5. Disruptive Business Models Change the Game – Deliver
Results
Transformative Technology Company Profiles
Innovator Incumbent Innovation Results
Extreme Assortment, Low 20% of Total
Prices and Full Information for Online Retail Market(1)
Savvy Consumer
Contrast to Disliked Incumbent
36% Market Share of
Wide Assortment,
DVD Rental Market(2)
Convenience, No Late Fees
Took advantage of Digital Shift:
70% Market Share of
Simple Pricing, Songs vs.
U.S. Music Downloads(3)
Albums, Convenience
Low Prices with a Technology- 34% Gross Margin(4)
Enabled Shopping Experience Purchased by Amazon for 22x
focused on Customer Service Value
Consumer-Directed, Low-Cost
Largest Discount
Model Designed for use by
Brokerage Firm
General Public
Virtual Contact Center FTSE Companies actively seeking
servicing world’s most high value alternatives to displace
recognisable brands with costly in-house outsourced poor
You Will Be superior value proposition quality / incumbents
Surprised Who
Uses Arise…but
It’s Their USP
6. Virtual Model – Pay for What you need, When you need
it – With the best Agent fit…
Outsourced Brick &
In-House Brick & Mortar Mortar Pure-Play Virtual
Overhead Cost Efficiency
Drive
Cost
rs
Employee / Independent
Business Owner (IBO) Costs
Quality Drivers
High Service Quality
Access to Better Talent
Schedule Flexibility
Retention of Talent
Non-core Inherent limitations Next evolution of
competency for lower value the contact center
most enterprises proposition market
