A basic human characteristic is the ability to innovate which by definition disrupts existing habits. This is what the WYZ founders did when they found a new, more effective and cheaper way for customers to purchase tyres.

They first examined the existing tyre market in the 2000’s and discovered three major “anomalies” which created inefficiencies where efficiency should be the golden rule in all economic systems.

First, the lack of transparency on prices charged by tyre manufacturers to customers with long-term fleet leases.

Then the lack of optimal tyre availability for tyres in the after-sales networks: tyre inventory was available but elsewhere.

Finally, some individual customers – if not all – searched specialized or general e-commerce sites for better pricing and tyres were not readily present.

Faced with these “anomalies”, the founders came up with a new service concept that would offer the following:
• better price transparency (for products and services)
• better availability for tyres and the rationalized management of customer inventory
• and finally, prices better-suited to the current economic situation.
In other words, a more efficient economic model.

To reach these goals, the founders opted for digital platforms that created true B to B marketplaces that were transparent and efficient for all. Relying on professional retail networks also had other advantages: these networks had close relationships with their clients and better yet, had stock so WYZ didn’t need to build its own product inventory.

The WYZ model was thus disruptive because it did away with an opaque model which was inefficient and biased towards some market players while simultaneously integrating the WYZ model into the basic economic tyre market. In doing that, it created added-value for all players without playing against the traditional retail networks.