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 106
... present curve . Effectiveness deals with sustaining a strategy - effi- ciency with the present utilization of resources . Moving into a new technology almost always appears to be less efficient than staying with the present technology ...
... present curve . Effectiveness deals with sustaining a strategy - effi- ciency with the present utilization of resources . Moving into a new technology almost always appears to be less efficient than staying with the present technology ...
Page 171
... present approaches . Pro- ductivity may go to zero , so we have to think about changing our approach . " Given the way he phrased the proposition , was clear who had to do what . Specifically , the technical community had to see how ...
... present approaches . Pro- ductivity may go to zero , so we have to think about changing our approach . " Given the way he phrased the proposition , was clear who had to do what . Specifically , the technical community had to see how ...
Page 285
The Attacker's Advantage Richard N. Foster. TRANSITION PRICES P , Present ( reinvestment cost ) = Pc Present ( cash cost ) = N , = New ( reinvestment cost ) No New ( cash cost ) Nc = Cost A 1 P , 3 Pc 2 N. Nc Year of Introduction 26 ...
The Attacker's Advantage Richard N. Foster. TRANSITION PRICES P , Present ( reinvestment cost ) = Pc Present ( cash cost ) = N , = New ( reinvestment cost ) No New ( cash cost ) Nc = Cost A 1 P , 3 Pc 2 N. Nc Year of Introduction 26 ...
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