Sublime

Look after people and people will look after you was his belief, and everything Walton and Wal-Mart did proved it. In the early days, for example, Walton insisted on showing up for work on Saturdays out of fairness to his store employees who had to work weekends. He remembered birthdays and anniversaries and even that a cashier’s mother had just un

Jack Ma, Alibaba’s founder.

A regional network of 150 stores serves a population of millions! Walton didn’t break the conventional wisdom; he broke the old definition of a store.

Wal-Mart could have made different choices. For example, it could have chosen to compete on service, as does Nord-strom, or it could have concentrated on consumer electronics, as does Best Buy.

So $35 setup fee, $4 per CD sold, and then, Tim, for the next 10 years, that was it. That was my entire business model, generated in 5 minutes by walking down to the local record store and asking what they do.”

Warby Parker strengthened its business model by becoming a “triple bottom line” business: its environmental and social impacts are considered alongside its profitability. The company is carbon neutral, and for every pair of glasses it sells, it donates one in a developing country. These practices put Warby Parker in the company of Patagonia, Sevent

allow IKEA to source product in bulk from efficient third-party manufacturers that produce on a global scale. Remember the five forces. IKEA is a Goliath, able to negotiate favorable prices from its suppliers.