Warby Parker

Klarna

Warby Parker

Vertically integrated DTC eyewear — Warby Parker designs frames in-house, contracts manufacturing directly (cutting out the brand licensing middlemen), and sells directly to consumers through its website and owned retail stores. The $95 price point (later raised to $95-$195) eliminates the traditional retail markup chain.

Home Try-On program lets customers pick five frames to try for free before buying. Revenue comes from prescription glasses, sunglasses, contact lenses, and eye exams (offered in stores).

The company expanded from pure e-commerce into physical retail with 200+ stores, making it an omnichannel brand rather than purely online.

Klarna

Klarna makes money from merchant fees and consumer interest. Merchants pay Klarna 3-6% of each transaction — they're willing to pay because Klarna increases conversion rates by 30%+ and average order values by 45%.

On "Pay in 4" (interest-free installments), Klarna makes money purely from merchant fees. On longer financing (6-36 months), Klarna charges consumers interest up to 25% APR.

Klarna also earns revenue from its shopping app (affiliate commissions when users discover and buy from merchants), and from its Klarna Card.

Warby Parker

Neil Blumenthal lost a pair of glasses backpacking and couldn't believe replacing them cost $700. He mentioned this at Wharton Business School, where classmates Dave Gilboa, Andrew Hunt, and Jeffrey Raider were having the same reaction.

They dug into the economics and discovered that Luxottica — an Italian conglomerate most people have never heard of — owned Ray-Ban, Oakley, LensCrafters, Sunglass Hut, Pearle Vision, and the licensing rights for Chanel, Prada, and Versace. One company controlled the supply chain from design to retail and priced accordingly.

The four students launched Warby Parker in February 2010 with a simple website selling prescription glasses for $95 — about a quarter of what Luxottica charged. GQ called them "the Netflix of eyewear" before they'd shipped their 100th pair.

They hit their first-year sales target in three weeks and had a 20,000-person waitlist within 48 hours of launch.

Klarna

Sebastian Siemiatkowski, Niklas Adalberth, and Victor Jacobsson were students at the Stockholm School of Economics. In 2005, they entered a startup competition with an idea: let people buy things online and pay later.

At the time, online shopping was still new and most people were terrified of entering their credit card details on the internet. The idea was simple — Klarna would pay the merchant immediately, and the customer would get an invoice with 14-30 days to pay.

The competition judges hated it. The idea was dismissed as financially irresponsible and the team didn't win.

But Siemiatkowski pressed on. Swedish e-commerce was growing fast and merchants were desperate for any way to reduce cart abandonment.

Klarna's "pay after delivery" model was a hit because it shifted the risk — customers could receive the product, try it on, and only pay for what they kept.

The first customers were Swedish e-commerce merchants selling fashion and home goods. Klarna handled the invoicing, fraud detection, and collections.

Merchants saw conversion rates jump because customers were more willing to buy when they didn't have to pay immediately.

Warby Parker

The DTC playbook: build a beautiful brand, price dramatically below incumbents, and tell a compelling story about why the old way was a rip-off. The Home Try-On program was brilliant viral marketing — people posted photos of themselves in five different frames on social media asking friends to vote.

"Buy a Pair, Give a Pair" philanthropy (one pair donated for every pair sold) gave the brand a social mission that resonated with millennials. Physical retail expansion gave customers who wanted to try before they buy a real store experience.

Celebrity endorsements and fashion magazine coverage positioned Warby Parker as a lifestyle brand, not just a discount option. Steady geographic expansion of stores into new markets, each store becoming a customer acquisition channel.

Klarna

Klarna grew by being embedded at checkout. The strategy was to sign up the biggest online retailers and become a payment option alongside Visa and PayPal.

Once Klarna was at checkout, consumers discovered it organically. The "Pay in 4" button became ubiquitous across fashion, electronics, and home goods retailers.

The Klarna app became a growth engine beyond checkout. By building a shopping app where users could browse products, discover deals, and track deliveries, Klarna turned from a payment method into a shopping destination.

The app has 35+ million monthly active users who start their shopping journey inside Klarna before even visiting a retailer.

International expansion was aggressive. Starting in Sweden, Klarna rolled out across Europe, then into the US, UK, and Australia.

The US became the biggest growth market — American consumers were especially receptive to Pay in 4 as an alternative to credit cards. By 2023, Klarna had 34 million US users.

Warby Parker

Luxottica (now EssilorLuxottica after merging with the world's largest lens maker) remains a $90 billion behemoth with resources Warby Parker can't match. Post-IPO stock performance has been disappointing — shares fell over 70% from their 2021 highs as the DTC bubble deflated.

Physical retail expansion is capital-intensive and each store needs to reach profitability. Competition from dozens of DTC eyewear brands (Zenni, EyeBuyDirect, Pair Eyewear) that copied the model and often undercut Warby Parker on price.

Prescription eyewear requires optometrist involvement, which adds complexity and regulatory overhead compared to selling non-prescription consumer products. And the fundamental challenge of glasses: people only buy them every 1-3 years, making customer lifetime value dependent on retention across very long purchase cycles.

Klarna

The valuation collapse was humiliating. Klarna raised at a $46 billion valuation from SoftBank in 2021.

One year later, they raised a down round at $6.7 billion — an 85% haircut. It was the most dramatic valuation drop in fintech history.

Employee stock options were underwater. Siemiatkowski had to lay off 10% of the workforce.

The entire BNPL category went from hot to radioactive in months.

Credit losses are the existential risk. Klarna is lending money to consumers who want to buy things they can't afford to pay for right now.

When the economy slows, defaults rise. Klarna's credit losses hit $1 billion in 2022.

The company had to tighten underwriting significantly and pull back from riskier markets. The tension between growth (approve more loans) and profitability (reject risky borrowers) defines every quarter.

The IPO in 2025 was a comeback story but with caveats. Klarna went public at $15 billion — a major recovery from the $6.7 billion trough but still less than a third of its 2021 peak.

The company finally turned profitable by slashing costs with AI (replacing hundreds of customer service agents with AI chatbots) and tightening credit standards. But investors remain cautious about the BNPL model's long-term sustainability.

Warby Parker

Prescription eyeglasses starting at $95 including basic lenses — the product that broke the Luxottica pricing model. Home Try-On — pick five frames online, receive them in a box, try them at home for free, return what you don't want.

Progressive lenses and blue-light-filtering options for higher-end needs. Prescription and non-prescription sunglasses.

Scout contact lenses — Warby Parker's daily disposable contact lens brand. In-store eye exams with licensed optometrists.

Virtual Try-On using iPhone face-scanning technology to see frames on your face through the app.

Klarna

Pay in 4 is the signature product — split any purchase into four interest-free payments over six weeks. Pay in 30 lets customers receive the product first and pay within 30 days.

Financing offers longer-term payment plans with interest for larger purchases. The Klarna App is a shopping destination — browse deals, track orders, manage payments, and earn cashback.

The Klarna Card is a physical Visa card that lets users Pay in 4 anywhere. Klarna Creator is a platform for influencers to earn commissions sharing products.

Klarna AI is their customer service chatbot that handles two-thirds of support queries.

Warby Parker

Pre-IPO investors included General Catalyst, Tiger Global Management, T. Rowe Price, Durable Capital Partners, and D1 Capital Partners.

The company went public on the NYSE in September 2021 via direct listing.

Klarna

Sequoia Capital, SoftBank, Silver Lake, GIC, Atomico, Commonwealth Bank of Australia, Heartland