Building An E Commerce Presence - Summary

Building an E-commerce Presence Learning Objectives - 4.1 Understand the questions you must ask and answer, and the steps you should take, in developing an e-commerce presence. (*) 4.2 Explain the process that should be followed in building an e-commerce presence. (*) 4.3 Identify and understand the major considerations involved in choosing web server and ecommerce merchant server software. 4.4 Understand the issues involved in choosing the most appropriate hardware for an ecommerce site. 4.5 Identify additional tools that can improve website performance. (*) 4.6 Understand the important considerations involved in developing a mobile website and building mobile applications. (*) Imagine Your E-commerce Presence - What’s the idea? The vision includes: o Mission statement o Target audience o Intended market space o Strategic analysis o Marketing matrix o Development timeline o Preliminary budget - Where’s the money? o Business model(s) o Revenue model(s) - Who and where is the target audience? o Demographics, lifestyle, consumption patterns, Digital usage patterns o Content creation patterns (blogs, Facebook) - What is the ballpark? Characterize the marketplace o Size, growth, demographics, structure - Where’s the content coming from? Know yourself—SWOT analysis Develop an e-commerce presence map Develop a timeline: Milestones How much will this cost? o Simple websites: up to $5000 o Small web startup: $25,000 to $50,000 o Large corporate site: $100,000+ to millions What’s your business idea? - Characterize the marketplace o Demographics o Size, growth, changes o Structure  Competitors  Suppliers  Substitute products - Where is the content coming from? o Static or dynamic? Building an E-commerce Site: A Systematic Approach 1- Develop a Clear Understanding of your business objectives 2- Knowing how to achieve the right technology to achieve your objectives Pieces of the Site-Building Puzzle - - Main areas where you will need to make decisions: o Human resources and organizational capabilities  Creating team with skill set needed to build and manage a successful site Hardware Software Telecommunications Design Table 4.2: System Analysis, Business Objectives, System Functionalities, and Information Requirements for a Typical E-commerce Site (1 of 2) Analysis - Estimate number of visitors a day o (How? - Marketing survey)  E.g. 1,400 visitors a day – 8 pages each 4 million page views a year  Peak loads 3,000 visitors a day – 375/hour (9am-5pm)  Serve 40 screens a second read from a database of product and price The Systems Development Life Cycle - Methodology for understanding business objectives of a system and designing an appropriate solution Five major steps: 1- Systems analysis/planning 2- Systems design 3- Building the system 4- Testing 5- Implementation Web Site Systems Development Life Cycle Building the System: In-house versus Outsourcing - Outsourcing: Hiring vendors to provide services involved in building site Build own vs. outsourcing: o Build your own requires team with diverse skill set; choice of software tools; both risks and possible benefits - Host own vs. outsourcing o Hosting: Hosting company responsible for ensuring site is accessible 24/7, for monthly fee o Co-location: Firm purchases or leases web server (with control over its operation), but server is located at vendor’s facility Figure 4.7: Choices in Building and Hosting Logical Design for a Simple Web Site Tools - Build from scratch o HTML5 o Adobe - Use Packaged web site building tools o Digiweb o Webs.com - Use Pre-Built Templates o Wix o Weebly Book Article: Weebly Makes Creating Websites Easy - Class Discussion o What value does Weebly offer to small businesses? o Are there any drawbacks to using Weebly to create an e-commerce presence? o How are service providers like Weebly changing the nature of e-commerce? - Weebly – Pros o Simplicity  It would be difficult to create a more intuitive and simple user interface than you’ll find at Weebly. For this reason, it can be a good choice for newbies as well as anyone who shuns anything technical o Let’s You Build a High Quality Free Site  If you’re looking to build a website for free, you have other options. Most free web hosting, however, is severely limited compared with what you can do on Weebly. You won’t, for example, have to put up with forced thirdparty ads on your free site. o Good Selection of Templates  This allows you to create a professional looking website and one that is relevant to your niche, whether your site is based on your personal interests or your business o Mobile Apps  You can create and edit your site on your phone or tablet using Weebly’s mobile apps o Bonus  Even with a free account at Weebly, you get a $100 coupon for Google AdWords o Easy to Upgrade  Because Weebly offers several premium plans, you can start off at whatever level you’re comfortable with and upgrade later if you choose to - Weebly – Cons o Your Site is Hosted on Weebly’s Domain  If you have a free website (using their free plan), you will be using Weebly’s domain and not your own. If you want to optimize your site for the search engines and build your brand, this is not ideal. You could, of course, upgrade to the Starter premium plan at $4 per month. On the other hand, you can find many web hosts that charge that price or even less. o Blog Options are Limited  While Weebly does have a blog tool, it’s far less customizable than using a blogging application such as WordPress. If you want to make changes to the layout, you will have to do some coding. o Premium Accounts Are Not Cheap  While Weebly’s Starter plan, where you can connect your domain, is not a bad deal at $4 per month, once you start upgrading beyond this you will be paying more for hosting than you would with most conventional web hosts.  