Dollar Shave Club

Dollar Shave Club didn't build a better razor. They built a better business model. While Gillette dominated retail with premium pricing and complex product hierarchies, Dollar Shave Club bypassed retail entirely with subscription delivery - competing through distribution innovation rather than product technology.

The company exemplifies convergent evolution in direct-to-consumer retail, independently arriving at the same business model as Warby Parker, Casper, and Allbirds: eliminate retail markup, use subscription economics, invest savings in brand and customer experience. When Unilever acquired Dollar Shave Club, it demonstrated how modular brand architecture allows integration of acquired brands while preserving their distinct identities and positioning.

Dollar Shave Club also illustrates how to compete in winner-take-all markets: when you can't beat the incumbent on their terms, change the terms. Gillette owned retail shelves and razor technology patents. Dollar Shave Club attacked where Gillette was weakest - direct customer relationships and subscription convenience.