1. Kruse 1
Nicky Kruse
Cannice
BUS 473-01
13 May 2015
Guru: Mobile Enlightenment for the Modern Yogi
The Problem: The Deterioration of Yoga
Yoga 5,000 years ago:
A white-haired guru located in a tiny village in the middle of India works
with one or two disciples and teaches them the practice of yoga; a practice that is
dedicated to creating union between body, mind, and spirit. Over many years, the
guru teaches them the “art of right living”1 in which the breath and body are used to
foster awareness of themselves as individualized beings and in doing so, experience
connection with the Divine.
Yoga today:
About 30 beautiful, middle-aged, upper-class women crowd a perfectly
bamboo-tiled and mirrored room that is heated to over 90 degrees. For one hour, 2-
3 times per week, they slip on their $100 Lululemon yoga pants and get their weekly
workout in by sweating through an athletically challenging and physically
demanding fast-paced yoga class set to a rocking playlist.
The word “yoga” literally means to “yoke” or “to unite.” When the practice
was developed in India 5,000 years ago, it was meant as a way to “unite” mind, body,
and spirit as one. In doing so, not only would awareness of the self and sense of
unification with the whole of creation achieve be achieved, but it would ultimately
lead to a merging with the Supreme, the Divine, or what most people today refer to
as God. The yogic way of life was exactly that: a lifestyle. According to The Yoga
1 William J.D.Doran “The Eight Limbs of Yoga.” Expressions ofSpirit. Web.

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Sutras, written around 200 AD by the great sage and author Patanjali, this yogic
lifestyle consisted of eight interwoven limbs. These eight limbs were a guide to
living a balanced and righteous life that would eventually result in liberation from
the material world.2 Each branch covered a different aspect– from morality and
personal observances to physical postures, breath control, and meditation.
Dedicated devotees spent years with a guru who carefully passed down the sacred
tradition of yoga.
In the 1960s, yogic philosophy began to make its way into the western world
as the counterculture wave full of eastern ideals swept over the American
population. Around the same time, fitness stars Richard Simmons and Jane Fonda
initiated the aerobic exercise craze that still has firm roots in modern American
culture today. Both of these events led to the rising increase of yoga beginning in the
early 2000s. But the last several years have seen an explosive growth in the yoga
industry. From 2008 to 2012 alone, yoga participation rates grew 29% from 15.8 to
more than 20 million practitioners.3 Today, yoga is a $27 billion dollar industry in
the United States.4 But the yoga of today is a very different type of practice than it
was 5,000 years ago. Instead of a way of life that weaves together the physical and
spiritual though a comprehensive web of eight branches, the yoga of today focuses
almost entirely on one component and one component only: the body. As the
popularity of yoga continues to skyrocket, the original meaning of yoga is being lost
to society’s modern interpretation of an ancient practice. The expansive growth of
yoga has left the western world with three main problems: inaccessibility to low-
income individuals, impractical time commitment expectations, and the
deterioration of meaning.
2 Patañjali, and Alistair Shearer. The YogaSutras of Patanjali.(New York:Bell Tower,2002)
Print.
3 “New Study Finds More Than 20 Million Yogis in U.S.” YogaJournal.2012. Web.
4 “Yoga Statistics.” Statistic Brain(originalsources NAMASTA,YIAS,LiveStrong,YogaJournal).
2013. Web.

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Problem 1: Inaccessibility to Low-Income Individuals
In 2013, the average middle class income was between $25,500 and
$76,500.5 In the same year, a study conducted by Yoga Journal, the leading media
company in the industry and publisher of the popular magazine Yoga Journal, found
that 30% of its readers had a household income of over $100,000.6 This means that
30% of all Yoga Journal readers are considered high-income. Because the price of
one yoga class can range anywhere from $10-$207 it is no surprise that only
Americans with a disposable amount of income are willing to spend money on
leisure activities such as yoga. Another 2013 Gfk MRI study shows the major
demographics of yoga practitioners in the United States.
Source: “Yoga Journal Live: Yoga in America by the Numbers,” by Courtney Holden,
2013, SNEWS.
The average yogi appears to be female, Caucasian, and with an annual income
between $25,000-$99,999.8 According to the U.S. Department of Education, the
5 Williams, Geoff."What It Means to Be Middle Class Today." US News.2014. Web.
6 Carolyn Gregoire. “How Yoga Became a $27 Billion Industry – And Reinvented American
Spirituality.” TheHuffington Post. 2013. Web.
7 “How Much Do Yoga Classes Cost?” CostHelper.2008.Web.
8 Courtney Holden. “YogaJournal Live: Yoga in America by the Numbers.” SNEWS (original
sourceYogaJournal). 2013. Web.

