Anvika Anvika
@aanvika1993
@aanvika1993
“It's tough to be good at something you're not interested in. It's nearly impossible to be great at something you're not obsessed with.”
XYZ and then cancel your payment, you will receive a message saying "Hi Rahul, I am near you. I have used Vidyakul and I was the district topper last year. Everyone knows the district toppers, and that plays a huge role in building trust. I am from this school, this is my village, and if you need any help, here is my number or my team's number or V
... See moreJust saw a post about Blanket, how it realised that a user had ordered from a hospital.
The after order page had a widget that said, We have noticed that you are ordering from a hospital , we have prioritised your order.
We will speedy recovery to you and your loved ones.
Amazing customer experience and the user shared it on LinkedIn
Evaluating levers
https://www.matthewball.co/all/netflixobjectives
online distribution encourages audiences to concentrate their watching time and enables networks to monopolize their viewers’ attention. Much of this comes from the fact that unlike pay TV, most online video subscriptions are sold a la carte and on a month-to-month basis. This has four major implicati
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.)
“How big is the addressable market? How many people have this problem? How many businesses suffer from this issue?
2.Then ask yourself the more important question: How painful is it? Pain can be measured by one or both of two factors: amplitude (really, really painful) or frequency (how often we suffer from it). Once you define your problem, go back to the matrix and see where it fits.”
Open AI - OpenAI recognizes that Google is its biggest threat, particularly in the consumer arena where the startup has the biggest brand in the space, and it wants to do everything it can to ensure the tech giant doesn’t get any buzz.
Ambient computing is a concept that revolves around the seamless integration of technology into our surroundings to
... See moreGoogle I/O keynote: Stratechery
The first takeaway from both keynotes is just how impressive Google’s infrastructure is.
which the quality of an AI-mediated experience is dependent on the AI being integrated into the problem space and its relevant data.
Gmail, can help you summarise the email thread and you can also ask questions which it will search