Professional Documents
Culture Documents
Consider a timeline of decisions and actions undertaken by Rent the Runway’s co-founders. Pay
particular attention to:
- How they structured the founding team and the extended management team,
- How they pursued discussions with designers,
- How they conducted multiple trunk shows
- Their decision to launch the service in December.
Do you agree with the decision to pursue each action? Which actions were important in validating
business model hypotheses and refining the concept? Can you suggest different actions that the
cofounders should have taken?
How they structured the founding team and the extended management team
● Strong adviser team - page 6
● Should have had a CTO or VP of Engineering sooner - no way of telling if developers did a good
job or what they need to add to the engineering team
● Jack of all trades is OK at early stage but probably not when you’re scaling
Based on the Unit Economics analysis, the most important driver of profitability is revenue per rental (i.e.
price). Increasing price by 10% (to $99) results in a 20% increase in contribution margin (to ~$50).
"Average rentals per dress" is also very important since the more a dress is rented out, the lower the
depreciation cost per dress - and the higher the contribution margin.
Churn and "rentals/customer/year" is also crucial to LTV, since lower churn and higher
"rentals/customer/year" result in higher LTV. As for CAC, conversion is very important. Increasing
conversion by 10% results in a 10% decrease in CAC.
This impacts the business model because RTR has to figure out how to (1) add additional services to
justify price increases and (2) create customer stickiness so that a customer stays longer and rents a
dress more frequently. The business model needs to shift to a full-fledged one-stop shop for all of a
woman's dressing needs.
I would:
As the case ends in January 2010, the cofounders are considering whether to: (1) stick with their
original plan to pursue operational improvements in 2010 before raising more capital in early
2011; or (2) accelerate fundraising in order to expand inventory and product range, enabling RTR
to serve a broader set of customer segments and usage occasions. What would you do about this
decision?
Raise:
● Runway of only 15 months
● The worst time to raise money is when you need money
● They want to show profitability - but VCs don’t really care about profitability
● They are only delaying fundraising because they’re worried about valuation