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 40
... competitive position faster than we expect . Why small competitors often get the drop on large com- petitors . And why corporate leaders who attempt to control the pace of innovation in their industry almost always fail . Consider the ...
... competitive position faster than we expect . Why small competitors often get the drop on large com- petitors . And why corporate leaders who attempt to control the pace of innovation in their industry almost always fail . Consider the ...
Page 63
... competitive products . For the broad - based competitive product we found that the technical factors were the same as for our product , but the limits to these factors were different ; this gave us a set of research targets for our ...
... competitive products . For the broad - based competitive product we found that the technical factors were the same as for our product , but the limits to these factors were different ; this gave us a set of research targets for our ...
Page 64
... competitive attack or presage price and profit declines . Neither option is very attractive ; they both signal a tougher environment ahead as the limits are ap- proached . Being close to the limits means that all the impor- tant ...
... competitive attack or presage price and profit declines . Neither option is very attractive ; they both signal a tougher environment ahead as the limits are ap- proached . Being close to the limits means that all the impor- tant ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
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Airbus approach Artificial Heart attack attacker's advantage BASF Bell Labs Boeing capital cash cost cash registers Celanese chemical chief technical officer chip Citrus Hill companies competitive competitors components consumer Corning corporate curve customers defender's Du Pont economic effort electronics engineers example germanium Gould happen Harris improve industry innovation integrated circuits investment Jack Kilby Japanese juice leader limits look machine makers manufacturers market share McKinsey ment million Monsanto Motorola naphthalene nology nylon orthoxylene Pepsi percent performance parameters phthalic anhydride plants polyester Pont potential problem product or process profits progress R&D productivity radials rayon replaced result S-curve sailing ships scientists silicon skills speed strategy success switch tech technical technol technological discontinuities Texas Instruments things tion tire cord transistors transition Transitron understand vacuum tubes