“The power of the unscale dynamic can be seen as Warby Parker developed its business model by renting scale instead of building and owning it and, in a flash, competed against Luxottica for a slice of the entrenched company’s global market. The company can rent computing power on cloud services like AWS and Microsoft Azure, rent manufacturing from contract factories in Asia, rent access to consumers via the internet and social media, rent distribution from delivery companies like UPS and the US Postal Service. Warby today can succeed against an entrenched player with fewer than eight hundred employees. The company as I write this is worth well north of $1 billion and has become a fixture in the market for hip eyeglasses.Pobres gigantes... não vão ter qualquer hipótese... a menos que os políticos, com medo das alterações a nível da sociedade entrem em campo e reforcem o apoio que já dão aos incumbentes.
Warby is also part of a trend that is changing consumers’ relationships with brands. Brands were created to convey information about products at a time when it was hard for consumers to get information. But our hypernetworked and data-engorged era is killing the very reason for mass-market branding. We can find out everything about some gadget or shirt or hockey stick from a maker we never heard of. We can read reviews, Google the company, ask about it on social networks. As we get better information about small-scale products, people feel safe seeking out the unique, the undiscovered, the unbrands—giving a company like Warby an opening against a Luxottica.
We used to want the brands everybody else had. But now we’re moving toward mass individualism, wanting stuff “nobody else has. This leaves big brands vulnerable to hordes of quirky little unbrands.
All the dynamics of mass-market consumerism reinforced one another. For instance, big producers could claim more shelf space at big outlets, making it difficult for niche products to reach consumers. And economies of scale ruled. The bigger the retailer, the harder it could bargain for lower prices and the more efficiently it could operate. Walmart especially gained an advantage in this way. The bigger the consumer product maker, the more it could spend on advertising while gaining efficiencies from mass production and massive distribution. Here, P&G took the lead ahead of other manufacturers.
But when you think about it, the mass-market consumer companies made each of us conform to the experience that was best for them, not us.
On top of that, the products we wind up with probably don’t conform to our specific taste. We’re often buying a compromise product—Budweiser beer, Levi’s jeans—designed to appeal to as many people as possible. The experience most of us really want is to easily find exactly the product we’re looking for, no matter where we are at the moment, and “have it delivered into our hands within a couple of hours. That’s an unscaled consumer experience.”
Excerto de: Taneja, Hemant,Maney, Kevin. “Unscaled”.