For example, the eCommerce plan, at $25 per month, gives you lots of useful features, but you could also set up a free shopping cart with shared hosting for $3- $5 per month with a host such as Bluehost. On the other hand, you are paying for the convenience of using Weebly’s extremely userfriendly platform Testing the System - Testing o o o o o Unit testing System testing Acceptance testing A/B testing (split testing) –e.g., comparing two versions of a webpage or app against each other to determine which one performs better Multivariate testing (multiple variables are modified) Implementation and Maintenance - Systems break down unpredictably Maintenance is ongoing Maintenance costs: Similar to development costs o A $40K e-commerce site may require $40K annually to upkeep Benchmarking Figure 4.10: Factors in Website Optimization Interactive Functionality - Respond to User Input Forms Take Customer Orders Clear credit card transactions Consult price and product databases Adjust advertising on the screen based on user characteristics Dynamic Page Generation - The contents of a Web page are stored as objects in a database, rather than in a HTML web page When the user requests a web page the contents of the page are retrieved from a database Dynamic page generation is CPU intensive - Provides easy market segmentation o Sell the same product to different markets at different prices o Variations of the same banner ad o Reward loyal customers with lower prices - Dynamic Page Generation Software o Microsoft asp.net Web Hosting Services - Web Hosting Sites provides hardware & software for your website e.g., Digiweb o 15 GB Web Space o 100 GB Web Traffic o 250 Email Accounts o Host 50 Websites o PHP (dynamic content) & MySQL Support (database)  €39.99 per year Cost - The cost of building web sites has fallen Many open source tools available In the past building your own shopping cart could cost up to $250,000 But cost of marketing, content development and design have risen Web Site Budgets - The cost of system maintenance and content generation have risen to make up more than half of a typical web site budget E-commerce Merchant Server Software - Provides basic functionality for sales o Online catalog  List of products available on Web site o Shopping cart  Allows shoppers to set aside, review, edit selections, and then make purchase o Credit card processing  Typically works in conjunction with shopping cart  Verifies card and puts through credit to company’s account at checkout Site Management Tools - Basic tools included in all web servers o Verify that links on pages are still valid - Third-party software for advanced management o Monitor customer purchases o Marketing campaign effectiveness o Keep track of hit counts and other statistics  E.g., Webtrends Analytics 10 Table 4.10: E-commerce Website Features that Annoy Customers Table 4.11: The Eight Most Important Factors in Successful E-commerce Site Design] Personalization Tools - Personalization o Ability to treat people based on personal qualities and prior history with site - Customization o Ability to change the product to better fit the needs of the customer - Cookies o Primary method to achieve personalization The Information Policy Set - Privacy policy o Set of public statements declaring how site will treat customers’ personal information that is gathered by site - Accessibility rules o Set of design objectives that ensure disabled users can affectively access site Developing a Mobile Website and Building Mobile Applications - Types of m-commerce software o Mobile website  Responsive web design o o o Mobile web app Native app Hybrid app  Runs inside native container  App distribution  Based on HTML5, CSS, JavaScript Native Apps - - Native apps live on the device and are accessed through icons on the device home screen. Native apps are installed through an application store (such as Google Play or Apple’s App Store). They are developed specifically for one platform, and can take full advantage of all the device features — they can use the camera, the GPS, the accelerometer, the compass, the list of contacts etc. Native apps can use the device’s notification system and can work offline Mobile Web Apps - - - Web apps are not real applications; they are really websites that, in many ways, look and feel like native applications, but are not implemented as such. They are run by a browser and typically written in HTML5. Users first access them as they would access any web page: they navigate to a special URL and then have the option of “installing” them on their home screen by creating a bookmark to that page Web apps became really popular when HTML5 came around and people realized that they can obtain native-like functionality in the browser. Today, as more and more sites use HTML5, the distinction between web apps and regular web pages has become blurry In 2011 Financial Times withdrew its native app from Apple’s App Store to circumvent subscription fees and maintain closer connection with their subscribers. Instead, it came out with a web app (app.ft.com): Table 4.13: Unique Features That Must Be Taken into Account When Designing a Mobile Presence Mobile Presence Design Considerations - Platform constraints o Graphics, file sizes - Mobile first design o Desktop website design after mobile design - Responsive web design (RWD) o CSS site adjusts layout of site according to device screen resolutions - Adaptive web design (AWD) o Server delivers different templates or versions of site optimized for device Developing a Mobile Web Presence - Design considerations o Platform constraints: Smartphone/tablet - Performance and cost o Mobile Web site:  Least expensive o Mobile app:  Can utilize browser API  A web API is an application programming interface (API) for either a web server or a web browser o Native app:  Most expensive; requires more programming Activity Infrastructure risk assessment - Make a list of the potential problems for customers of an online retailer You should consider problems faced by users of e-business applications who are both internal and external to the organization Base your answer on problems you have experienced on a web site that can be related to network, hardware and software failures or problems with data quality Typical problems - Web site communications too slow Web site not available Bugs on site through pages being unavailable or information typed in forms not being executed Ordered products not delivered on time E-mails not replied to Customers’ privacy or trust is broken through security problems such as credit cards being stolen or addresses sold to other companies The New Patterns of Innovation – How to use Data to Drive Growth - - - - The search for new business ideas and new business models is hit-or-miss in most corporations, despite the extraordinary pressure on executives to grow their businesses. Management scholars have considered various reasons for this failure One well-documented explanation: Managers who are skilled at executing clearly defined strategies are ill equipped for out-of-the-box thinking In addition, when good ideas do emerge, they’re often doomed because the company is organized to support one way of doing business and doesn’t have the processes or metrics to support a new one Without a doubt, if you tackle business innovation systematically you improve the odds of success Traditional, tested ways of framing the search for ideas exist: 1- One is competency based: It asks, How can we build on the capabilities and assets that already make us distinctive to enter new businesses and markets? 2- Another is customer focused: What does a close study of customers’ behaviour tell us about their tacit, unmet needs? 3- A third addresses changes in the business environment: If we follow “megatrends” or other shifts to their logical conclusion, what future business opportunities will become clear? 4- How can we create value for customers using data and analytic tools we own or could have access to? In the course of that work, we’ve seen advances in IT facilitate the hunt for new business value in five distinct— but often overlapping—patterns. Those patterns form the basis of our framework. We believe that by examining them methodically, managers in most industries can conceive solid ideas for new businesses The Challenge - Established companies are notoriously bad at finding new ways to make money, despite the pressure on them to grow The Analysis - Most companies own or have access to information that could be used to expand old businesses or build new ones. These opportunities exist because of the explosion in digital data, analytic tools, and cloud computing The Solution - Answering a series of questions— from “What data can we access that we’re not capturing now?” to “Can we deliver one of our capabilities as a digital service?”—will help companies find ways to unlock new business value Pattern 1: Augmenting Products to Generate Data - - Because of advances in sensors, wireless communications, and big data, it’s now feasible to gather and crunch enormous amounts of data in a variety of contexts—from wind turbines to kitchen appliances to intelligent scalpels Those data can be used to improve the design, operation, maintenance, and repair of assets or to enhance how an activity is carried out. Such capabilities, in turn, can become the basis of new services or new business models o A classic example is Rolls-Royce’s engine health management (EHM) capability. In the mid-2000s new sensor technology and data management allowed Rolls-Royce to identify airplane engine problems at an early stage, thereby optimizing maintenance repair schedules, and to improve engine design o One could imagine Rolls-Royce extending this capability further—to engines for cruise ships and turbines—and even building a platform around it Pattern 2: Digitizing Assets - - - Over the past two decades, the digitization of music, books, and video has famously upended entertainment industries, spawning new models such as iTunes, streaming video services, e-readers, and more As mobile technologies continue to fuel this trend, more creative businesses are tapping into it and generating their own enhanced services or new business models o Take the International Museum of Women, an innovative non-profit that hosts internet exhibitions of art created by women around the world. It has an online community of 600,000 annual unique visitors, 10,000 artistic contributors, 40,000 enews subscribers, 11,000 Facebook fans, and 7,000 Twitter followers in more than 200 countries worldwide. It can organize and host exhibitions for a fraction of what it costs a traditional museum to borrow, ship, and display works, and it allows visitors to communicate directly with the artists—without ever leaving home As more assets become digitized, we expect competitive advantage to shift. Digitization typically