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Hi Adam,
This is a very insightful post! Actually I loved Krispy Kreme Doughnuts in Japan. They have excellent operation and attract lots of customers even though they have to wait for 30 minutes or sometimes an hour in my favorite store. On the other hand, they are a lot of competitors not only in doughnuts but also in other sweets, and the demand is volatile: sometimes I had to wait for an hour, while sometimes I could buy without waiting. I am curious about how they manage this variability given that the doughnuts is a kind of boom and the demands fluctuate over the time (sometimes month by month).

On December 14, 2015, Tak commented on Goods Doing Good: Sustainable Luxury at Maiyet :

Hi Selin,
I have never heard of Maiyet, but this is very interesting business/operating model! I am particularly interested in how to retain artisan globally because it would be one of the important key success factors for Maiyet. On the other hand, I got also curious about how sustainable it is. Good business models will be copied quickly by peers. Can Maiyet keep its competitive advantage? How can they guarantee it? Also, as others mentions above, I think the segment can get broader than luxury. I want to know more about how closely business model (especially value proposition) and operating model are aligned with each other.

On December 14, 2015, Tak commented on 16 Handles: Too Hot of a Business to be Frozen Yogurt :

Hi Andrea,

I agree with Nora. I wonder if the company should be spending its capital on prime real estate versus focusing on the core experience. Given that people seldom decide to stop to get frozen yogurt with an intent to hang out at the place is that real value added? Also, how scaleable is this business model? You mention the company is expanding internationally and I wonder whether other countries think of this experience the same and therefore whether the company can continue to extract the same value from customers abroad.