Bougainvillea's Profile

Having never heard of relativity media before your post, I found the company’s proposed value proposition to be quite interesting. After all, one would think that with the right analytical tools, 10 years of box office data could prove useful in creating a formula for a tent-pole film. However, perhaps the flaw here lies in the fact that the film industry is a two-sided marketplace and any proper evaluation of a films success should be measured in accordance with changing consumer tastes, trends, etc. If Ryan missed this piece in his analysis, then perhaps diligence is more appropriate to blame than hubris.

While I too am pleased to hear that the MTA is finally embracing the idea of third party app development, one other traditional concern that seems particularly relevant for providing unfettered access to transit data are the security concerns. The Port Authority of New York (including MTA) has always made it clear that its transit system was always target for acts of violence and terrorism, and there have several incidents in the history of the transit system that strengthen the argument of keeping transit data proprietary. I question whether there will be any reversion towards privatizing this data to prioritize safety concerns over transparency of service times and optimized trip planning.

I agree with RFD123 that the value proposition of HourlyNerd may be getting diluted in their quest to monetize through large companies. The appeal of having talented MBAs work on the project at a lower cost makes more sense for an SME or emerging market company, but i do think that the pricing schemes of consulting model may be ripe for disruption as HourlyNerd and similar competitors enter the space. If quality work can be delivered at a fraction of the cost, the powerhouse consulting firms may have to run leaner teams to compete in the long-run.

I think that this is a great platform for moonlighting your talents, and if advertised as such, Fiverr can mitigate the potential “living wage” concerns raised by Grace. Allowing global citizens to commit to passion projects such as the song example seems like a great way to build relationships and engage with others around the world who share your interests.

I haven’t heard of the Hunt, but I totally love this idea. Another reason that this is a great idea is to avoid the socially awkward ( and often deceitful) conversation of asking someone where their clothing is from. One potential issue that I can see is that certain retailers may try to buy popular search terms, and as a consequence dominate your search feed, leading you further away from solving your hunt. If the company can find a way to monetize while staying true to its core, then this app will certainly be appealing to indie designers and international brands as a mechanism to get their products on the radar of global consumers.

I completely agree with NoSocks on the sustainability of ClassPass’s value proposition. Although I had access to a gym this summer through my residence, I signed up for classpass because I wanted the variety that studios offer at times that worked for me. Having taken pilates and barre classes at studios that charge upwards of $35 per class (with access to saunas, steamrooms, and fancy aromatherapy products), I think that the ability to experience these workouts at a time that works for you- in whatever [major] city you are in, will be appealing for the ever-jet-setting millennial consumer.

What an interesting article! I used to own a Nike Fuelband, which was perfect for me because of its seamless integration into my nike running apps on the iphone. In upgrading to a fitbit flex after fuelbands were discontinued, I found that it had both significant hardware issues (not syncing to my iphone app, low battery life) in addition to less of a network effect (I missed competing for “fuel” on the nike system). Based on my personal experience I would agree with your suggestion that Apple and its watch will be sure to put fitbit out of business over the longer term due to its integration into existing devices and its multipurpose use.

I completely agree that Go-Jek can win this war through differentiated customer service. I travelled in Bali and Jakarta during January 2015 and had a horrible experience using the for-hire taxis that aggressively look for passengers outside of popular bars and clubs. Instituting a driver ratings system, perhaps with geo-tags would allow Go-Jek to dominate organized competition in addition to the largely fragmented market of motorcycle drivers throughout Indonesia.

I have to agree with DIGIT Girl that Roku success relative to Apple TV can be highly attributed to price. Having had both devices, I believe that the AppleTV has superior style and functionality, including streaming pictures from your other apple devices and allowing mirroring from your ipad and/or iphone, in addition to all of the other streaming capabilities and network apps offered by both providers. While Roku offers over “2,000” channels, most are channels most people have never heard of, or ones that don’t exist on network tv.

However, as you mentioned that Apple once considered this a pet project, I am certain that their positioning on this has changed given the upheaval of the cable network industry and the recognition of shared revenue offered through subscribing to individual networks through an apple device. The reduction in price point seems to be one step towards them reclaiming their positioning as the preferred device.

Thanks for sharing the video Kathyryn, and great post Anndrea! I find it interesting that Burberry took this leap to court the millennial consumer by embracing digital marketing and demystifying their brand. As your post highlighted the fact that Chanel, amongst other premier luxury brands like Hermes and Goyard, have continued to have low-or-no inventory offered through their website signals that these brands 1) either believe that their brands would become diluted or more accessible by embracing e-commerce, or 2) their sales have not suggested a required change in their marketing strategy. To some extent, I do understand this concern. A few years back, Louis Vuitton(LV) lifted its veil to sell its merchandise through eluxury.com before launching its own direct to consumer strategy. Today in China, sales of LV are diminishing among the ultra wealthy because of its ubiquity and is referred to as a “brand for secretaries” (see below article). I do think this is a balancing act, but it will be interesting to watch how Burberry’s aspiration to become accessible yet remain premium luxury ( surely, with its $2K trenchcoats) pans out over time.

http://www.businessinsider.com/louis-vuitton-losing-sales-in-china-2015-2

Great post HelloSof! I too am a fan of the Nike training club App, purchased sensors for my Nike+ shoes, and even had a first generation nike fuelband (may this technology rest in peace). I do think that as others have said, Nike is catering to the mass market, and “average” runners who myself who like competition, want to push themselves further with simple to use, social sharing and technology with a clean interface. As they are in a volume business, I think this business model makes complete sense. Instead of competing for clientele that would be better served by Strava, Nike focuses its energy on controlling “athletic mindshare” for everyday people and student-athletes. To date, I would agree that it has been a solid strategy and as long as they continue to know when to shift their focus (i.e. the decision not to continue with the fuelband), I think their core product categories will continue to reap the rewards of freebies such as the training club and running apps.