slashes distribution costs and makes the ability to move physical inventory efficiently or secure favourable store locations less critical, while offering customers more choices and more tailored service will become increasingly important Pattern 3: Combining Data Within and Across Industries - The science of big data, along with new IT standards that allow enhanced data integration, makes it possible to coordinate information across industries or sectors in new ways o Consider the city of Bolzano, in northern Italy, where retired people account for almost a quarter of the population. That puts considerable strain on social and health services o IBM developed a network of sensors in the home that monitor not only conditions such as temperature, CO2 level, and water usage, but also what constitutes “normal” behaviour patterns—for example, regular cooking times. Abnormalities trigger a call to a relative or a friend, who can check that all is well with the senior and alert the appropriate city service if necessary o Behind the scenes, a common IT system links all the relevant agencies—social services, health, and property maintenance—enabling a highly coordinated response. City officials believe that this initiative has lowered assistance and care costs by 30% and allowed many more retirees to stay in their homes, thereby reducing the need to build and run special accommodations for them Pattern 4: Trading Data - The ability to combine disparate data sets allows companies to develop a variety of new offerings for adjacent businesses o Take the recent partnership between Vodafone and TomTom, a provider of satellite navigation devices and services. With its mobile network, Vodafone can identify which of its subscribers are driving, where they are, and how fast they’re moving. Such data can be used to pinpoint traffic jams—information that is extremely valuable to TomTom, which buys it from Vodafone Pattern 5: Codifying a Distinctive Service Capability - - Ever since their invention, IT systems have helped automate business processes. Now companies have a practical way to take the processes they’ve perfected, standardize them, and sell them to other parties Any process that is best-in-class—but not central to a company’s competitive advantage— can thus be turned into a profitable business o IBM’s Global Expense Reporting Solutions were originally developed to automate all the steps in the company’s internal travel booking and expense reporting processes. IBM found that, in addition to reducing related administrative costs by 60% to 75%, the systems helped ensure that employees complied with corporate T&E policies o A few years later, realizing that many of its customers would be interested in achieving comparable savings, IBM turned the systems into a service, which it has since sold to organizations worldwide, effectively giving birth to a new business Combining the Patterns - The five patterns are a helpful way to structure a conversation about new business ideas— and, as we’ve shown, there are good examples of all five—but actual initiatives often encompass two or three of the patterns o Take the smart energy meters being rolled out in nearly every developed country, which record the consumption of energy over the course of the day and communicate that information back to the energy provider o They could, for instance, gather data on the energy usage patterns of appliances, which could be sold back to their manufacturers, or be used to provide enhanced services to homeowners, such as the feeding of locally produced energy (say, from solar panels) o And smart meters might even become the technology platform for delivering a wide range of applications to homeowners, from security systems to entertainment systems Armed with the answers, the team cycles back through each pattern to explore whether it, or perhaps a modification or combination of patterns, could be applicable in the company’s business context. The questions include: 1- Augmenting Products a. Which of the data relate to our products and their use? b. Which do we now keep and which could we start keeping? c. What insights could be developed from the data? d. How could those insights provide new value to us, our customers, our suppliers, our competitors, or players in another industry? 2- Digitizing Assets a. Which of our assets are either wholly or essentially digital? b. How can we use their digital nature to improve or augment their value? c. Do we have physical assets that could be turned into digital assets? 3- Combining data a. How might our data be combined with data held by others to create new value? b. Could we act as the catalyst for value creation by integrating data held by other players? c. Who would benefit from this integration and what business model would make it attractive to us and our collaborators? 4- Trading Data a. How could our data be structured and analysed to yield higher-value information? b. Is there value in this data to us internally, to our current customers, to potential new customers, or to another industry? 