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As you pointed out, GNC’s great asset is its brand. While I certainly don’t lift, I’d imagine this is an industry where brand equity is valuable and products are highly sticky. I wonder why GNC isn’t doubling down on their private label offering — perhaps there’s a significant manufacturing hurdle. I think there’s ample opportunity here for them to lock customers in to a subscription agreement for automatic refills and personalized supplements that are honed for personal goals and body types.
This is a great post! It’ll be interesting to see how this story plays out. Scaling off-line is a tough challenge, and we’ve definitely seen elements of this fail among startups that have provided on-demand labor in food and and elsewhere. I’d be curious to know if Instacart has been revenue-generating on net for their grocery partners instead of cannibalizing sales that would have otherwise happened offline.