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average low-income level in 2013 was around $38,000,9 meaning that only a small
percentage of people that are practicing yoga are considered low-income. Even
though the cost of yoga may be part of what is stopping a large population of society
form practicing yoga, another study revealed that 44% of adults over the age of 18
have an interest in yoga but have never tried it. 10 Based on these statistics, it
appears that the majority of yogis in the United States are classified in the middle
and upper socioeconomic levels. This leaves a large untapped market of people who
are currently unable to practice yoga due to money constraints, but would possibly
participate given the opportunity.
Problem 2: Impractical Time Commitment Expectations
America is the epitome of the busy, stressed-out working professional. In a
study conducted in 2013, it appears that both Generation X and Generation Y (the
two age groups most yoga practitioners fall into) spend more than double the
amount of time working than they do on leisure.11 In terms of hours per day,
individuals between the ages of 18 and 44 have roughly only 4.5 hours per day of
free time.12 If the majority of this population spends 40 or more hours a week
working, it is no wonder why that 4-5 hour time period during the day that could be
spent doing yoga is often traded in for a comfy spot on the couch or at the dinner
table with the family. This hypothesis proves fairly accurate when data by Harris
Interactive reveals the most popular leisure activities among US adults over the age
of 18 in 2013. In first place was watching TV at 42% compared to the 10% who
choose to spend their time exercising or working out.13 Based on these statistics, it
9 “Federal TRIOPrograms 2013 Low-IncomeLevels.” Ed. U.S. Department of Education.
2013 .
10 Courtney Holden. “YogaJournal Live: Yoga in America by the Numbers”
11 Harris Interactive. “Average amount of time spent on workand leisure in the United
States as of September 2013, by generation.” Statista– TheStatistics Portal. 2013.
12 Bureau of Labor Statistics. “Average hours per day spent on leisure and sports by U.S.
population by age from 2010-2013*.” Statista– TheStatistics Portal. 2013.
13 Harris Interactive. “Most popular leisure activities amoung adults in the United States as
of September 2013.” Statista – TheStatistics Portal. 2013.

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is apparent that making yoga a “way of life” is extremely difficult for the average
American.
Problem 3: Deterioration of Meaning
In yoga’s journey from India to the United States, the practice has evolved
dramatically – most notably in the essence of yoga itself. No longer is the intention
of yoga to emphasize the connection between mind, body, and soul. It has become
just another form of exercise. World-renowned yoga instructor and successful
founder of Yoga Salt yoga studio in Venice, CA, Tamal Dodge confirms this change.
Having taught yoga for 11 years, he comments that the practice has become “more
and more watered down over the years.”14 When asked to elaborate, Dodge
describes how although the yoga poses are held to a strict standard, the spiritual
component is often left to the interpretation of each yoga teacher. Thus the essence
of yoga is being lost because as westerners, we believe we can pick and choose the
parts of yoga that are the easiest to incorporate or that fit the best into our material,
commercialized culture. Dodge reasons that people let the spiritual aspect of yoga
fall to the wayside because living in such a morally conscious way is hard; it would
mean taking a look at yourself - a truly honest look - and facing all the parts that
make us uncomfortable.
Essentially, yoga has become another way we can achieve the American
image of beauty, approval, and success. While there can be a lot of benefit to moving
intelligently through an athletic yoga sequence, when done without any sense of
anchoring we are just feeding into the neurosis of our culture: to get to the next
thing. Many yoga studios’ walls are covered from floor to ceiling in mirrors, so at all
times the student is aware of what he or she looks like. But isn’t yoga supposed to be
about “turning inward?” Further, labels that identify classes as level 1, 2, or 3 feed
into the competitive culture of America and end up boosting our ego instead of
allowing us to rise above it. Beyond the classes themselves, the commercialization of
yoga has led to a vast market of expensive yoga clothes and other unnecessary
14 Tamal Dodge. Interview.