5- Codifying a Capability a. Do we possess a distinctive capability that others would value? b. Is there a way to standardize this capability so that it could be broadly useful? c. Can we deliver this capability as a digital service? d. Who in our industry or other industries would find this attractive? e. How could the gathering, management, and analysis of our data help us develop a capability that we could codify? The Real Lessons from Kodak’s Decline - - - Eastman Kodak is often mischaracterized as a company whose managers didn’t recognize soon enough that digital technology would decimate its traditional business. However, what really happened at Kodak is much more complicated — and instructive After decades of being an undisputed world leader in film photography, Kodak built the first digital camera back in 1975. But then, the story goes, the company couldn’t see the fundamental shift (in its particular case, from analog to digital technology) that was happening right under its nose The big problem with this version of events is that it’s wrong o To begin with, senior leaders at Kodak were acutely aware of the approaching storm o But several factors made it exceedingly difficult for Kodak to shift gears and emerge with a consumer franchise that would be sustainable over the long term o Not only was a major technological change upending our competitive landscape, but challenges were also affecting the ecosystem we operated in and our organizational model. Ultimately, refocusing the business with so many forces in motion proved to be impossible A Difficult Technology Transition - - - Kodak’s first challenge had to do with technology The transition from analog to digital imaging brought several challenges. First, digital imaging was based on a general-purpose semiconductor technology platform that had nothing to do with film manufacturing — it had its own scale and learning curves Suppliers selling components offered the technology to anyone who would pay, and there were few entry barriers. What’s more, digital technology is modular A good engineer could buy all the building blocks and put together a camera. These building blocks abstracted almost all the technology required, so you no longer needed a lot of experience and specialized skills Semiconductor technology was well outside of Kodak’s core know-how and organizational capabilities, it had little hope of being a competitive volume supplier of image sensor components, and it was difficult for Kodak to offer something distinctive. Contrast this with Sony Corp., which entered the sensor business to support its electronic video recording business. As an electronics company, its organizational capabilities were far more aligned with what was needed to succeed. What’s more, it jumped in early Scaling Down Is Hard - While the technology presented one set of problems, figuring out how to manage declining film sales while trying to extract maximum profits presented another But scaling down is hard to do. At a certain point, you just don’t have enough volume anymore to absorb your fixed costs In Kodak’s case, film had a finite shelf life, so as sales declined, the company had to figure out how to shrink the size of production batches without driving unit costs up too far or forcing the selling price up, which would have led to a death spiral - - For a while, Kodak was fortunate that motion picture print film manufacturing was able to absorb a huge proportion of factory overhead. But when theatres finally moved to digital projection, the company couldn’t slash costs fast enough to keep up with declining volumes One could argue that exiting the business and forcing consumers to transition to new solutions was the right way to go. But that would have required Kodak to give up billions of dollars in profits and abandon products like motion picture print distribution too soon, without having other products to capture the demand Ecosystem Troubles - - The third part of Kodak’s problem had to do with its ecosystem. Much has been written about the importance of building an ecosystem when a new product or service has to leverage complementary assets Kodak built a unique and powerful ecosystem to support film-based photography o First, as analog photography declined, there was no reason for retailers to be loyal to Kodak products; many were just as happy to use chemicals and paper from Fuji o Second, Kodak management didn’t fully recognize that the rise of digital imaging would have dire consequences for the future of photo printing Organizational Inertia? - - Kodak management has been criticized for compromising its digital efforts because it wanted to protect film. But the criticism is overblown The company set up a separate division charged with tackling the digital opportunity Not constrained by any legacy assets or practices, the new division was able to build a leading market share position in digital cameras — a position that was essentially decimated soon thereafter when smartphones with built-in cameras overtook the market The organizational challenge was even more pronounced at a senior level. For many managers of legacy businesses, the survival instinct kicked in. Some who had worked at Kodak for decades felt they were entitled to be reassigned to the new businesses, or wished to control sales channels for digital products. But that just fuelled internal strife What is Disruptive Innovation? Unfortunately, disruption theory is in danger of becoming a victim of its own success. Despite broad dissemination, the theory’s core concepts have been widely misunderstood and its basic tenets frequently misapplied. Furthermore, essential refinements in the theory over the past 20 years appear to have been overshadowed by the popularity of the initial formulation The problem with conflating a disruptive innovation with any breakthrough that changes an industry’s competitive patterns is that different types of innovation require different strategic approaches. To put it another way, the lessons we’ve learned about succeeding as a disruptive innovator (or defending