|
|
|
|
|
|
by orofino
4694 days ago
|
|
|
So the big differentiator here is delivery in under 90 minutes? Perhaps I'm jaded by my experience in the industry (parents = florists and I worked for FTD in the past), but that seems like enough to get just a handful of orders. Broadening to the entire market might be a struggle. You've got many local florists, drop shippers, and supermarkets to contend with. I love the website. I can see that perhaps having and beautiful app + trendy website might give you traction in a younger crowd, a group that purchases fewer flowers today. A focus on quality will give you a leg up over a huge percentage of local florists, for many quality just isn't there. Are you opening locations in each locale wish to serve? That's capital intensive and leads to procurement issues. If you gain traction, I hope you're ready for what Valentines/Mother's day bring. |
|
|
We see delivering products (of any kind) in as fast as possible more inevitable than as our differentiator. For a large group of consumers, Uber has contributed to the shift of consumer expectations to mobile, instant and high quality.
We actually don't think of local florists as competition. Rather we partner with the good ones, provide the tools and training to make awesome arrangements, and bring in the urban logistics to make on-demand delivery possible. As you said, vertically integrating all of this new infrastructure would be way too capital intensive. There's a fairly new entrant to the market doing that now and it's taken a long time to hit a $4mm run rate.
On the consumer side of things, you're absolutely right. Great branding and awesome customer service will solve a ton of problems. Worst case for BT, a little bit rubs off on the incumbents and customers still win. Thanks again for your comment.