Emre Sahin

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On December 15, 2015, Emre Sahin commented on Tinder: Business vs. Operating Model – is it a match? :

Great pick, great article.
(1) I don’t think that a matching company with flame in their logo is aiming to form romantic relationships. (2) There is circulation in terms of number of people in “the relationship funnel”. As Tinder pushes new people in, there sure will be some other users joining the potential customer base. So, after reaching a critical mass, tinder will easily be the established brand of this market as Facebook. It needs to add ancillary products like Facebook did to renovate itself, keep the user attention on and to strengthen company’s position in dating market. Secondary struggle will be connecting these new products to monetization instruments. Do you know any plans around how company is planning to expand its product offering and its monetization instruments?
Thanks again for the very interesting article. It is particularly intriguing after having the Facebook case in class

On December 15, 2015, Emre Sahin commented on In-N-Out isn’t your ordinary Fast Food Burger Chain :

aaron, thanks for making me hungry at 2am. As a foreigner, I can tell that In-N-Out is by far my favorite burger chain. I am curious to hear one thing though. I understand that simplicity and proximity to distribution center are quite essential part of their operating model, thus they need to make a large capital investment to enter the East Coast. Do you know the company’s expansion plan in the near term?
Secondly, I was planning to open a doner kebap (Turkish fast food) chain in the East Coast and know that lots of international cuisine fast food chains are popping up in that region. Do you have any view around how is increasing competition impacting In-N-Out? Do they have a gameplan against this competition
I love food service industry. Thanks again for sharing such fruitful article

Good job Dany. I would be curious to hear your answer on following questions :
(a) We have seen in the news that McKinsey started its “Implementation Practice”, with a slightly different proposition and operating model than its core strategy arm. How does this new practice work? How does it fit to McKinsey’s strategy? How does new practice tie back to its business model?
(b) Does McKinsey’s operating model differ from its competitors?
(c) How does McKinsey incorporate advancing technology into its operating model?
(d) How does the expert path differs from consultant path? What are the different capabilities and know-how requirements for each?
Very well done again