Innovative disruptions usually have a three pronged effect. They are cheaper for customers, more accessible for usage or distribution purposes and leverage a business model with structural cost benefits. A lot of business innovations do not initially boast of any or all of these three advantages, but most eventually do catch up on closer introspection. Uber only became scalable once Uber-X could attach itself with multiple drivers or vehicles. Android smartphones were more expensive than simple Nokia phones as they had greater features, but eventually disrupted the existing market due to the several apps involved which afforded a more wholesome experience to the customer. It is Big Data that is allowing all such disruptive firms to streamline their processes. Thus in the face of disruptive competition, existing players can survive or even thrive if they assess how to face these new threats and come up with suitable solutions.



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