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 22
Page 63
... factors of our product were most important to its users . We then sought to determine both the theoretical and practical limits to these factors . For several of the factors , we found we were very knowledgeable and were able , with ...
... factors of our product were most important to its users . We then sought to determine both the theoretical and practical limits to these factors . For several of the factors , we found we were very knowledgeable and were able , with ...
Page 64
... factors for success in the business change . The actions and strategies that have been responsible for the successes of the past will no longer suffice for the future . Things will have to change . Discontinuity is on the way . It is ...
... factors for success in the business change . The actions and strategies that have been responsible for the successes of the past will no longer suffice for the future . Things will have to change . Discontinuity is on the way . It is ...
Page 66
... factors of our product that were most important to the customer . " The trick is relating these " tech- nical factors , " which are measurable attributes of the prod- TURBIN ! 3 The British Turbina , 1894 . An 66 INNOVATION.
... factors of our product that were most important to the customer . " The trick is relating these " tech- nical factors , " which are measurable attributes of the prod- TURBIN ! 3 The British Turbina , 1894 . An 66 INNOVATION.
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