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products that are deemed “essential” to practice yoga. Clearly, yoga has turned into
another form of exercise in the consumers’ mind. Those that believe they are
practicing “yoga” are being short-changed and missing out on the mental and
spiritual effects that yoga brings.
The Lens: Viewing Yoga Through Theoretical Strategies
Bringing westernized yoga back to eastern ideals and shifting the consumers’
focus from body to comprehensive wellness seems like an enormous task. However,
three modern theories can provide novel insight: Disruptive Innovation Theory,
Options Theory, and Resource Based Theory. I believe that by examining these
concepts, we can reach a feasible solution.
Disruptive Innovation
An article written for the MIT Sloan Management Review in 2002 entitled
“Foundations for Growth: How to Identify and Build Disruptive New Technologies”
addresses how difficult it is for companies to produce truly disruptive innovations.
Unlike the majority of innovations which are “sustainable,” disruptive innovations
create new markets for customers that are unattractive to incumbent companies in
the industry. Christensen, Johnson, and Rigby suggest that companies should take
one of two major strategies when creating disruptive new growth businesses: either
create an entirely new market or disrupt the business model from the low end.15
For the purposes of this paper, I am going to focus on the second strategy which
involves transforming the business model.
According to their research, the probability of creating a successful new
growth business is 10 times greater if the innovators pursue a disruptive strategy
rather than a sustaining one.16 One of the keys to creating a disruptive new
technology is by targeting customers that the incumbent companies are not already
serving. However, when disrupting an industry business model from the low end,
15 Clayton Christensen, Mark Johnson, and Darrell Rigby. “Foundations forGrowth: How to
Identify and Build Disruptive New Businesses." MIT Sloan ManagementReview. Web.2002.
16 Christensen, Johnson, and Rigby (2002).

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new entrants are automatically competing for the same markets dominated by
industry leaders. In order to be successful, a company that pursues this strategy
must pass the following two tests. First, the prevailing products on the market must
be more than good enough. If a product’s performance has overshot what customers
want or need, then this means there are less demanding customers who would
happily buy a good-enough product that is cheaper than those currently available.
Second, the strategy must create a different business model. The business
model must not only be different enough from the incumbent’s model, but it must be
able to earn attractive returns at prices that can steal business from the low end.
Ron Adner confirms this and explains how disruptive technologies are ones that are
actually “inferior to mainstream technologies along the dimensions of performance
that are most important to mainstream customers.”17 Disruption occurs when there
are customers that are willing to switch to a product that fulfills a similar purpose
even though it may be slightly inferior. Demand may start out within a “niche”
group, but if it is truly disruptive, it will steal more and more people from the
mainstream market. Although net profit margins might be thinner, a higher asset
turnover will create the asymmetric motivation needed for disruptive success.
Options Theory
The Options Theory, with its roots in investment strategy, is grounded on the
basis that people actively seek to “keep their options open” in situations that involve
an unforeseeable future.18 An option is the right but not the obligation to take an
action in the future. To “call” an option means to make a small investment in
something that you can later decide to “strike” upon with a larger investment or to
“put” or discard the option. It is important to note that you can neither strike nor
put if you do not first make a call. Bowman and Hurry apply this theory to the
17 Ron Adner. "When Are Technologies Disruptive? A Demand-Based View of the Emergence
of Competition," Strategic ManagementJournal23 (2002):667-88.
18 Edward Bowman and Dileep Hurry, "Strategy Through the Options Lens: An Integrated
View of Resource Investments and the Incremental-Choice Process." Academyof
ManagementReview 18.4(1993): 760-82.

