I had a discussion on here about this a while back. The model translates, as it turns out, super super well. The failure is understanding the Uber model. I see

I had a discussion on here about this a while back. The model translates, as it turns out, super super well. The failure is understanding the Uber model. I see uber differently as a company long term. However, this is my attempt at what their current conventional model is: - they are a market maker - the market(service) ois highly variable. E.g All rides are non-standard each ride has a different origin and destination, as well as timeframe. A rake is a standard tool, lot easier to rent that to me than a dynamic ride from downtown boston to southie. Ect. - transparency in cost calculations - convenience - ect. So while Luxe is to some extent trying to replicate this, that isn't totally possible. On top of sort of competing with Uber (i just park in a cheap area and uber to destination) the service is highly limited by inability to calculate randomness of peoples schedules. AirBnB works because tgere is friction, domain specific knowledge, experience, and pricing. Uber for groceries competes with me just getting groceries. A premium payment for a standard service. I am paying for a luxury here. Uber is a market maker in a highly dynamic market. Many "uber for x" are just premium service providers