
ese services is that … lower its price, their addressable market grew. Lowering prices was like throwing gas on a fire.
Which brings me back to the “on demand economy”. The challenge I see with so many of these services is that most often, 1) they are new costs, and 2) they don’t fundamentally recast cost structures like Uber did — instead, many of them are an arbitrage on the cost of wealthy people’s time vs the less wealthy.
Would I like something that’s more convenient? Sure. But how much will I pay for it? The very we…
…any took the wrong lesson from Uber. Yes, convenience is huge, but it was only part of the picture. The magic of Uber is that it used mobile to create a 10x better product than the incumbent (taxis), and did so at a lower price. The “and” is everything.
It took three years for Uber to execute this. Uber, as we all know, launched as an on-demand blac…
…t the megatrend in today, economically, society, and cultural, is to value low tech over high tech. To place gadgets, apps, and bots above and before great discoveries, explorations, and breakthroughs. We celebrate, lionize, and worship trivial barely-often-backwards-steps that give us minor-league c…