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On December 14, 2015, Selin commented on Akindo Sushiro: Tasty Sushi for All at $1 per plate :

Tak, this is great, thank you for the post! I, too, am reminded of Benihana’s operating model here, but think that Sushiro takes it to the next level. I love the data gathering mechanisms they have integrated into the operating/business models, and think they could expand on this capability moving forward. A prior comment suggested that they could build a mobile app that saves user preferences and allows customers to order and pay more easily; I like this idea and also think that they could be implementing parts of this into the restaurant sans any mobile app, as well. For instance, tables could have a screen of some sort where they could log in/save their preferences, and over time the restaurant’s system could gather data on individual customers who opt in, making sure to stock their favorites whenever they make a reservation, or perhaps even send a special sushi plate to them on the conveyor belt for special occasions. As much as I love this model, I wonder if there is a point at which an appreciation for the craft of sushi-making, which may take longer to make and be more costly, trumps the appeal of automation and inexpensiveness. For now it seems like there is a place for both!

On December 14, 2015, Selin commented on Akindo Sushiro: Tasty Sushi for All at $1 per plate :

I will be commenting more below, but I agree with Cynthia and want to be part of the US chain idea, please!

On December 14, 2015, Selin commented on Yoox: The Internet of Luxury :

Thanks for sharing, Aparna. Reading this has sent me down a dangerous online shopping hole… but has also shed a lot of light on the operations behind these increasingly-popular retail consumption channels. I would echo many of the above comments related to how YOOX plans to remain viable in the midst of so much competition. Consolidation (like with Net-A-Porter) is one method, but ultimately, to Luca’s point, I think they will have to establish a stronger brand identity to retain what I would consider a fairly-non-sticky customer base. They clearly have an edge in terms of the relationships they currently foster, but how will this change over time? I actually had not heard of The Corner, but think expanding their reach to help promote emerging designers may be an interesting avenue for them to continue to expand, particularly as they flesh out the full “fashion ecosystem” they seek to build. I am also intrigued by Carrie’s brick-and-mortar idea and how that would logistically fit into the operational model of the company. If they want to keep overhead as low as possible, this may be unfeasible, but if they are looking to build a stronger image and integrate themselves into their core consumers’ lives by being as present and easily accessible as possible, it may make sense. For now it seems like YOOX has a strong foothold in the online retail space, and I will be curious to see how they preserve/expand this market share moving forward.

On December 14, 2015, Selin commented on Harley-Davidson: Being Bad Can Be So, So Good :

Do they make Harley’s for people as short as me?? Thanks for this great post, Matt; while I am not at all surprised that you chose this topic, I have learned a tremendous amount about H-D through your note. I didn’t realize they use our beloved Toyota JIT model, which makes a lot of sense for a product that is so customized. I was also really pleased to read that being leather-clad and tattoo-ridden does not preclude environmental consciousness; from the electric LiveWire project to the waste reduction in production/packaging, it seems like Harley is really thinking about it’s environmental footprint, which is great to see from such an industry leader. Paired with their new rider training and with the apparel side of the business, it sounds like H-D is well-positioned to continue its upward trajectory moving forward. I would echo the safety concerns mentioned in a prior comment, but to your point in your response, I think that goes beyond the scope of what H-D can control and becomes a broader transportation consumption issue. I also wonder what efforts are being implemented to retain more global customers outside of the Street line of bikes. Since Harley positions itself as being so much more than just the bike, how are they selling the culture/raison d’etre in regions where potential consumers may be less familiar with the brand? That said, expansion is a good problem to have, and I look forward to seeing what’s next for H-D!