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 110
... tion new product will require enormous resources and result in little progress . We know differently . We know from the mathematics of adolescent S - curves that once the first crack appears in the market dam , the flood cannot be far ...
... tion new product will require enormous resources and result in little progress . We know differently . We know from the mathematics of adolescent S - curves that once the first crack appears in the market dam , the flood cannot be far ...
Page 158
... tion , citing their ability to improve their own technology . True , to some extent . Defenders can fight back when chal- lenged because in all likelihood they will be close to but not yet at the limits of their technology . The mistake ...
... tion , citing their ability to improve their own technology . True , to some extent . Defenders can fight back when chal- lenged because in all likelihood they will be close to but not yet at the limits of their technology . The mistake ...
Page 286
... tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices will tend to fol- low the full cost of the attacking ...
... tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices will tend to fol- low the full cost of the attacking ...
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