Wow – I’ve never visited a Publix, but now I want to!
This is a fascinating example of how companies can focus on innovation in service (over product) to differentiate themselves from peers – particularly interesting in the grocery segment, where there’s historically been limited differentiation. Do you know how they have manage to scale their model and ensure consistency of customer service as they’ve grown? They’ve clearly figured out how to do it right, it seems like a lot of other companies can learn from them!
It would also be interesting to see how Publix fares versus Walmart in a recession – I wonder if customers are willing to continue to pay the premium to support this higher cost operating model?
A great post, Sam! Like Ashley, I’m a HUGE Osprey fan – I lived out of my Ospery pack for 7 months while I was traveling!
I found it particularly interesting how much of their operating model focuses on the human side of their operations – co-locating design and production, human quality control, etc. Do you know if they have any plan to expand into products beyond backpacks? I have to imagine the backpack market is somewhat limited, so it seems like they’d have to look elsewhere for growth. It seems like they’ve really fine-tuned their operating model to make great backpacks, but I wonder how transferable it would be if they wanted to get into tents or apparel or footwear or something.
It would also be fascinating to learn more about what it took to move operations to Vietnam – I have to imagine there are some best practices and learnings for other companies considering doing the same!
Fascinating post! I’ve only eaten at sweetgreen a few times, but always really enjoyed the food and experience.
I really admire the way they partner with local farms to bring the freshest ingredients to their customers, but after learning more about supply chain dynamics in TOM I really wonder how they manage theirs. How do they ensure they have enough supply to cover each days demand? And how do they manage shortages? I could imagine that could be very problematic if it’s one of their staples, like lettuce or tomatoes.
I also wonder how they select and imagine their suppliers – I imagine it takes quite a bit more work than placing an order from Sysco. Do you think those costs get passed along to consumers?
As mentioned in several previous comments it will also be interesting to see how they scale this model!