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CAsE ApplICATIon 3 CHAPTER 5 • Foundations of Planning 179

Eyeing the Future

anatically focusing on execution and brand. That’s the Internet for an affordable $95 a pair. That price also includes
how analysts describe the strategic approach of Warby prescription lenses, shipping, and a donation to VisionSpring, a
FParker, a New York City eyewear startup that’s quickly not-for-profit where Blumenthal served as a director. The com-
disrupting the old-fashioned eyewear business. Co-founded in pany has begun opening brick-and-mortar stores, with 11 open
2010 by David Gilboa and Neil Blumenthal (who are also now currently. Other growth plans include expanding their product
co-CEOs), Warby Parker has shown itself to be a fierce and mix, diversifying their frame selection into areas such as kids’
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successful competitor. Why? “One word, deliberate.” They frames and glasses with progressive lenses, and exploring revo-
are disciplined about their brand, but embrace and exploit tech- lutionary technologies that would do eye exams online. Warby
nology in disrupting the staid and conservative way eyewear Parker was named Fast Company’s Most Innovative Company
has traditionally been sold. So of 2015 and was honored as a
what does Warby Parker do? finalist in the 2014 USA Today
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To appreciate what Warby Future Vision Entrepreneur of the Year.
Parker is doing, we need to Another thing Warby Parker
look back at how the idea for does is its “Buy a Pair, Give
the company came about. After leaving a $700 pair of Prada a Pair” program, which benefits visually-impaired individuals
frames in a seat-back pocket on a flight while backpacking in in developing countries. Meanwhile, to carry on the company’s
Southeast Asia, Gilboa began questioning why he had a $200 success, Gilboa and Blumenthal will continue being disciplined
iPhone in his pocket that had the technology to do a number in all they do, fanatically focusing attention on execution and
of really cool things and yet replacing that pair of glasses— brand. That future vision should help Warby Parker continue on
a technology that’s hundreds of years old—would cost way its successful journey.
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more than that $200 iPhone. Like many other entrepreneurs,
he believed there had to be a better way. His research exposed Discussion Questions
an industry that was a virtual monopoly with a very powerful
eyewear supplier, thus the reason for the high-priced eyewear. 5-23 What role do you think goals might play in planning for Warby
Gilboa and a friend, who were both in Wharton’s MBA pro- Parker’s future? List some goals you think might be important.
gram, weren’t even sure they could take on such a powerful (Make sure these goals have the characteristics of well-written
goals.)
competitor until they teamed up with Blumenthal (also at
Wharton). Blumenthal was rumored to know “more than pretty 5-24 What types of plans would be needed in an industry such as this
one? (For instance, long-term or short-term, or both?) Explain
much anyone else in the world about how to work outside why you think these plans would be important.
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of the traditional eyeglass-supply chains.” Well, it didn’t 5-25 What contingency factors might affect the planning Warby
take long for the crew to start selling eyewear online from a Parker executives do? How might those contingency factors
Philadelphia apartment. affect the planning?
Today, Warby Parker designs and manufactures its own 5-26 What competitive advantage(s) do you think Warby Parker has?
trendy, stylish frames and sells them directly to consumers over What competitive challenges do you think the company faces?