The years in between 2000-2010 are marked by the acceleration of « disruptive » business models. It’s always through technology that a disruptive effect is initiated, but it is also pulled by a business concept which, on the contrary to what is perceived, DOES NOT CHANGE consumer or consumer-actor’s habits, but REINFORCES THEM. (“Consumer-actors” is applied when customers have more control and more participation on the buying process).
That is the strength of these innovations, which rest on habitual buying intentions of the consumer-actors, by bringing them more control and more personalisation for a much more attractive price. In the same way, including the consumer-actors in the productivity value chain is a key success factor with a disruptive model. Last century, it was technology that kicked-off changes, today it’s the model before the technology which offers the best valorisation perspectives.
Disruptive business hits all customer targets, from popular commerce to the luxury industry, and all social categories are or will be impacted by the creation of disruptive values.
How to create a disruptive model by leaning on the current economic reality?
Rule 1 - Identify a potential declining economic model
Rule 2 - Analyse its strengths and weaknesses
Rule 3 - Analyse the needs of the consumers that use this economic model
Rule 4 - Imagine a service which strengthens those weaknesses
Rule 5 - Apply a business model looking like this one to the service :
Source : business model design
Today, traditional management is more than ever confronted to the sudden emergence of models which jostle the best prepared strategies. New second generation applications called « Web 2.0 » are going to accelerate this movement.
I have listed a disruptive effects table by going back in time. Of course, this table is not exhaustive, but it gives a better idea of actual acceleration:
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