Thanks Bastian for the interesting article. Gojek’s success in Indonesia underlines the importance of having deep knowledge of the local market and tailoring its strategy and tactics to suit the context and customers. We often see copycats, transplanting the same business model from one geographical market to another, in an effort to replicate the success of the original company. While this may work some times, especially if two markets are similar, it’s often not the best move to ensure the sustainability of the business. In the case of Gojek, it’s fascinating to see how the company established local partnerships early on, helped clear the hurdles of low banking adoption, and leveraged its core competency in motorbikes to expand into adjacent services.
It’s quite concerning to see that ASOS has expanded into private-label as this move may alienate the existing suppliers. I see this action similar to Amazon moving into private label and undercutting suppliers. It seems that most of the company’s value creation comes from the demand side (i.e. building a strong branding, offering a wide variety of SKUs to consumers), but it’s also important to create values for suppliers to reduce the risk of multi-homing
Thanks for the great post Megan. It’s interesting to see how Drizly found a white space in the spaced entered this space as a niche player. I think through its narrow focus on alcohol, it can escape the radar of other large players who are often constrained by selling alcohol. In addition to offering alcohol, I wonder if Drizly can expand into adjacent products such as tobacco (also heavily regulated category) or complementary products such as cheese and flowers. This way, it an increase its target customers to not only those who are serious alcohol drinkers but also people who wouldn’t mind a glass or two of wine + other products.
Thank you for sharing. It is interesting to see DataDog capturing the trend of rising cloud computing and developing a complementary package of tools to help companies better handle their cloud systems. It seems like DataDog has competitive advantage against its competitors and therefore it’s important for them to continuously innovate and develop better products in this rapidly-changing environment. The future for DataDog is uncertain and the questions you posed about its strategic directions going forward are very interesting. I think it’s important for them to focus on their core competencies and don’t spread themselves too thin by wanting to do everything at the same time.
Thank you for sharing. It’s quite sad to see this industry slowly dying because of digitization. I think the decline of local journalism is inevitable, but the options you listed out are promising. I like the first option the best. The local content players have to join forces, through partnership or M&A activities, to deliver high-quality, real-time content to the local community. I think a consolidation is the best route as this can help local media agencies to achieve cost synergies (i.e. sharing resources, decrease number of headcounts, etc.) to become more financially sustainable in the long run, especially when it is competing with asset-light internet players.
Thanks for the article Joe. I remember going to the Louvre and had no such technology like this five years ago – how I wish I could have used a Nitendo device for better educating myself on the different artworks. It’s incredible to see that they are embracing technology in such a traditional museum sector. The data that they use to drive decisions is quite interesting. I wonder if they can collect more information about visitors such as their age, occupation, etc. since they may be useful for figuring out trends among a certain demographic group. These trends can then be used for giving more personalized recommendations to visitors as they walk in the Louvre for example.