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AkeelRangwala
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Great post Michelle! I agree Harry is a very interesting company and you brought up some key points on the distinct qualities that differentiate its business model vs incumbent brands. One part of their operating model I am still a bit confused by is their decision to purchase a factory in Europe. I worry that as a US start-up, they will spend too much time dealing with supply chain and manufacturing issues in Germany that will divert attention away from marketing efforts in the US to rapidly build scale to capitalize on its first-mover advantage. On a similar note, when their existing factory is fully utilized, it is unclear to me how easily it will be for them to bring new capacity online. I say all of this with the assumption that consumers care about good quality razors, but that the primary value proposition of the Company is its convenient delivery to end users and its lower priced items.
Do you think Harry could have entered into partnerships with the existing European manufacturers to de-risk the business by avoiding capital intensive projects? Or would the negatives outweigh the benefits?
Hey Bass,
Thanks for sharing this interesting write-up on Emirates, one of the few airlines that I have truly enjoyed flying on. I am really impressed with their ability to be a cost-efficient carrier, while at the same time constantly upgrading their fleet to ensure they have top-of-the line planes. Do you think this creates a potentially risky situation for the airline? If demand falls off a cliff or capacity rises from increased competition, then Emirates will be stuck with underutilized expensive planes?