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. |
From inside the book
Results 1-3 of 21
Page 159
... relative technological performance that is deteriorating . Thus , what defenders look at and treat as a proxy is the wrong proxy . They're collecting the wrong data . As a result , the defender cannot see the attack 159 THE DEFENDER'S ...
... relative technological performance that is deteriorating . Thus , what defenders look at and treat as a proxy is the wrong proxy . They're collecting the wrong data . As a result , the defender cannot see the attack 159 THE DEFENDER'S ...
Page 160
... defender's . At that point , the defender's sales or market share may level off . Even then many businessmen still try to rationalize the situation , sug- gesting the problem lies not in new competition , but in the cyclical nature of ...
... defender's . At that point , the defender's sales or market share may level off . Even then many businessmen still try to rationalize the situation , sug- gesting the problem lies not in new competition , but in the cyclical nature of ...
Page 210
... defenders and attackers differ . The key strat- egy for an attacker is probably based on technology whereas the defender's strategy may require superior marketing . The pace of decision making for an attacker often needs to be faster ...
... defenders and attackers differ . The key strat- egy for an attacker is probably based on technology whereas the defender's strategy may require superior marketing . The pace of decision making for an attacker often needs to be faster ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
2 other sections not shown
Other editions - View all
Common terms and phrases
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