06 disruptive answers
leveraging disruptive developments
the word has gotten out, that the ebike market is a gold-mine, where gold is relatively easy to be found. and whenever there‘s the news of easy gold, things turn fast into an untamed gold rush. since then, the situation is changing radically. the number of competitors is increasing fast and they are coming from everywhere. everybody‘s eager to get his share. so the race has gained momentum, the competition gets fiercer and the new players apply new know-how, new competencies and new creativity to make a difference. they don‘t care much about established market rules or structures. they play the game on their own terms and by doing so, they redefine the game in itself. a development, that leaves many established players surprised and some unable to react adequately to the new challenges.
no matter where we look, things are changing. whether we look at the drive system suppliers, where powerful new entries are coming from the automotive industry, raising the standards for all the not so powerful ones. or whether we look at the ebike brands, where a multitude of new, rather nichy, yet more ‚stylish‘ brands, are popping up, offering more ‚individual‘ products. or, whether we think about the ecosystem eBike in itself, that, due to connectivity, digitalization or electrification, is changing into a whole lot more complex high-tech product, where many, traditionally rather low-tech bike brands find it hard to build up these increasingly demanding development competencies.
or, whether we look at the distribution and marketing situation, where the classical bike dealer gets mayor competition a. from bike retail chains (offering a significantly bigger selection to better prices)
b. from online dealers c. non-bike retailers like Media Markt, Decathlon & Co. all the way to discounters like Aldi or Lidl. and if that would not be enough already, the ebike brands starting to go omnichannel and with that disrupt the traditional business model of the classical bike dealer in general.
we could go on about disruptive developments, but let's look at the insights. what we learn is, that today you have to consider your entire value chain with a fresh perspective, asking whether each part is effective or efficient enough. whether you are really addressing your target groups needs and wishes in terms of functionality, experience, price/value, financing model, service quality or brand message. or whether your distribution and promotion model is still up to the task? and sure enough reflect, why these disruptive developments caught you off-guard and then, what we can learn from them?
how we can support you
since many of these disruptive forces are coming from outside the ebike/bike industry, we believe that having an external perspective helps a. to overcome established (and sometimes limiting) patterns of thinking and working b. to be aware of other inspiring technology- and lifestyle developments c. to not to be directly concerned with the often constraining effects of your daily business responsibilities and d. to bring a complementary set of competencies and know-how into your strategic discussions.
but, just an external perspective alone might not be enough. important is to understand the existing market dynamics and culture, to effectively translate these learnings and opportunities into solutions, that work successfully for your market.
and that's what makes us special – our market expertise + our external perspective + our unique combination of strategic and creative skills– makes us a valuable sparring partner in your discussion on how to leverage these disruptive developments.
the scope of a disruptive answers cooperation can vary from a very specific development where you‘d like to add complimentary brainpower to your counter-attack, all the way to a more holistic involvement in how to deal with the threats and opportunities of these new market developments.
typical steps of our process include:
- status quo analysis
- research disruptive opportunities
- opportunity scenario development and visualisation
- opportunity concept development
- opportunity implementation support
- if desired - moderation of discussion/process