Amazon; the ultimate disruptor
After the sensational launch of e-volve, intelligent artwork automation, I’ve been reflecting on other game changers who have pioneered change within their industries and asking what we can learn from their experiences.
Retailers can no longer rely solely on conceptual brand values like reputation, heritage and goodwill. The rules are changing.
Disruptors usually undersell and compete with a technological advantage and by the time traditional players realise the threat it’s often too late. What’s more, disruptors are often more in tune with what their consumers want.
Amazon’s e-commerce dominance has carved a path of destruction through a range of retail sectors including books, music, toys and sports. Despite their well-known brand names, high street presence and long heritage, stores like Toys “R” Us, Sports Authority and Barnes & Noble couldn’t compete with Amazon’s ability to combine uncommonly fast shipping with low prices. With a mission to put customers at the heart of everything, Amazon combines a one-stop-shop online marketplace with innovative technology to meet and exceed user expectations.
Today, Amazon’s disruptive ambitions extend far beyond retail. With its expertise in complex supply chain logistics and competitive advantage in data collection, Amazon is poised to attack a whole host of new industries including pharmaceuticals and insurance. Love them or hate them, Amazon shakes up retail and forces a new, consumer-centric paradigm into being. A paradigm driven by technology that allows the consumer to find, purchase and take receipt of what they want much faster than ever before.
It is the changing needs and wants of customers, and consequent changes of behavior (sic) in everyday life that is bringing down 100-year-old behemoths like GE, GM, Coca-Cola, Hilton, Sears and many others
Thales Teixera, Professor, Harvard Business School
External forces have been disrupting industries forever and the fallout inevitably creates winners and losers. As technology advances people see opportunities to use it to displace or replace a product or service, e.g. the motorcar replaced the horse and carriage and the digital camera replaced the film camera but it’s often the customers who are the real disruptors.
Disruption happens at the intersection of customer pain points and broken business models, so ask yourself if you’re ready to disrupt or to be disrupted.
Terence Mauri, author of “The Leader’s Mindset: How to Win in the Age of Disruption.
This is something we’re working on at Sun Strategy, by concentrating our efforts on improving the user experience across our business we are helping our clients to stay competitive in this frightening age of disruption. We are transforming the global approach to sustainable packaging by listening to our customer’s pain points and responding with disruptive, digital solutions to modernise the market and pioneer the right choices for our clients, consumers and the planet.
About the author
Kevin McAulay - Account Director
Kevin has over 20 years experience in managing print and graphics for multiple global FMCG and retail companies. Kevin has experience working onsite at a number of clients sites including Nestle and Unilever and managing remote teams, with a great understanding of stakeholder engagement across multi disciplines.
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