About us
Astoria Solutions Pte Ltd is a Singaporean company set up specifically to help clients in the Marine and Oil & Gas industries to increase revenue, efficiency and lower costs. Astoria is a fast expanding innovator using cloud technology and “Disruptive Innovation” concepts to transform safety, accountability and productivity in the business of our clients in the Marine and Oil & Gas verticals. Founded in 2003, Astoria is headquartered in Singapore with offices in Hyderabad, Dubai and Abu Dhabi (official opening in May 2016)
Our Investor
Rose Park Advisors—an investment firm founded by Harvard Professor Clayton Christensen, the father of “Disruptive Innovation”, and his son, Matthew Christensen—is Astoria’s investor. Rose Park has invested in numerous companies from seed-stage start-ups to large-cap public firms in various industries around the world.
Based in Boston, Rose Park focuses on making investments in companies whose strategies are based on harnessing the benefits of disruptive innovation. Rose Park applies the disruptive innovation framework to identify companies who are well-suited to take advantage of change and will consistently beat the market with superior earnings. This investment strategy has enabled Rose Park’s portfolio to consistently achieve superior performance since its establishment.
Astoria Receives Minister’s Recognition for its Contribution to the Marine Industry
(from left to right: Mr Lee Yi Shyan, Senior Minister of State, MTI and MND; Mr Dominic Loke, CEO of Astoria Solutions; Mr Matthew Christensen, CEO and Portfolio Manager at Rose Park Advisors)
About “Disruptive Innovation”
“Disruptive Innovation”, a term of art coined by Harvard Professor Clayton Christensen, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. Not just an expression for technology, it also implies a change in business processes and business model that upsets the status quo.
As companies tend to innovate faster than their customers’ needs evolve, most organizations eventually end up producing products or services that are actually too sophisticated, too expensive, and too complicated for many customers in their market.
Companies pursue these “sustaining innovations” at the higher tiers of their markets because this is what has historically helped them succeed: By charging the highest prices to their most demanding and sophisticated customers at the top of the market, companies will achieve the greatest profitability.
However, by doing so, companies unwittingly open the door to “disruptive innovations” at the bottom of the market. An innovation that is disruptive allows a whole new population of consumers at the bottom of a market access to a product or service that was historically only accessible to consumers with a lot of money or a lot of skill.