that Airbus is already finding a way to monetize urban air mobility and at the same time generating the expertise needed to run these operations in the future and adjust their product development initiatives. I agree that an integrated approach could be extremely helpful during the early beginnings of this space (which, as you described, will need several years of infrastructure and regulatory coordination to be deployed), but I think Airbus will be better off if they focus on the vehicle production and the monetization of its products with an innovative per-ride fee pricing model, leaving the operation of the platform for better-suited mobility platform players, who have access to the customers by offering a broader and optimal set of mobility services. It will also be very interesting to understand if simpler solutions could continue to shake this industry and limit more complex and capital intensive sectors to serve a super niche customer segment.

On February 11, 2020, Leonardo Hugo Lujan commented on Flexport: Disrupting international freight shipment :

Great article! It is clear that Flexport made a huge change in the freight shipping sector and that within this sector they will be able to keep their competitive advantage. However, I still wonder what would be the reaction of other Supply Chain Management software providers and logistics giants (DHL, FedEx, etc.) as they recognize an emergent big winner in one vertical of the Supply Chain that could expand to other steps of the process. In this sense, I wonder if Flexport will decide to focus on freight shipping or if it will try to expand beyond that vertical and fight with different players to become a one-stop-shop for the logistics industry.