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On December 14, 2015, cfpj commented on : providing authentic advice to Arab women :

This is so cool! Thanks for sharing Eric. A couple of questions that came to mind as I was reading through this:

1) Do you worry about censorship issues in certain countries (especially Saudi Arabia)? I.e., do you think there’s a risk that the country bans access to the Loolia website?

2) I think it’s clear that Loolia creates real value for women in the region, but I’d be interested in better understanding how you plan to capture that value. How does the revenue model work? And how do you think about the appropriate revenue split between Loolia and the influencers who are generating the content?

On December 14, 2015, cfpj commented on Roche Holdings AG :

Thanks for the post! It’s very interesting to see how they’ve chosen to organize their R&D department along the axis of DBA’s. I wonder how other large biotech firms (like Amgen for instance) have designed their R&D organizations and what the pros/cons of the different approaches are.

This was partially referenced in one of the earlier comments, but I would be interested in better understanding their strategy around in-house research vs. acquisitions/partnerships. Biotech is clearly a space where a lot of innovation occurs in academia or in very small single-product companies, so I wonder to what extent Roche’s operating model includes this type of external opportunity seeking as well.

On December 13, 2015, cfpj commented on Hermès: The ultimate luxury company :

Interesting post. A truly amazing company that has managed to create a league of its own amongst all the luxury brands. A couple of points I would be interested in understanding better:

1) Freelance model. I was totally unaware of the prominent role freelancers play in the design process. Do these individuals function as sub-contractors? Given the emphasis Hermes places on human capital (as you highlight), I’m curious how they manage relationships with these third-party individuals.

2) You mention this fact, but it would be interesting to understand how large of a role the family ownership structure plays in the success of the company. I wonder if it’s given them the ability to think longer-term and make difficult decisions that other conglomerate-owned fashion companies are unable to make.

3) Also, very interesting point on scalability. Clearly the business has grown over time, but given the luxury nature of the product, scale is not necessarily a good thing as it can jeopardize the brand’s exclusivity. This is certainly not a problem that most businesses have!

Great stuff, thank you for sharing!