against a disruptive challenger) will not apply to every company in a shifting market What is Disruption? - - - “Disruption” describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses Specifically, as incumbents focus on improving their products and services for their most demanding (and usually most profitable) customers, they exceed the needs of some segments and ignore the needs of others. Entrants that prove disruptive begin by successfully targeting those overlooked segments, gaining a foothold by delivering more-suitable functionality— frequently at a lower price Incumbents, chasing higher profitability in more-demanding segments, tend not to respond vigorously. Entrants then move upmarket, delivering the performance that incumbents’ mainstream customers require, while preserving the advantages that drove their early success When mainstream customers start adopting the entrants’ offerings in volume, disruption has occurred Is Uber a Disruptive Innovation? According to the theory, the answer is no. Uber’s financial and strategic achievements do not qualify the company as genuinely disruptive—although the company is almost always described that way. Here are two reasons why the label doesn’t fit: 1- Disruptive innovations originate in low-end or new-market footholds - Disruptive innovations are made possible because they get started in two types of markets that incumbents overlook - In the case of new-market footholds, disrupters create a market where none existed. Put simply, they find a way to turn non-consumers into consumers - But Uber did not originate in either one. It is difficult to claim that the company found a lowend opportunity: That would have meant taxi service providers had overshot the needs of a material number of customers by making cabs too plentiful, too easy to use, and too clean - Neither did Uber primarily target non-consumers—people who found the existing alternatives so expensive or inconvenient that they took public transit or drove themselves instead: Uber was launched in San Francisco (a well-served taxi market), and Uber’s customers were generally people already in the habit of hiring rides 2- Disruptive innovations don’t catch on with mainstream customers until quality catches up to their standards - Disruption theory differentiates disruptive innovations from what are called “sustaining innovations.” The latter make good products better in the eyes of an incumbent’s existing customers: the fifth blade in a razor, the clearer TV picture, better mobile phone reception - These improvements can be incremental advances or major breakthroughs, but they all enable firms to sell more products to their most profitable customers - Disruptive innovations, on the other hand, are initially considered inferior by most of an incumbent’s customers. Typically, customers are not willing to switch to the new offering merely because it is less expensive. Instead, they wait until its quality rises enough to satisfy them o Most of the elements of Uber’s strategy seem to be sustaining innovations. Uber’s service has rarely been described as inferior to existing taxis; in fact, many would say it is better Why Getting It Right Matters - - As the example of Uber shows, identifying true disruptive innovation is tricky. Yet even executives with a good understanding of disruption theory tend to forget some of its subtler aspects when making strategic decisions We’ve observed four important points that get overlooked or misunderstood: 1- Disruption is a process - The term “disruptive innovation” is misleading when it is used to refer to a product or service at one fixed point, rather than to the evolution of that product or service over time - The first minicomputers were disruptive not merely because they were low-end upstarts when they appeared on the scene, nor because they were later heralded as superior to mainframes in many markets; they were disruptive by virtue of the path they followed from the fringe to the mainstream - The fact that disruption can take time helps to explain why incumbents frequently overlook disrupters 2- Disrupters often build business models that are very different from those of incumbents - The iPhone was a sustaining innovation in the smartphone market: However the iPhone’s subsequent growth is better explained by disruption—not of other smartphones but of the laptop as the primary access point to the internet - This was achieved not merely through product improvements but also through the introduction of a new business model. By building a facilitated network connecting application developers with phone users, Apple changed the game - The iPhone created a new market for internet access and eventually was able to challenge laptops as mainstream users’ device of choice for going online 3- Some disruptive innovations succeed; some don’t. - A third common mistake is to focus on the results achieved—to claim that a company is disruptive by virtue of its success. But success is not built into the definition of disruption: o Not every disruptive path leads to a triumph, and not every triumphant newcomer follows a disruptive path 4- The mantra “Disrupt or be disrupted” can misguide us. - Incumbent companies do need to respond to disruption if it’s occurring, but they should not overreact by dismantling a still-profitable business - Instead, they should continue to strengthen relationships with core customers by investing in sustaining innovations - In addition, they can create a new division focused solely on the growth opportunities that arise from the disruption