A View From the Bottom Of The Ivory Tower
By Doug Levinson
… it’s reasonable to expect a lingering focus on health, wholesomeness, and purity. These important attributes are at the core of the Baby Barista ecosystem.
As my family and I “shelter in place,” we’re scared. We’re scared, of course, about health issues — for ourselves and everyone else. We’re also scared about financial issues and what the world will look like when we ultimately emerge from this awful calamity.
I’m certain about one thing: anyone who purports to know what effect the pandemic will ultimately have on business and financial issues is full of malarkey. After all, the current situation is obviously unprecedented. And, in spite of the annoyingly self-assured predictions from blustery pundits, no one has a degree in unprecedented events.
I say this as a strategic professional — someone who has studied and taught in multiple graduate business schools and advised dozens of businesses about what is likely to happen in the future and how to plan for it. I get paid for “seeing around corners.” And, even so, I don’t have any exceptional insight into what’s going to happen.
Taking off my “strategist hat” for a moment, however, and thinking like a “civilian,” there are some trends that are very likely to predominate. And several of those trends play directly to Baby Barista’s strengths.
For example, the clear shift from brick-and-mortar retail to e-commerce has been substantial and is likely to persist to some degree after the current crisis abates. This trend will be favorable to Baby Barista’s direct-to-consumer business model. Baby Barista was always designed to feature shipments of formula concentrate, delivered right to parents’ doors.
Also, it’s reasonable to expect a lingering focus on health, wholesomeness, and purity. These important attributes are at the core of the Baby Barista ecosystem. What new parent wouldn’t be drawn to the highest quality organic ingredients packed in single-use, sterile aseptic packaging? That format will obviously be more attractive than large canisters of powder, that multiple sets of hands — caregivers, babysitters, grandparents — all reach into.
My own children are grown now. But my wife and I certainly haven’t forgotten how devoted we were to ensuring that everything our precious babies came in contact with was as hygienic as possible. (Admittedly, child-rearing is always an earthy business, but we certainly tried to make it as sanitary as possible).
I have no qualms acknowledging my uncertainty about the future. But I am encouraged by some common-sense observations about Baby Barista’s prospects: they suggest that in the world to come, the Baby Barista system will be welcome in many parents’ homes.
Doug Levinson is Baby Barista’s chief business advisor. Doug has been a successful investment banker, senior executive in public and private companies, lawyer, consultant and corporate director of for-profit and non-profit businesses. Doug has also been an adjunct professor, serving on the business faculty at UCLA, and the business and law faculties at USC and UC Berkeley. He has served as an Education Consultant to the Federal Reserve Bank. Doug is also the author of 75/25—3/4 of an MBA, 1/4 of the Grief (Prostar Publications 2007), which is used by individuals, businesses and in 4 top 20 law schools.