Grocery Outlet’s value proposition for customers reminds me of the many dollar stores that we have seen this semester (Dollorama, Family Dollar, Dollar General, Dollar Tree…) in other courses. However, in recent years these dollar stores have done a great job of developing consistent sources of low cost supply, reducing the need for their purchasing teams to constantly search for overstock items from manufacturers and providing certainty for consumers about what will appear on store shelves. It appears as though Grocery Outlet is still heavily dependent upon purchasing overstock lots on an opportunistic basis. How do they evaluate this risk? Do margins vary significantly product-by-product or quarter by quarter based on their ability to find these overstock opportunities? Can they ensure that they will always have certain types of goods in stock?
What percentage of events organized using Eventbrite’s ticketing platform are revenue generating events versus free events? I really like the freemium model that they have built, as it locks in users even with events that do not charge admission.
Excellent post – I particularly enjoyed the video depicting daily flights for FedEx. Quite impressive! I was struck by the fact that “FedEx is colloquially known as an airline that owns trucks, unlike its nearest competitor UPS, a trucking company that owns airplanes.” Does FedEx generate most of its revenue from overnight and second day delivery rather than from FedEx ground? How much of FedEx’s business is based on documents versus packages, and is this business at risk as legal documents can be more easily executed electronically?