Facebook, Disruptive Innovationfacebook, Disruptive Innovation

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Is Facebook Disruptive? If So, How?

Disruptive Innovation, Facebook
What is the most terrible nightmare to users devoted to Facebook? Let’s think about disruptive innovation having been achieved by Facebook. Facebook subscribers of 0 person in 2004 became reached to 800 million people within 6 to 7 years. However, this is nothing more than start. It is expected that users will exceed 1,000 million people in 2012 and be nearly equal to total populations of China or India. Facebook, which has encroached on the market quickly by new mode and supplements on existing SNS, could be said as a representative example of disruptive innovation. 

Lead Changes of Communication Models
If so, let’s look at the how Facebook was able to accomplish such disruptive innovations. ①Preparing for suitable countermeasures after grasping changes exactly From the first stage, Facebook has reflected the new needs of consumers on search function. For example, it has expanded its target users on SNS services by providing easy services for older generations. It means that Facebook prepared for countermeasures by grasping a fact that existing SNS services were being turned away from elders due to complicated items. Indeed, apporximately 40% of Facebook users are 20s or 30s, but middle 40s are most active users. Also, it established a platform based on texts, which are suitable to mobile communications, according to the trend to mobile environements from the technology centering on communicating methods. ②Solution of the problems on existing SNS

There were some side-effects called privacy’s infringements because most existing SNS services were active with anonymous names. For this reason, Facebook reduced users’ anxiety by using real names online and e-mail authentication. Actually, there was a case that it disabled an account of a person in 2007, through consistent monitoring, who were active with the name of Jon Swift instead of his real name. Such a policy could be said as...
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