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 149
... move in a new direction , to abandon the old and to get on with the new . The Japanese majors had that incentive more clearly than the American majors . They were much more like Texas Instruments and Motorola than they were like GE ...
... move in a new direction , to abandon the old and to get on with the new . The Japanese majors had that incentive more clearly than the American majors . They were much more like Texas Instruments and Motorola than they were like GE ...
Page 224
... move him into electronics , which is where he wanted to be . In 1977 , Gould acquired the $ 503 million ITE Imperial Corporation , which made circuit breakers and other electrical distribution prod- ucts . The first " new Gould " took ...
... move him into electronics , which is where he wanted to be . In 1977 , Gould acquired the $ 503 million ITE Imperial Corporation , which made circuit breakers and other electrical distribution prod- ucts . The first " new Gould " took ...
Page 227
... move into juice drinks was made only after many years of R & D in the beverage business , in both coffee and soft drinks . It is reported that the initial Citrus Hill brand tasted no different from Minute Maid or Tropicana . But ...
... move into juice drinks was made only after many years of R & D in the beverage business , in both coffee and soft drinks . It is reported that the initial Citrus Hill brand tasted no different from Minute Maid or Tropicana . But ...
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