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 118
... Monsanto did not stick with the old technology but wisely bought a license to the orthoxylene process from BASF , maintaining its number two position . Why did BASF license Monsanto ? Why didn't it try to keep all the profits for itself ...
... Monsanto did not stick with the old technology but wisely bought a license to the orthoxylene process from BASF , maintaining its number two position . Why did BASF license Monsanto ? Why didn't it try to keep all the profits for itself ...
Page 119
... Monsanto and the other licensees could compete effectively against the naph- thalene producers , including Allied , but were still less effec- tive than BASF . Unfortunately for BASF , U.S. producers were too enthu- siastic about the ...
... Monsanto and the other licensees could compete effectively against the naph- thalene producers , including Allied , but were still less effec- tive than BASF . Unfortunately for BASF , U.S. producers were too enthu- siastic about the ...
Page 150
... Monsanto . For decades Monsanto made its money in commodity chemicals . With the price of oil rising in the 1970s , Monsanto began to face new competition in petrochemicals from the oil companies . Shrewdly , Monsanto began turning its ...
... Monsanto . For decades Monsanto made its money in commodity chemicals . With the price of oil rising in the 1970s , Monsanto began to face new competition in petrochemicals from the oil companies . Shrewdly , Monsanto began turning its ...
Contents
Two The Age of Discontinuity | 45 |
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
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