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MMason
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Patrick,
I find Warby Parker to be a fascinating case study and I was particularly struck by the price differential between its glasses and those of other high-end brands. Is there more to the “secret sauce” that drives this price differential? Or are other brands simply capturing egregious margins? The first seems more sustainable to me whereas the second would be concerning as Warby Parker continues to grab a larger share of the market. If other brands see it as a significant threat and begin to lose market share, they may drop their price significantly, eroding a lot of the Warby Parker value proposition.
Elizabeth,
Fascinating case study here. I find it interesting how Harry Winston has backwardly integrated in to the diamond mines themselves to ensure access to supply. This move raised two questions for me: (1) is access to a few mines enough to ensure sustainability given the percent of the total global supply controlled by De Beers? and (2) is the business model and core competencies that come with running a high end jewelry and watch brand truly compatible with diamond mining?
Sorry, the last line should read:
Has SolarCity done anything in its operating model to address this key weakness in its business model?
Kevin,
Very interesting company and I find it fascinating how they have found an innovative way to remove the single largest obstacle for the customer – the upfront cost of installation – from the equation. My question is as follows – my understanding is that these businesses would find it difficult to exist without the significant government subsidies and/or credits that exist to support solar energy. Has SolarCity done anything in its operating model to address this key weakness in its operating model?