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While this is an extreme example, you can take the same concept and apply it to any Company. Are they targeting the high-end or low-end? What age group? What other products could fall under the same umbrella? All of this is taken into account as companies grow. For more specific examples, look at high-end retail and see how many companies are forced to take “branding set backs” and target slightly lower price points to expand their market while maintaining the perception of being exclusive/luxury (Coach, YSL and even Tesla are examples).
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For a more recent but still “classic” example, let’s look at Airbnb. Airbnb was able to get off the ground because there was a critical subset of customers in the hospitality industry — initially young people, although not exclusively so — who were overserved by many aspects of the hotel industry. Hotels were serving customers along many axes of performance — comfort, privacy, loyalty reward programs, and so forth — that just weren’t very important to a specific subset of customers who didn’t care too much about all that stuff; they just want a place to s
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the key ingredient to this occurrence was the existence of a set of customers who were being overserved by the incumbents — all they needed was cheap rebar, after all.
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customers are overserved for a particular job, it introduces the critical space and oxygen required for a new competitor with some sort of scalable, technological advantage to enter the market at the low end.
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