Anvika Anvika
@aanvika1993
Anvika Anvika
For the past decade, Facebook has focused on connecting friends and Family. With that foundation, our next focus will be on developing social infrastructure for community for supporting us, keeping it safe, informing us, civic engagement and inclusion for all
What could work in Flipkart’s favour is its large existing user base, plus its strong brand recall in smaller towns, where Blinkit or Zepto might not yet have made inroads. Blinkit has done tremendously well in the past two years, but this has come largely from consumers in metros.
Zomato, in its most recent shareholder letter, said that an
... See moreBut quality is obviously not just the aesthetics. I think there are three levels:
Does it have utility? Going back to a chair, can I sit in it? That's paramount.
Is it usable? If the chair is not comfortable, then I can't make use of it.
Is it beautiful? Is it well executed in the details such that it's enjoyable?
https://creatoreconomy.so/p/how-stripe
... See moreDeliveroo -We also rolled out top-up grocery functionality that enables consumers to top up their restaurant order with a grocery order through the order tracking page
We believe that building consumer trust through a combination of price integrity and
a flawless delivery experience is key to driving future growth for Deliveroo and our partners.
How
Emerging Monetization Strategies for Digital Businesses in India 2
Mithun Madhusudantheindianpivot.substack.com
India 2
Two types of habit loops: Manufactured and Environmental.
Manufactured loops are the ones with triggers that are created/manufactured by your product or marketing
Environmental loops are the ones with triggers that we insert into places and products our users touch when the problem occurs.
Manufactured loops don’t work when you can’t influence the
... See moreIn his April 2015 letter to shareholders, Amazon founder/CEO Jeff Bezos listed the four requirements for a “dreamy business”: “Customers love it, it can grow to very large size, it has strong returns on capital, and it’s durable in time—with the potential to endure for decades.” We want Prime to be such a good value, you'd be irresponsible not to
... See moreYou are the PM who owns the home page at Zepto. Your company is
spending a lot on new user acquisition every month. Do you have an opinion on how first transaction for the new user should happen? Do new users search for items using search or do they go to categories on home or do they find the relevant SKU on
home itself because your feed
... See more
https://reactionwheel.net/2019/09/a-taxonomy-of-moats.html
One of the strategic tasks of an innovator is to deter imitation for as long as possible.
Moats draw their power to prevent imitation from one of four basic sources:
The state,
Special know-how,
Scale, or
System rigidity.
Benefits of scale:
either the cost per unit product decreases or the quality of the product increases as more units are produced, sold, and used.
These are examples of economies of scale, where the cost per unit is decreasing as more units are produced, typically because sunk or fixed costs are a large proportion of the total cost of the product.
Of course, Facebook was not the last social network to succeed. Instagram, WhatsApp, and others became valuable because they picked other qualities users desired and made themselves best at those. Scale advantages are only durable to the extent they inhibit direct competition.
These are advantages that arise because change is hard in a complex or highly interlinked system. If changing from one product to another also requires changing other things—other products, routines, skills, etc.—the total cost of the change may outweigh the benefits so the product already embedded in the system can maintain an advantage over similar entrant products that are not (or not yet) interconnected. I will call this system rigidity.
Customers may decide to stick with a product in the face of a better product because it is expensive to switch (having learned how to use a complex software package, a user may not want to invest the time and energy in learning a new one, even if it is better) or because it is expensive to learn that a new product is better (the customer may trust a producer or its brand and learning whether a new producer or brand is trustworthy may take either risky trialing or time-consuming research.) In the first instance the cost of change must include the cost of learning or the cost of changing established work routines. In the second the cost must include the cost of searching for the alternative.
Startups can approach an industry in a way that requires a fundamentally new system, putting the startup and incumbents on the same footing. Most established companies prefer to compete by exploiting their competencies while new systems make old competencies useless.
This type of challenge to incumbents is described both by Christensen’s ‘disruptive innovation’ (imitating the innovation would require incumbents to change so many things about what they do that their current customer base would be poorly served; deciding to ignore the needs of existing customers is a very difficult decision for any management team to make) and Porter’s ‘value chain’ innovation (mimicking the business model innovation or value chain innovation of the innovator would require an established company to abandon ways of doing things that are currently successful.)