>This is why disrupters are so successful - they can do something crazy and people will try it out and think - this is amazing. Because the mindset/psychology is that this is something new. But the market leader implements exactly the same thing and people won't give it a chance because it's a change and they can't handle change.
To play the devil's advocate, couldn't you argue that the reason the take-rate seems high is because only the people that want change are going to use the disrupter's thing, whereas those people represent a very small minority of people using the existing, uninnovative product?
Exactly. The market leader can still innovate; just don't force it on the large body of existing users before you've proven it with early adopters and given plenty of lead time for a transition, or the volume of complaints will drown out the excited interest from those early adopters.
For example, consider what Mozilla did when they first came out with Firefox. They didn't replace the main Mozilla browser; they built a new browser and offered it as an alternative. It took a long time for everyone to switch over, and that's completely OK.
To play the devil's advocate, couldn't you argue that the reason the take-rate seems high is because only the people that want change are going to use the disrupter's thing, whereas those people represent a very small minority of people using the existing, uninnovative product?