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workplace, where they propose that businesses holding well-developed options will
be able to grow faster, produce greater profits, and will better be able to withstand
economic downturns because more avenues and opportunities are open to them.
They also suggest that organizations that use an “investment linking strategy” have
greater success.19 This strategy involves making a number of smaller investments
that give the company more information and time in order to make an informed
decision. Once an “ignorance threshold” is reached the company is then able to
either discard the option or make a larger investment that has greater chances of
success due to wider knowledge base.
However, the balance between investing and waiting is a precarious one. In
his article Commitment: The Dynamic of Strategy Pankaj Ghemawat comments on
the dilemma of keeping options open to maintain flexibility while trying to act as
quickly as possible to avoid “the threat of competitive preemption”20 by other firms.
Childs and Triantis echo this idea. They suggest that in order for a firm to stay in the
game, they must “make investment commitments while commercial prospects are
still uncertain,” thus “maintaining access to potential revenue opportunities
associated with yet-unexplored new product ideas.”21 This provides further
evidence for the usefulness of investment linking strategy suggested by Options
Theory. Essentially, keeping options open while strategically choosing when to
invest or when not to invest is critical to a firm’s success.
Resource Based Theory
In 1993, Margaret Peteraf developed a general model of resources and firm
performance which underlie competitive advantage. Peteraf highlights four
conditions that resources must meet in order to generate such an advantage:
resource heterogeneity, ex post limits to competition, imperfect factor mobility, and
19 Bowman and Hurry (1993).
20 Pankaj Ghemawat, Commitment:TheDynamicof Strategy (New York:Free, 1991).
21 Childs & Triantis, “Dynamic R&D Investment Policies,” ManagementScience 45 (1999).

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ex ante limits to competition.22 If these conditions are met, she argues, a strategy
based on a firm’s unique bundle of resources can be created to ensure superior firm
performance. This was the foundation of Resource Based Theory (RBT).
Several years later, in the article The Entrepreneurship of Resource Based
Theory, Alvarez and Busenitz expand upon Peteraf’s ideas of RBT and relate it to the
field of entrepreneurship. They dive slightly further into the theory, arguing that “it
is the firm’s unique bundle of resources that is different from competitor firms that
are potentially valuable and contribute to a firm’s competitive advantage.”23 This
idea – that a firm’s collection of resources is a resource in itself – is the essence of
their proposal. In this view, the resources become the units of analysis and
emphasis is placed on the “process of combining and organizing resources as a
resource.” Alvarez and Busenitz utilize Peteraf’s four original conditions in order to
ensure sustained competitive advantage.
Resource heterogeneity, the most basic condition of RBT, assumes that
resources are different from firm to firm and is “necessary but not sufficient for a
sustainable advantage.” Secondly, ex post limits to competition are also needed to
generate a sustained competitive advantage. This means that there must be limits to
the competition that allow a firm’s resource heterogeneity to be durable. If firms
cannot differentiate their resources for an extended period of time, it will not add to
sustained value. The third condition, imperfect factor mobility, speaks to the
importance of a firm’s resources being inimitable. The harder it is for other firms to
copy another firm “because they have strong tacit dimension and are socially
complex,” the more the original firm will increase in value. Lastly, ensuring a
sustained competitive advantage depends on ex ante limits to competition.
According to Alvarez and Busenitz, there must be limits to the competition that
make it “costly and difficult for firms to imitate in order to preserve the advantage
enjoyed by the first firm.” If all these conditions are met, a firm will be able to
22 Margaret Peteraf, “TheCornerstones of Competitive Advantage: A Resource-Based View,”
Strategic ManagementJournal 14.3 (1993).
23 Alvarez & Busenitz, "The Entrepreneurship of Resource-Based Theory."Journal of
Management27.6(2001).

