Unilever is paying $1 billion for Dollar Shave Club, a five-year-old start-up that sells razors and other personal products for men.
1. Why does the author of this article say that all companies should be very afraid of this deal?
2. After Michael Dubin’s YouTube ad premiered, what happened in terms of orders and financial changes for the company?
3. What types of changes in technology allowed this company’s distribution apparatus to shift to a nontraditional model and how did these work to propel the firm?
Solomon, Steven D. (2016). $1 Billion for Dollar Shave Club: Why Every Company Should Worry. The New York Times, July 26 (Retrievable online at http://www.nytimes.com/2016/07/27/business/dealbook/1-billion-for-dollar-shave-club-why-every-company-should-worry.html)