Awesome article and insight on ASOS! I am impressed to learn that they stock over 80K SKUs and have over 20M active shoppers. However, I am not sure how sustainable this business model is given the 20% commission on sales for third party retailers. As this is greater than the fee structure that Amazon charges, which is continuing to grow in other segments, it may result in margin compression here. Likewise, I believe the ease with which third-party retailers can create their own brands and online storefronts may encourage the ones which are successful on ASOS to leave and connect to consumers directly.
Great article and awesome to get an in-depth perspective on a successful LATAM startup! As mentioned in a prior response, this does sound similar to the ZBJ case we discussed but I think they are better positioned to handle the disintermediation problem due to the network to network connections being addressed by ZUBALE.
However, I believe there is some additional value being left on the table, which can be captured and in turn reduce the leakage of off-platform activity. ZUBALE should consider playing the role of a staffer and project manager on large scale projects which requires several users to participate for longer periods of time. In essence, ZUBALE can have two business models with the first being it’s current matching activities but the second a little more similar to traditional consulting and staff augmentation roles. This could potentially be a path forward to continue to scale and remain sustainable.
Great article on a useful consumer platform! It is interesting to see how they are able to develop a marketplace as an intermediary in this space which is in line with the 3-tier distribution model and legal purchasing requirements. In terms of sustainability, I would not be surprised to see Uber Eats or Door Dash make a move to purchase this platform and integrate it into their existing business models given the value of scale in products delivered and larger cart sizes. I do however believe the user experience and use case here for the current offering is unique and requires a high level of trust and end consumer verification, which competitors may not want to deal with.
Great article Lill and very interesting read! As an avid sports fan, I was impressed to learn that SMT was able to carve itself a piece in the lucrative market of televised sports by providing a differentiated platform for broadcasters. One thing I would be interested to learn more about was if SMT had considered partnering with specific professional sports teams and leveraging their analytics expertise. As more and more professional teams begin to build out analytics departments I could see SMT begin to position themselves as a platform in which teams could use their data insights to inform player decisions and evolve in game strategies. Likewise, I would be interested to know how much value they capture from this platform and if exclusive contracts should be a part of their business model.
Great analysis Leah and really unique viewpoint on what’s next for Starbucks! As brands continue to focus on building a deeper connection with their consumers loyalty programs that collect more personalized data and usage trends will help organizations better differentiate their service and product offerings. I am curious as Starbucks begins to really leverage big data what major changes do they decide to implement. There may be opportunities to decentralize operations and curate offerings providing localized products, location designs, and services which can further help Starbucks capture a larger share of wallet.
Great article and insight into the use of digital technologies in an industry you traditionally think of as archaic! I would be interesting to learn which of these initiatives have resulted in the largest impact for both consumer value creation and value capture. I bet that visitors really appreciate the user-friendly guided tour which they can directly experience while indirectly enjoying the smooth museum operations.