Be what they cannot be. They cannot be truly sustainable, they cannot be authentic to a specific community, they cannot easily operate new business models that disrupt the old ones. Do not just do something quirky and novel for the sake of it. The market is filled with failed “niche gimmicks” that captured a headline but never really worked and faded into nothing. Innovation has to be Meaningful, Postive, and a Change. If it doesn’t tick those boxes then there is no real USP.

Study how incumbents plan to protect their market share by maintaining the status quo or forcing users to upgrade their subscription plans to extract more value without offering any new value. There lies a new market opportunity. When you find a critical number of users venting out their frustration on social media, it is an opportunity for you to solve the problem and build a new business venture.

Giants tend to go for big meals and abandon small prey. Feed off that which the giants leave until you, too, outgrow that prey. Your best product innovation is to appeal to the uderserved.

Identify the current pain points in the market and aim to address them with this game-changing product or solution. You can add a new feature, reduce service costs, or adjust the business model to attract new clients to the market.

1. Address unmet needs: Focus on what giants overlook. 2. Revolutionize the experience: Make the product or usage radically better. 3. Disrupt with innovation: Create a feature or benefit no one else offers. 4. Leverage agility: Move faster than the giants and adapt to trends. Innovation isn’t just product improvement; it’s outsmarting the competition with what they can’t see coming.

Innovation is always the game-changer and doing more faster is your best advantage against a giant. Laser focus on the customer's friction points and turn them into your wedge. Wash, Rinse, Repeat. Always meeting the user where they want to be in terms of UI/UX and especially integration of whatever data will help them be more impactful.

Breaking into markets dominated by a handful of incumbents can be done by employing a method of low-end disruption. Low-end disruption is entering the bottom of an existing market with a low-cost business model. The goal is to attack the lower end of the market because the leaders of the industry won’t fight for the low-margin business but rather improve their profitability by focusing on the higher-margin products. This way, you re-capture a portion of the existing market with unmet needs offering low-margin monetization opportunities and reshaping the definition of success for this specific customer segment. Low-end disruption forces the incumbents to flee rather than fight, creating new growth businesses!

Entrer dans un marché dominé par des géants peut sembler intimidant, mais c'est aussi une opportunité unique pour redéfinir les règles du jeu. Là où les grandes entreprises sont souvent freinées par des processus internes complexes et des modèles d'affaires bien établis, un nouvel acteur peut se démarquer en adoptant une approche agile et axée sur l'innovation produit.Une innovation efficace ne signifie pas seulement offrir de nouvelles fonctionnalités, mais repenser l'expérience utilisateur, répondre à des besoins insatisfaits et apporter des solutions plus durables, plus personnalisées, ou plus économiques.

Blue ocean and speed both aspects giants struggle to achieve, due to their hierarchy and scale. Excel at these 2 and constantly innovate, leaving the giants chasing these niches.

Entering a well-established market dominated by major players isn’t always about addressing unmet needs. New entrants can gain market share by offering similar solutions that are cheaper, more streamlined, scalable, and future-focused. Established companies, often led by middle-aged management, may be slower to adopt trending technologies and take risks. Startups, with their agility and awareness of current tech trends, can leverage these advantages to carve out a position in the market.