In the opening chapter of Seeing What’s Next, Clayton Christensen identifies potential consumer groups that he considers crucial to the success of disruptive innovations in technology. [1] I am particularly interested in how this applies to video game industry. Like any other sector, the video gaming market has wrinkles in it, which are inefficiencies that can be exploited. With Sony and Microsoft at the cutting edge in terms of computing power and licensed content, these wrinkles offer different players openings to attract overshot potential customer groups. Continue reading
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