Loading...
Answers
MenuHow do the economics behind Rent the Runway and Black Tux work? How would you calculate breakeven turnover and inventory requirements?
This question has no further details.
Answers
Ok, so I'm not an expert in fashion but I know finance.
Here is my take:
These two would be considered "fast fashion" retailers or better yet, e-tailers. Fast fashion simply means that unlike Coach or American Eagle or Levis, these FF retailers don't have to try to predict fashion 6 months in advance risking a big flop and having to heavily discount items that don't sell. FF retailers simply 'scout' runway shows and buy wholesale from these designer labels. A lot of designers would like this because they are essentially getting a guaranteed sale plus added exposure. Another thing is that these FF retailers don't keep their inventory for months at a time, they do so in cycles of weeks. If a designer sells out, chances are they retailer will continue to come back for more designs from them.
They are purchased wholesale, on cash basis account, payable on credit of 30 days or 90 days.
The economics as you state it are a bit more complex that what I care to explain here, but essentially if you were to 'replicate & improve' what I would do is scout and offer purchase orders to designers, just like they do. First order completed as 50/50 paid in full/credit term payable 60 days or so (assuming you already have a store ready to move inventory and not waste those 60 days setting up). Aim to sell all inventory before 60 days and pay balance with revenues. Extend credit term to 90 days at increased inventory, aim to sell by 60 days and keep that cycle going. What this will allow you to do is to always have inventory being paid for by customers before they are due for you essentially having the clients pay for your expansion in inventory. The break even is simple, don't sell for less than what your wholesale amount is.
Typical increase from wholesale commodity goods is 30%, try that margin. If you have to discount "heavily" at 15% or 25% you still get at least 5% safe margin
I recently read a great HBS case study on Rent the Runway, and we've recently completed a tuxedo rental e-commerce site for another competitor of the Black Tux.
The economics of it might look something like this:
Middle-Tier Tux:
Retail price of tuxedo $500
Wholesale cost of tuxedo $215
Cost of tuxedo to online retailer $150 (negotiated)
Revenue per rental $60 (just the tuxedo, not accessories)
Variable cost per rental $20 (shipping, stains, cleaning, etc.)
So if you're paying $150 for the tuxedo, and you rent it out just 4 times, you'll be above break even ($60/rental - $20/rental/fixes = $40 profit / rental, x 4 = $160).
This is a real world example FYI. In terms of inventory requirements, that's going to depend upon your business. Rent the Runway has TONS of dresses. But they started out with a limited supply and grew from there. The Black Tux keeps their selection limited and high quality, which I'm sure helps them manage their inventory easily, run numbers constantly and make sure they are running everything appropriately from an inventory standpoint. I wouldn't be surprised if they had product ready to be added to their distribution at the drop of a hat, especially for busier seasons such as prom or summer (weddings).
I hope that helps. Happy to answer more questions for you.
Black Tux and Rent the Runway operate on a similar business model, offering rental services for high-end clothing and accessories. Let's check the main aspect of their economics:
1)Revenue Model: Both of them generate revenue through rental fees which is a fraction of the item's retail price.
2)Inventory Acquisition: They acquire their inventory through various means.
3)Effective inventory management
To calculate breakeven turnover and inventory requirements, the following points are to be considered:
1)Overhead Costs
2)Rental Fee and Rental Duration
3)Breakeven Turnover Calculation=Total Costs / (Average Rental Fee - Variable Costs per Rental)
4)Cost of Inventory
Related Questions
-
VCs: What are some pitch deck pet peeves?
