The reason why I chose the above title is that while many writers (whether they are scholars, management gurus, journalists and web bloggers) have written much about new disruptive innovations business models. Not many covers the subject in the learning industry; many covers “disruptive technologies” in daily deals, gaming, payments, gadgets and devices.
Applying the theory of disruptive innovation (?????), Clayton Christensen refers often that the incumbent is failing to recognize newer way of creating customers based on nonconsumption often with lower margin, and hence an incumbent will typically focus in segment of the market with higher margin, while a disruptive innovation may start small and move higher up this chain, until the disruptive innovation push the incumbent out of the market (eg. Blockbuster vs Netlfix). I met a celco/telco that was also the company that kick started my career in mobile data and boy do they act like an incumbent in this context.
In the coming weeks, I will have the pleasure to introduce our innovations to another major telco/celco in HK to an ex-colleague who is now the head of product management. I will meet in person (in Shenzhen) the president of a tablet company to discuss about mobile learning cloud; and I will engage with a HK based potential angel investor for a deeper dialog; and I will also have a 15 minute conference with the MD of a Boston -based Disruptive Innovation fund; and I will be meeting again some ex-colleague who is offering major cloud services in China and meeting an advisor for his expert opinion on LBS/daily deals.
Why I choose the word “Crossroads” ?
Simply put, we are at the crossroads, each path that we take will help us move to a new territory ; yet we will still demonstrate how we can disrupt, change the way people consume or work because of our products, and how we can make profit from these activities and finally how we can execute. The Mobile + Learning + Cloud opportunity and market is converging, the interplay opportunity for a disruptive business model like our ClassBooking is “TIMELY” entry to capture the lower end of the business – yet delighting the consumers at large – thereby inducing consumption, activities, traffic and monetization.
At this crossroads, we will pitch our story – passion, insights, research and management capability to Mentors/Advisors, Angel investors (seed round), VCs (early stage,series A), Customers, distribution network, and device manufacturers. Traction, Adoption and Utilization are some of our key metrics.
The game is on. BTW, i recently registered these domain names