This has been such an interesting read. I was not aware of Patagonia’s social mission and B-corp status until now. It’s interesting to see how Patagonia has flourished because of its high quality products and environmental mission. I’d love to understand more about how being a B-corp has helped its profitability (certain tax benefits perhaps? increased mind share in socially conscious customers?).
Nevertheless, this seems like the best company to work for: contributing to a great cause, creating tangible value for customers, and incredible culture (Surfing during lunch time!).
Thank you for such a great post Satoshi!
The subscription model has truly made such a expensive “gadget” affordable for many consumers and businesses. Its developer community and online SDK platform will allow developers and individuals to generate content for the platform, creating a network effect.
I’m really fascinated by artificial intelligence, and excited to see how Pepper will be used in both consumer and business settings in the near future.
Thanks for introducing JD Haochen.
Its expansion through logistic network is truly impressive. It seems like it has created its own barrier to entry through its investment in logistics. Without developing its own delivery system, would smaller competitors be able to enter the market by partnering with local fast delivery companies?
As I read of JD’s profitability status, I wonder how it has been trying to improve margins? Is it through better negotiation with suppliers? How diverse have its products been (from its 3C root)? Is it considering diversifying its revenue stream into any other products like Amazon?
This has been a pleasure to read. Kraft and Heinz merger has clear operational synergies with their distributional channel – no wonder Buffet was in support of the deal! And the 3G ZBB method clearly extracts great cost savings, from examples of Burger Kings, Tim Horton’s, etc. I would imagine given their economy of scale, they would get synergies in other areas as well – HR, standardization of system, purchase of raw materials, processing, etc. But you are right, the distribution channel synergy alone is already very significant.
I’m excited to see the execution of this deal and realization of savings and synergies for the next few years. It will be interesting to see how this powerhouse company changes the dynamic of the food and beverage industry in the future. Will we see more mergers similar to this?
Fascinating post. I was not aware of Mint before and will definitely look out for these differentiated seats in my next Jetblue flight.
It’s interesting that through Mint, Jetblue has been able to force the legacy airlines to lower their prices on competitive routes by 30-40%, yet still manage to increase their own revenue. Given their legacy as a LCC and their new entrance to the premium seating airline space, I wonder how much they are pricing their Mint seats on these routes relative to competition and if it has made an impact in business travelers’ mind share. If Jetblue intends on entering into this business market, it will be interesting to see how their future branding efforts (ads, social media, etc) cater toward this new market to increase their market share. In the future, I’d love to see how they manage / innovate on their operational model to cater to this change in business model.