Avoid buzzwords: - every founder thinks their idea is disruptive/revolutionary - every founder says their financial projections are conservative Instead: - explain your validation & customer traction - explain the assumptions underlying your projections Avoid: - focusing extensively on the product/technology rather than on the business - misunderstanding the purpose of financial projections; they exist in a pitch deck to: a) validate the founders understanding of running a business b) provide a sense of magnitude of the opportunity versus the amount of capital requested c) confirm the go-to-market strategy (nothing undermines a pitch faster than financial projections disconnected from the declared go-to-market approach) d) generally discredit you as someone who understands how to build a company; for instance we'll capture 10% of our market, 1% of China, etc. Top down financial projections get big laughs from investors after you leave the room. bonus) don't show 90% profit margins. Ever. Even if you'll actually have them. Ever. Instead: - avoid false precision by rounding all projections to nearest thousands ($000) - include # units / # subscribers / # customers above revenue line; this goes hand-in-hand with building a bottom up revenue model and implicitly reveals assumptions. Investors will determine if you are realistic, conservative, or out of your mind based largely on the customer acquisition numbers and your explanation of how they will be achieved. - highlight your assumptions & milestones on first customers, cash flow break even, and other customer acquisition and expense metrics that are relevant Avoid: - thinking about investor money as your money - approaching the pitch from your mindset (I need money); investors have to be skeptics, so understand their perspective. - bad investors; it's tempting to think that any money is good money. You can't get an investor to leave once they are in without Herculean efforts and costs (and if you're asking for money, you can't afford it). If you're not on the same page with an investor on how to run/grow the business, you'll regret every waking hour. Instead: - it's their money; tell them how you are going to utilize their money to make them more money - you're a founder, a true believer. Your mantra should be "de-risk, de-risk, de-risk". Perception of risk is the #1 reason an investor says no. Many are legitimate, but often enough it's simply a perception that could have been addressed. - beyond the pitch, make the conversation 2-way. Ask questions of the investor (you might learn awesome things or uncover problems) and talk to at least two other founders they invested in more than 6 months ago.JP
-
I want to start an ecommerce business that imports goods from India to sell in the U.S.. Where in the world do I start re: tax/legal implications.
TAX is US. For export paperwork (free tax delivery) is India. Use business location may in delaware for lower state taxML
-
How much equity should I ask as a C-level executive in a new startup ?
As you may suspect, there really isn't a hard and fast answer. You can review averages to see that a CEO typically becomes a major shareholder in a startup, but your role and renumeration will be based on the perceived value you bring to the organization. You value someone's contribution through equity when you think that they will be able to add long-term benefits, you would prefer that they don't move company part way through the process, and to keep them from being enticed by a better salary (a reason for equity tied to a vesting arrangement). Another reason is when the company doesn't have salary money available but the potential is very strong. In this situation you should be especially diligent in your analysis because you will realize that even the best laid plans sometimes fall completely short. So to get the best mix, you have to be very real about the company's long-term growth potential, your role in achieving it, and the current liquidity necessary to run the operations. It should also be realized that equity needs to be distributed. You cannot distribute 110% and having your cap table recalculated such that your 5% turns into 1% in order to make room for the newly hired head of technology is rather demotivating for the team. Equity should be used to entice a valuable person to join, stay, and contribute. It should not be used in leu of salary that allows an employee to pay their bills. So, like a lot of questions, the answer is really, it depends. Analyzing the true picture of your long-term potential will allow you to more easily determine the correct mix.DH
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.TW
-
What is a better title for a startup head....Founder or CEO? Are there any pros/cons to certain titles?
The previous answers given here are great, but I've copied a trick from legendary investor Monish Pabrai that I've used in previous startups that seems to work wonders -- especially if your company does direct B2B sales. Many Founders/ CEOs are hung up on having the Founder/ CEO/ President title. As others have mentioned, those titles have become somewhat devalued in today's world -- especially if you are in a sales meeting with a large organization. Many purchasing agents at large organizations are bombarded by Founders/ CEOs/ Presidents visiting them all day. This conveys the image that a) your company is relatively small (the CEO of GM never personally sells you a car) and b) you are probably the most knowledgeable person in the organization about your product, but once you land the account the client company will mostly be dealing with newly hired second level staff. Monish recommends that Founder/ CEOs hand out a business card that has the title "Head of Sales" or "VP of Sales". By working in the Head of Sales role, and by your ability to speak knowledgeably about the product, you will convey the message that a) every person in the organization is very knowledgeable about the ins and outs of the product (even the sales guys) and b) you will personally be available to answer the client's questions over the long run. I've used this effectively many times myself.VR
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.