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 146
... plants doesn't hold up . Too many critical factors have changed . It's like assuming a great football player is ... plants were more economic than large plants and that they could be located all around the country at custom- ers ' sites ...
... plants doesn't hold up . Too many critical factors have changed . It's like assuming a great football player is ... plants were more economic than large plants and that they could be located all around the country at custom- ers ' sites ...
Page 147
... plants 20 percent larger than what his contract called for , and proceeded to sell the extra capacity to local , smaller customers at a great distribution cost advantage over his competitors . On the basis of this strategy of ...
... plants 20 percent larger than what his contract called for , and proceeded to sell the extra capacity to local , smaller customers at a great distribution cost advantage over his competitors . On the basis of this strategy of ...
Page 175
... plants with the supply and demand curves looking as they do in Exhibit 22 and that we own plants one and four . We have the lowest- cost plant and own a medium - cost plant , number four . Basic economics tells us that we find the ...
... plants with the supply and demand curves looking as they do in Exhibit 22 and that we own plants one and four . We have the lowest- cost plant and own a medium - cost plant , number four . Basic economics tells us that we find the ...
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