The fundamental problem of domestic industries (services) is
benchmarking and research.
Problem 1) Extremely efficient
People do efficient benchmarking centered on what's currently being offered and its results.
Case 1) They tried to build the App Store as it is today.
Case 2) They want to build today's Facebook and Twitter.
Case 3) They aim for the many, and for the few.
But in reality...
Facebook's target moved from the few → to the many,
Twitter's features are evolving from simple → into features that serve simplicity.
And Apple's App Store (platform) is not a "store" for Apple to sell its own apps.
Customer, not user,
product, not price,
space, not store,
empathy, not benefits,
intuition, not features... (Am I making too much up here? lol)
Anyway... reflecting on the attitude at the starting point and on the process of expanding the business model is sorely needed.
The bottom line is: "nothing (無) != (nothing → something → nothing)."
In other words, even when the surface simplicity looks the same,
a simplicity without the process behind it is never the same.
(rambling...)
As with every outcome... this one also has its reasons.
Service providers have to catch up with rivals fast and roll out services that boost results.
The agency that implements the service
is asked to deliver the most trendy, state-of-the-art, #1-similar style of service
at a lower price, with fewer people,
and in the shortest time.
Problem 2) Trend-sensitive fashionistas
Methodology, development patterns, design patterns — those are purely... strictly theoretical.
As a result, HCI, UI, UX
end up reduced to buzzwords, trends, or mere style...
