Interessante, muito interessante "Apple's Business Model Vulnerability, Exposed by a French Upstart":
"Free is a classic example of “disruptive innovation,” a term coined by my mentor Clayton Christensen. The company is offering unlimited domestic calls and texts, free calls to many international countries, 3 GB of data per month, and no contract commitment — all for $25 a month. In exchange for this exceptionally good deal, subscribers give up some of the benefits associated with traditional mobile carriers."Voltando à figura da relação entre importância e satisfação:
"Almost as important as knowing where the market is underserved is knowing where it is overserved. Jobs and outcomes that are unimportant or already satisfied represent little opportunity for improvement and consequently should not receive any resource allocation.
In most markets, it is not uncommon to find a number of outcomes that are overserved—and companies that are nevertheless continuing to allocate them development resources. We say that an outcome is overserved when its satisfaction rating is higher than its importance rating. When a company discovers these overserved outcomes, it should consider the following three avenues for possible action: First, if the company is currently focusing on these overserved outcomes, those efforts should be halted. Making additional improvements in areas that are already overserved is simply a waste of resources and is likely to add cost without adding additional value.
Second, if cost reduction is an important consideration in the market, then costs can be reduced by taking out costly function in areas that are overserved. For example, if a five-dollar feature can be redesigned so that it satisfies an outcome 80 percent as well as it does currently but for half the cost, then the company may want to make this trade-off. Third, if many overserved outcomes are discovered in a market, then the company should consider the possibility of engaging in disruptive innovation. This would mean taking out cost along multiple dimensions and creating a lower-cost business model that existing competitors would be unable to match. The concept of a low-end disruptive innovation, as described in The Innovator’s Solution, is only possible when the customer population, or a segment of that population, is overserved."