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  "documentTitle": "Clear Secure, Inc. (YOU)",
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  "notes": "The slide uses testimonials to support the thesis that the company will shrink its user base to maintain premium service levels.",
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      "text": "Spruce Point believes CLEAR can potentially solve its capacity issues by continuing to raise prices, which would weed out some members not wanting to pay. In the extreme, CLEAR becomes like a high-end concierge service for a small member base willing to pay a significant fee. The Company would likely be much smaller than it is today under this scenario.",
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      "kind": "quote",
      "text": "Well, limited space, like I said, other businesses that have capacity issues like gyms, that's how you solve it, right? You increase price and you make it faster for people to get through. I don't know what else you can do.",
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      "text": "Oh yeah, yeah, no, if empty lines are the problem, all of a sudden CLEAR has a path to solution which is I'm just going to charge four times four x what I do and I'm just going to offer the best checkpoint experience. Anyone can get countrywide and my profitability may take a hit, but I have a reason to exist, I guess is the point to some degree of throughput and then I don't enroll anymore. There is a way to manage pricing to the throughput you want to get to. I believe there's a willing, there's a population willing to pay some amount of money to have the predictability and the short line weight experience and have a consistent service. It's just not going to be the returns, the profitability that the market is expecting of a company like CLEAR of a subscription based company. It would be a niche subscription product.",
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      "kind": "quote",
      "text": "You do the checkpoint at Grand Central or some central location in New York, and then you get on the bus and you get driven directly to the plane. You skip the airport entirely. How much would some people pay for that? Who knows? 20,000, 40,000 bucks. I feel like there are levers to make this a really premium product. And I come from Luxury Goods, I came from [......], I came from [......]. These are premium products. I don't want to be Amazon. I want to be like Chanel. So make the product really good, pay more for it seems like a good strategy to me, especially when you're capacity constrained. So that's what I would be focusing on. And I think that they're starting to move that direction with the pricing changes.",
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      "text": "So make the product really good, pay more for it seems like a good strategy to me, especially when you're capacity constrained. So that's what I would be focusing on. And I think that they're starting to move that direction with the pricing changes. — Former Employee",
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