H&M's Profile

Thank you for the great post! I agree that bringing successful creators on the platform is a key factor for the company. While I think Patreon’s business model is interesting, I’m wondering how big addressable market can be since, as mentioned in the article, end consumers have other free media to get to know and enjoy some creative contents such as Youtube for musicians and Instagram for artists (and creators still receive money based on the number of views). Given the financial burden of subscription model for end customers, I believe that Patreon’s target customers might be limited to fanatic fan for specific creators and high net worth individuals who want to help these creators. So, I agree that bringing successful creators who can bring many fans on the platform is fundamental.

Thank you for the interesting article. I agree that focusing on increasing fulfillment capacity is more important and dedicating some resources on Shop might not be a good option in the short-term. While Shop would have a high upside potential and I’m personally curious to see whether Shopify can be a solution to the problem that SMBs are facing when use Amazon (that we saw in XFire case), it would require new resources such as branding, marketing, and end customer services. In addition, the company is facing the lack of fulfillment capacity, which might deteriorate existing customer experiences and let them leave from Shopify. Therefore I believe the company should prioritize an increase of fulfillment capacity.

Great post! I agree that Teledoc should accelerate its SaaS model and put more capacity on the platform, because as HZ mentioned I believe that customer experience is a key for the business. Many customers would leave Teledoc after the pandemic if their experiences were bad. On the other hand, positive customer experiences would generate strong viral leads and a long-term growth. The pandemic gives the company an opportunity to showcase its services to many people who wouldn’t be reached out easily without the outbreak, so they should all-in and speed up to fix the long waiting time problem and provide better customer experiences.

Thank you for an interesting post! It is interesting to see how AI assesses players differently and it might reflect their values more precisely. I fully agree with your concern about PFF’s future since more metrics doesn’t simply mean better and the predictions are the result of a combination of many aspects including many players, opponents, strategy, etc.

Thank you for an great post! As another amateur tennis player, I’m so interested in the product especially to know what was different between my good and bad shots in terms of swing speed, spin, body balance, weight shift, etc., and I would assume many players like me would be interested as well. Assuming PlaySight charges customers on subscription model and given the high switching cost, I completely agree with your opinion that they should focus on customer acquisition with lower price point as long as they can continue product development which makes their technology a reliable practice partner.

Thank you for a great article! I was impressed that the company already has almost 100,000 students enrolled. I understand that the online education market is getting competitive since famous universities entered online education from the top end and the freemium websites such as Codeacademy are increasing a pressure from the low end. I’m curious to see how SE with its AI capability will differentiate from competitors and how the online education market will evolve going forward.

Great article with interesting observation. I agree that defensive moats in commodity services like delivery are incredibly difficult to create and sustain in the presence of multi-homing. I am curious to see the future of this industry. Will we have a winner for each area or a winner for a whole industry? What are the key attributes to become a winner? Is it an amount of VC money to burn to become the last survivor, or is it some creativity or investment to become a differentiated platform? I don’t have my answer yet, but I believe that potential gave changers are an exclusivity with restaurants and an effective loyalty program.

Great article on a unique marketplace. I agree that this platform mitigates the pain point of both the landlords and the businesses. While I believe that Appear Here can try to create a moat against competitors by growing fast and enjoying network effects, a sustainability would be issue since (1) the availability of the retail space depends on the vacancy rate, so the retail space would fall short at some point and (2) it seems difficult to avoid multi-homing, so competitors can copy the same business model with lower fee, which might lead to price war. Thanks again for a great work!

Great article with holistic analysis. By seeing even Upwork, one if the largest job matching platform, is struggling with disintermediation and multi-homing, I found that this industry is difficult to create a moat against competitors given its characteristics of platfrom for service like we saw in the case of Qihoo(not product like Amazon). I agree that Upwork needs some creativity and additional investments to become a stickier platform that participants are willing to pay a premium for over competitors and am looking forward to seeing how Upwork will do that.

Thank you for the interesting post! As mentioned in the post, this service would be great solutions to many people who are uncomfortable sharing the problem in person or who has limited access to doctors. I am wondering if there is enough number of capable doctors who are willing to join this service given it only charges $25 per consultation and treating 100 patients per day seems tiresome. Also, although this is an online consultation, trust from customers in quality of doctors must be fundamental. If there are qualified doctors with an idle capacity, this service might work well, but if not the lack of supply side could be the bottleneck.