Anna

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Jet.com – What is the price of disruption?
Anna
Last modified on December 9, 2015 at 5:56 pm
With the elimination of its membership fee, Jet.com sacrificed its major source of profits in exchange for gaining scale. But is this enough to achieve scale?

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On December 10, 2015, Anna commented on Wawa: Rethinking the Convenience Store Experience :

I completely agree with you about the quality products and service that Wawa delivers. To expand on your point, I think one of the most important ways that Wawa is able to ensure consistency of its products and services is that Wawa employees feel strongly that their success is closely tied to that of the company, in large part because employee owns stock in the enterprise.
Wawa meatball subs all the way!

On December 10, 2015, Anna commented on Tabasco: The Original Hot Sauce :

Thanks for sharing!
I agree with you that Tabasco has a great operating model that ensures consistency in its product and flavor. I wonder how Tabasco was actually able to gain the intense following that it has. It’s one thing to have a great distribution network. It’s another thing to provide a product that people want to buy. How did the company convince people to buy Tabasco and gain the scale of brand name recognition that eventually became a significant barrier to entry for other players in the hot sauce market?

On December 10, 2015, Anna commented on Hermès: The ultimate luxury company :

Very interesting! I thought your post brought out two great points:
1) Challenges brought about by competition i.e., counterfeits, necessitates innovation. I wonder if Hermes would have been able to innovate Petith in the same way if the pressures of counterfeits was not strong.
2) The business decision to scale would probably tarnish the Hermes brand as quality and client service would be more difficult to monitor and control. While I think Hermes could certainly amass the operational expertise to build scale, such a decision would not be beneficial for the business.