LaCucaracha schreef: ↑1 september 2020, 19:24 Waarom moet het nog beginnen?

stockzombie schreef: ↑1 september 2020, 19:37

LaCucaracha schreef: ↑1 september 2020, 19:24 Waarom moet het nog beginnen?

Had je niet op 6,06 verkocht?

LaCucaracha schreef: ↑1 september 2020, 19:51

stockzombie schreef: ↑1 september 2020, 19:37

Had je niet op 6,06 verkocht?

Enkele maanden terug ja korte trade... Vandaag terug ingestapt

reteiP schreef: ↑2 september 2020, 08:14 Short interest zou gisteren nog gestegen zijn
Volume van 23M gisteren... meer dan 1/3 van free float #

DeZatteNonkel schreef: ↑2 september 2020, 13:22 Je denkt dat Ryan effectief de controle over GME wilt verwerven? Waarom zou hij niet gewoon willen profiteren van de short squeeze die hij zelf veroorzaakt? Zie jij een tech-miljardair een faire prijs willen betalen om een bedrijf als Gamestop in handen te krijgen?

stockzombie schreef: ↑2 september 2020, 11:58

reteiP schreef: ↑2 september 2020, 08:14 Short interest zou gisteren nog gestegen zijn
Volume van 23M gisteren... meer dan 1/3 van free float #

Ik vermoed dat Ryan zijn aandelen direct uitleent, hij heeft voordeel bij een lagere (minder hoge) koers om een zo groot mogelijk deel van de float op te kopen. Ik vermoed dat een buy-out the endgame zal zijn. Wslk private, maar ik hoop toch publiek.

LaCucaracha schreef: ↑2 september 2020, 13:40

stockzombie schreef: ↑2 september 2020, 11:58

Ik vermoed dat Ryan zijn aandelen direct uitleent, hij heeft voordeel bij een lagere (minder hoge) koers om een zo groot mogelijk deel van de float op te kopen. Ik vermoed dat een buy-out the endgame zal zijn. Wslk private, maar ik hoop toch publiek.

Wat zou een private/publieke buy out betekenen voor de koers?

DeZatteNonkel schreef: ↑2 september 2020, 13:22 Je denkt dat Ryan effectief de controle over GME wilt verwerven? Waarom zou hij niet gewoon willen profiteren van de short squeeze die hij zelf veroorzaakt? Zie jij een tech-miljardair een faire prijs willen betalen om een bedrijf als Gamestop in handen te krijgen?

When Ryan Cohen was launching online pet retailer Chewy, he spent a lot of time thinking about how to compete against Amazon.

Now, a decade later, after selling Chewy for $3.35 billion and exiting the company, Cohen is still thinking about the best way to beat Amazon.

It’s harder now, he says, but still possible.

And the best idea to bet on could be the one that everyone says can’t possibly succeed.

“Whenever there’s a lot of skepticism, it usually means there’s a lot of white space. In the case of Chewy, there was white space because no one wanted to invest in someone going head to head against Amazon,” Cohen said in a recent phone conversation.

Since exiting Chewy in spring of 2018, following the 2017 sale of the company to PetSmart, Cohen has been taking his time figuring out he wants to do post-Chewy.

He has a checklist of questions a startup direct-to-consumer brand needs to be able to answer before it goes head-to-head with Amazon or other online retailers.

He’s also been thinking a lot about the valuable business lessons he learned from his father, Ted Cohen, that helped him make Chewy a success. His father died suddenly in December at age 69.

Cohen, now 34, was a 20-something college dropout when he cofounded Chewy in 2011 with Michael Day.

Back then, Cohen used the 1997 Jeff Bezos letter to Amazon shareholders as a roadmap for how to grow Chewy. Bezos’ comments about the need to scale, to achieve market leadership and to make bold bets, became Chewy’s playbook.

“We knew we needed to be number one or that we would fail,” he said. “If we were number two or three, we wouldn’t have a sustainable business. We needed to build an even larger pet business than Amazon or anyone else in retail.”

Chewy played by Amazon’s rules for supply chain, logistics and the convenience of shopping online, but added its differentiator, the old-fashioned customer service of a neighborhood pet store, for its winning strategy.

“At the end of the day we were really connecting with customers, and people are emotional beings,” Cohen said. Chewy’s hand-written holiday cards, pet portraits, and flowers for deceased pets showed customers “that we’re human, we get it, unlike Amazon.”

When PetSmart bought Chewy in 2017, it was the largest acquisition price paid to date for an e-commerce startup. PetSmart spun off Chewy in June, in a successful IPO.

Since leaving Chewy, Cohen has been looking at investments, both public and private, but hasn’t yet seen, or come up with, an idea as good as Chewy.

