IF I CANNOT REACH IT, I CANNOT USE IT The godfather of disruptive innovation, Clayton Christenson, defines disruptive innovation as a process that increases access and affordability, opening up a much larger market. I would argue that increasing access and affordability, through disruption or indeed existing avenues is a powerful strategy for reducing costs and […]

IF I CANNOT REACH IT, I CANNOT USE IT The godfather of disruptive innovation, Clayton Christenson, defines disruptive innovation as a process that increases access and affordability, opening up a much larger market. I would argue that increasing access and affordability, through disruption or indeed existing avenues is a powerful strategy for reducing costs and or increasing the return on investment in marketing. (so long as that affordability is not increased through discounting). Consider the following: In Australia around 8% of retailing is online. In Britain it is 13%. In mainland Europe it averages 16%. In Australia online retailing will rise above 20% in 5 years and over 50% in 10 years. Some 70% of Australians have made a significant purchase on line. Only 55% of online purchases in Australia are made from sites or retailers based in Australia. So, as Australians are switching to online retailing they are reluctant…