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generate a strong competitive advantage over its competitors and increase its
chance of success.
The Solution: Ancient Wisdom meets Modern Technology
Although America has a growing fascination with yoga, this fascination is
proving to be more destructive than enlightening. The main problem lies in trying to
incorporate a practice rooted in spirituality, introspection, and selflessness into a
culture that tells us to follow the new fad, to get to the next thing, to be beautiful and
glamorous while doing it, and to value our physical appearance above all else.
Knowing this, it is not hard to see how the ancient practice of yoga has lost some its
original meaning along the way in an attempt to fit into today’s society. The western
world took a deeply spiritual practice rooted in religion and the preservation of
knowledge and stripped it of everything except that which confirmed its own beliefs
and desires. Instead of living in a virtuous and balanced way intended to connect
with mind, body, soul, and ultimately God, yoga has become just another means to
an end that focuses on exercise and physical appearance. The yoga industry is then
left with a host of problems including inaccessibility to the low-income population,
impractical expectations of the busy, modern American, and deterioration in
meaning.
However, if we switch our view of the situation from our exercise-obsessed,
goal-driven, and ego-breeding culture I believe there is a solution to be found. I
suggest that if we can view the challenges the yoga industry faces through the
theoretical lenses of the Disruptive Innovation Theory, Options Theory, and
Resource Based Theory, we can provide unlimited access to yoga while preserving
its core values. Specifically, the Disruptive Innovation theory can remove the barrier
of money by creating a new business model, the Options Theory can solve the issue
of time constraints by making yoga easily accessible, and the Resource Based
Theory can be used to preserve the true meaning of yoga by honoring the ancient
spiritual teachings as the most important resource of all. I believe that we can
combine all of these theories into one simple solution: a mobile yoga app that gives
consumers access to the true teachings of yoga via their smart phone or the internet.

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Disruptive Innovation: Removing the Obstacle of Money
The Disruptive Innovation Theory can be utilized to solve one of the major
problems that prevents many Americans from practicing yoga: that yoga classes and
memberships are too expensive for them to afford. If the current business model
that markets yoga to middle and high income populations can be rearranged to
serve customers who are considered lower-income, we can create a disruptive
solution.
In order for this solution to be successful, it must follow the guidelines of the
Disruptive Innovation Theory. A mobile yoga app that is less expensive than
traditional yoga classes is attractive to people who have previously been unable to
afford yoga. If 40% of adults over the age of 18 have an interest in practicing yoga
but have not yet done so,24 this suggests that a cheaper product would be welcomed
by this currently under-served population. By removing the barrier of money, this
program creates a new business model which meets the second litmus test of the
Disruptive Innovation Theory. Instead of expensive yoga classes and memberships
catered to wealthy individuals who have the excess income to spend on yoga, this
solution targets those who have been previously unable to practice yoga due to
money. This is unattractive to incumbents because most of their revenue comes
from the wealthier population, and they would not benefit that much from targeting
the low-income population. An inexpensive mobile yoga program makes it possible
for anyone, regardless of income level, to practice yoga. Instead of making yoga
available only to students that can afford its high price, a mobile model brings yoga –
true yoga – to the students at a fraction of the price.
Option Theory: The Option of Flexibility
The Options Theory describes how organizations are most successful when
they allow certain well-developed options to remain open when they are uncertain
about the future. By making small investments to gather the information needed to
24 Courtney Holden. “YogaJournal Live: Yoga in America by the Numbers.”

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make a good decision, organizations optimize their decision-making ability. This
theory can similarly be applied to people. People are uncertain about what their
future is going to hold, about what they need to do today in order to be successful
and healthy tomorrow. Imagine an app that allows people to practice yoga wherever
they are. By choosing to practice yoga throughout the day at any time or place, they
are essentially making small investments in the wellbeing of their future self. To see
if the true practices of yoga and meditation will be able to help them, they can make
small investments by choosing to practice them throughout the day. If these
investments provide return, the person has the option to strike and spend as much
time as he or she likes doing yoga. If the person is unhappy, they are easily able to
discard the option and not use the program. In order for a person to easily access
these options, they must be available wherever they go. If not, the frequency with
which they practice yoga either decreases or does not occur at all, in which case the
person does not have enough knowledge to decide to commit to a yoga practice or
not.
Resource Based Theory: Returning to the Resource of Yoga’s Roots
Resource Based Theory suggests that a firm’s unique bundle of resources is
one of the most valuable resources it has. A mobile yoga product which taps into the
resource of the ancient spiritual practice of yoga drastically differentiates itself from
its competition thus achieving sustained competitive advantage. This program
meets the four conditions of RBT and solves the problem of deterioration in the
meaning of yoga.
This mobile yoga design would be different from competitors because
instead of offering yoga classes taught by average and possibly under-trained yoga
instructors, it would only contain classes taught by the master yoga teachers around
the world. Because this program would be the first to reach out to each master
instructor and obtain the needed material that covers not only the physical aspect of
yoga, but the mental and spiritual as well, a powerful initial advantage would be
obtained. This advantage is durable because the amount of time it takes to seek out
instructors, learn from them, acquire the needed material, and then translate this

