Great analysis. The business model makes a lot of sense, but how does Iora attract top talent to come work there, in order to provide the highest level of patient care?
Great analysis, I thought your points about supply chain, SKU choices and employee pay to be spot on and really unique to Trader Joe’s. I am shocked that Trader Joe’s only holds 4,000 SKUs relative to the industry average of 50,000 SKUs. How can Trader Joe’s continue to manage this unique product selection while scaling the business around the US?
Great job, Rohan. Do you think that there is something Groupon could have done as it scaled its business, in order to prevent the spiral into decline?