Megan Trout

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On December 6, 2015, Megan Trout commented on The IKEA Concept: More than just a good meatball :

Great post Jessica!

One thing I have noticed over my years of shopping at Ikea is the constant use of the same screws/nuts/bolts/nails etc and tools in all of the furniture I have purchased. From a dresser to a desk to a bookshelf – it is the same small nails, same nut and bolt combinations, and that same weird L shaped tool to connect it all. In addition to your comment regarding economies of scale on the vast size of Ikea worldwide and the engineers’ attention to low cost, I would be curious to know just how much savings comes out of utilizing the same hardware over and over across numerous designs rather than making each unique.

Obviously keeping the hardware similar and simple makes the below linked photo of the Missing Parts available at Ikea that much more possible!

On December 6, 2015, Megan Trout commented on Omaha Steaks: Multi-Channel Expansion :

Great post Meghan!

Having lived the last 3 years not too far from an Omaha Steaks Retail Store, I received weekly coupons in the mail for their packaged bundles of varying sizes – a certain number of steaks, twice baked potatoes, sometimes even desserts etc. Given the size of my freezer and the size of these packs I was never able to buy one. However I expect with the increase in consumers looking for and buying in bulk, there is a lot of value in such bulk bundle packaging. In your research did you find anything attributing the growth of Omaha Steaks to the introduction of these bundle packages? Obviously quality is key for repeat buying, but I’d be curious to know whether these strategies to get the consumer to buy more than one steak at a time has also lead to some of the substantial growth?

On December 6, 2015, Megan Trout commented on AB InBev: Getting High on Growth :

Anirban – great post! Thanks for pulling this information together!

My question is along the lines of Reid’s but from a different angle. At what point does the scale become an issue at engaging and inspiring the whole company? I understand the push for a unified global company, but at what point does that unification hinder the ability for the plant engineer, as you referred, to make a decision on his/her own responsibilities? In watching Carlos Brito’s speech at MIT I recognize the value in hard working people recruiting other hard working people, but I don’t know if I fully understand AB inBev’s ability to ensure each of those hard working individuals is empowered to make and drive decisions at the local level when the company pushes for a global strategy. Thoughts?