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into an application is extremely difficult. In addition, this program would be
extremely hard to imitate. Currently, the top teachers are spread out in different
parts of the world and are usually only available to those yogis that are willing to
spend top dollar. Instead of seeking out these instructors, this mobile program
would bring the instructors, and thus yoga, to the students. To recreate a program
that contains all of the ancient wisdom from the leading yoga gurus concerning
mind, body, and soul in a way that modern consumers can understand is extremely
difficult and time consuming. Therefore, this mobile program harnesses the
essential component of yoga that many competitors are missing – the original,
authentic teachings – and preserves the meaning of yoga.
Guru: The Future of Yoga
Meet Tom. Tom is a 32-year-old sales representative who lives in New York
City where he commutes to his office via public transit Monday through Friday and
is often forced to travel far away for work. Due to his hectic schedule, Tom has
noticed himself becoming much more anxious and stressed. His many hours spent
hunched over and typing on the computer and sitting on the phone have strained
the muscles of his back and neck, decreased the mobility of his hip joints, and caused
painful spasms in his wrists and forearms. In addition, Tom and his wife have three
young children whom they both work hard to support. Although Tom has an
interest in yoga and his doctor even suggested it as a great way to reduce stress and
stay happy and healthy, Tom has neither the time nor extra money to commit to an
expensive membership at his local yoga studio.
Instead, Tom downloads the app “Guru” on his iPhone. Once this app has
been downloaded for only a small fee, Tom gets unlimited access to the world’s
master yoga teachers – the teachers that truly live and breathe yoga. Tom can
customize his practice to exactly what he needs at any given moment based on the
three categories of mind, body, and spirit. On the subway ride to work he can select
a 5 minute head, neck, and shoulder routine that helps to release tension in his
upper body. While on his lunch break, Tom can plug in his headphones and instantly
be engulfed in a 10 minute meditation. Once Tom gets home from work, he and his

14. Kruse 14
wife can enjoy a 30 minute yoga class in the comfort of their own home by
wirelessly streaming the class from the phone to their TV. Right before bed, he can
opt for a 5 minute spiritual reflection.
Guru is the future of yoga. It is mobile enlightenment for the modern yogi.
People who have previously been unable to practice yoga due to money or time
constraints now have yoga in the palm of their hand for an extremely affordable
cost. Those that already do yoga but want to don’t have enough time to are no
longer confined to hour-long yoga classes that are fixed to a certain schedule.
Perhaps most importantly of all, this new technology does not drag yoga further
away from its original intentions but instead brings it back into alignment with true
yogic philosophy. It allows anyone who wants to practice yoga to experience the
benefits that come from a practice that unites mind, body, and spirit – the way it
should.
Conclusion
The Bhagavad Gita, arguably the most important written work contributing
to the foundation of yoga, defines yoga as “our intimate connection with the whole
universe, with eternal realms even beyond the manifested universe, and with our own
being’s endless capacity to love. ”25 Today, however, most Americans view yoga as an
exercise – a way to get in shape, to lose a few pounds, to perfect their physical
appearance. But these people are not truly practicing yoga. They are not able to
experience the benefits that occur only when mind, body, and soul move in
alignment. They do not have access to the sense of peace and stillness that emerges
from deep within. Guru makes this possible.
Guru is just the beginning of my lifelong mission to reconnect people with the
art of and authentic teachings of yoga. To stay tuned for future writings on this
topic, you can follow my blog and newsletter available on my website:
www.nickykruseyoga.com. If you have any further questions regarding Guru or the
ideas presented in this essay, please do not hesitate to contact me. I can be reached
25 A.C. Bhaktivedanta Swami Prabhupada, Bhagavad-gita:As ItIs (Marina del Rey: Krishna
Books Inc,1999).

15. Kruse 15
by email at nkruse@dons.usfca.edu or by phone at (949) 291-3654. I look forward
to speaking with you! Namaste.

16. Kruse 16
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