While reading chapter three, I found myself evaluating Golde’s core product offerings using the four criteria for assessing sustainability of resources and capabilities. What I found is that Golde’s products are valuable. They satiate customer demand for accessible wellness products and alternatives to more common beverages like coffee. The other three criteria (rarity, difficulty to imitate, and difficulty to substitute) had less certainty. Matcha, hojicha, turmeric drinks, and other popular Golde products are not rare. Many competitors offer the same products. The products are also not particularly difficult to imitate or substitute.
With this knowledge, the next reasonable question is what distinguishes Golde from other wellness companies? If their products cannot provide a sustainable competitive advantage, then what factors contribute most to Golde’s success? What I have found is that Golde has a real strength in connecting with consumers through branding. One look at their website shows you that they are approachable, inclusive, modern, and driven by a founder story that consumers can connect with. While competitors can copy the products, they can’t replicate the community Golde has built, giving it a competitive advantage.
