Innovation: The Attacker's AdvantageIllustrates with examples from both old and new industries to explain how large, successful companies can lose their markets almost overnight to new, often small competitors armed with faster-developing technologies and better products. |
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Page 182
... cost and cash cost was 30 percent . The costs of the new technology relative to the old were coming down at 7 percent per year . Thus , the transition took about four years . During this period naphthalene's share went from 80 percent ...
... cost and cash cost was 30 percent . The costs of the new technology relative to the old were coming down at 7 percent per year . Thus , the transition took about four years . During this period naphthalene's share went from 80 percent ...
Page 285
... cost ) Pc Present ( cash cost ) = N , = No Nc = New ( reinvestment cost ) New ( cash cost ) P , 3 Рс 2 N. Nc Year of Introduction 26 Transition Economics . A plot of the projected full and variable costs for an attacking and defend- ing ...
... cost ) Pc Present ( cash cost ) = N , = No Nc = New ( reinvestment cost ) New ( cash cost ) P , 3 Рс 2 N. Nc Year of Introduction 26 Transition Economics . A plot of the projected full and variable costs for an attacking and defend- ing ...
Page 286
... cash cost of the defending product until the transi- tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices ...
... cash cost of the defending product until the transi- tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
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advance advantage alternatives American approach attack base become began beginning better called capital cash chemical chip comes companies competitive competitors continue Corning corporate cost curve customers defender discontinuities early economic effective effort electronics engineers example expect fact factors future glucose happen heart ideas important improve increase industry innovation investment lead leader less limits look machine manufacturers means million move nology nylon once operating parameters past percent performance period plants Pont position possible potential present probably problem profits progress questions radials replaced requires result S-curve sailing share ships skills speed strategy success tech technical things tion tire tubes understand yield York