1. Once a piece of secondhand furniture was listed on Move Loot’s website, if a customer didn’t like the price, he or she could offer a lower amount. Move Loot’s 50 percent commission was based on the final selling price. This must have made it difficult for Move Loot to forecast both its gross margin and its contribution margin on individual sales. To what do you believe this was a problem for Move Loot?

2. To what extent do you believe Move Loot’s business model was sound?

3. In your judgment, were the “economics of the business” sound for Move Loot from the outset? How could Move Loot establish its business in a manner that the economics of the business made more sense?

4. What can all start-up founders learn from the Move Loot case?