Strategy framework
Clayton Christensen, Harvard Business School
Where a smaller rival enters below you and climbs. Sustaining innovation serves your best customers; disruption starts with the ones you are happy to lose, or with people who were never customers at all.
Which segments this business owns today, and how it is defended.
Better products sold at higher prices to the best existing customers.
Performance customers are paying for but do not use. The opening below.
Who could enter cheaply at the bottom and take the least profitable segment, and with what business model.
Who could serve people who consume nothing today, creating a new segment.
What to do about it, being honest about what the current cost structure will and will not allow.
VSTRAT runs Disruptive Innovation on your own business, guided at every step, with every claim cited to what you put in.
Try it on your business