Hey, Vitali, this was a very interesting read, especially since you were able to dive into analysis of a few key factors that contributed to RIM’s downfall. It all just shows that even a company that appears to have conquered the enterprise communication world with BlackBerry phones was not untouchable. You pointed out that their R&D was lacking and that they failed to properly listen to and predict customer trends and feedback. Why do you think they did not treat the initial iPhone as a true competitive threat? Do you think that a release of the Storm without so many technological issues could have caused a different future for BlackBerry?
I have never used Munchery, but your post definitely makes me want to! I am used to services like Seamless that offer delivery from existing restaurants, and this business model sounds more scalable and efficient in every way, especially due to the fact that they own the entire process and focus on dinner so that that they can accurately predict demand and handle the resulting routing and logistics. What are the biggest challenges — if there are any — to expanding to other cities, especially ones that already have many large players who offer a greater variety of food?
This was an interesting post, Tara! You explained clearly how Didi Kuaidi creates value by directly listening to customer feedback and adapting its product offerings accordingly, and it is evident that the company understands the unique needs of the Chinese market. Is Uber so far behind because its core product fundamentally does not fit with China, or are there other forces at play. For example, during the Alibaba case in FRC we had discussed the regulatory landscape and other potential reasons why a local tech company would fare better than a US one trying to penetrate this market.