“Sometimes the best strategy is just to be patient and wait for that,” he said.

But he shared these thoughts about how a new e-commerce idea might compete in an Amazon world.

Amazon has chinks in its armor.

Its user interface is dated, and the shopping experience has become more difficult for the consumer, with a flood of third-party merchandise and sponsored ads pushing aside organic search results. Those are weaknesses a competitor can exploit, Cohen said.

Amazon’s advertising platform has been a game-changer for Amazon in terms of driving profitability, Cohen said, but “it does feel like a deviation in their strategy of being the most customer-obsessed retailer. When you search Amazon the default search used to be best-selling product. Now the default search is really sponsored ads.”

Sell something the customer connects with emotionally.

Chewy’s genius was connecting with pet owners on their level, mirroring their obsessive devotion to their pets and recognizing they were pet parents, not owners. Cohen was an obsessed pet parent when he started Chewy. He saw how customers were responding to online shoe seller Zappos, “and I thought wow, if customers can go bananas for shoes online, imagine if we could do it for pet customers who are as fanatical and obsessed with their pets like I am.”

Emotion is great but you also need existing demand.

An emotional connection and a differentiated niche isn’t enough unless there is existing demand. In the pet space, there was demand – a $75 billion addressable market for consumable products that people needed to order repeatedly. “There’s a lot of startups where they’re differentiated, but there’s not really existing demand,” Cohen said,

Sure you want a direct-to-consumer relationship, but does the consumer want one with you?

“Everyone is trying to build direct-to-consumer brands because it is easy to do and because the barriers to entry are such that anyone can create a widget and sell it direct to consumer,” Cohen said. “But I think you need to be really mindful of whether or not it makes sense for the consumer, or whether you should sell on Amazon or [for pet products] on Chewy because it’s the most convenient for the consumer. Everyone wants to have a direct-to-customer relationship, but does the customer want to have one with you?”

Cohen’s also been thinking about how the life and business lessons from his father that helped him succeed with Chewy, and how they are valuable lessons for anyone starting a business.

His father, who died in December at age 69, was an entrepreneur and glassware importer in Canada. “He had an amazing business mind,” Cohen said.

Hearing Cohen talk about his father’s influence provides insight into why Chewy did a better job than other startups in focusing on the business fundamentals.

While building Chewy, Cohen spoke to his father two to three hours each day, while driving to and from the Chewy offices in Florida. “He was this silent board member and full-time adviser who I was able to talk through every single issue with, whether it was what our gross margins were, or any of the key operating metrics in Chewy.”

“He knew our financials like the back of his hand and he would ask me all the time how they’re progressing. When you’re scaling a company, everyone has their own invested interest. His only invested interest was seeing me succeed.”

His father taught him three key lessons that served Cohen well at Chewy.

stockzombie schreef: ↑2 september 2020, 15:46

LaCucaracha schreef: ↑2 september 2020, 13:40

Wat zou een private/publieke buy out betekenen voor de koers?

My guess: $20

LaCucaracha schreef: ↑2 september 2020, 15:53

stockzombie schreef: ↑2 september 2020, 15:46

My guess: $20

Ligt het aan mij of is dit te mooi om waar te zijn? Waarom zou hij een bod doen van 20 dollar per aandelen voor een game retailer die binnen dit en enkele jaren geen bestaansreden meer heeft? Dan kan hij toch beter op dat moment (= faillissement )wachten om de zaken eruit te pikken die hem interesseren?

Waarom springt niet iedereen dan op dit aandeel?

Wat zijn die risico's voor mensen die vandaag instappen?

Waarom daalt de koers vandaag? Winstnemingen?

stockzombie schreef: ↑2 september 2020, 17:31

LaCucaracha schreef: ↑2 september 2020, 15:53

Ligt het aan mij of is dit te mooi om waar te zijn? Waarom zou hij een bod doen van 20 dollar per aandelen voor een game retailer die binnen dit en enkele jaren geen bestaansreden meer heeft? Dan kan hij toch beter op dat moment (= faillissement )wachten om de zaken eruit te pikken die hem interesseren?

Waarom springt niet iedereen dan op dit aandeel?

Wat zijn die risico's voor mensen die vandaag instappen?

Waarom daalt de koers vandaag? Winstnemingen?

Opnieuw:

CHWY heeft een market cap van $25B, met rev. van $5.5B en nog geen winst.
GME heeft market cap van $450M, met rev van $6B en verwacht dit jaar positieve EBITDA.

Ik vind TSLA aan $400B ook te mooi om waar te zijn.

Hij kan nog lang wachten op faillissement en dan is er iemand anders mee weg. Hij kan hij 25%-30% van de gaming markt voor een habbekrats in handen krijgen?