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 21
... attack is most likely to succeed and when it is most likely to fail . Many early attacks fail - as do those that are delayed too long . So these insights were valuable . Since then , through work with our clients , this basic premise ...
... attack is most likely to succeed and when it is most likely to fail . Many early attacks fail - as do those that are delayed too long . So these insights were valuable . Since then , through work with our clients , this basic premise ...
Page 160
... attack coming , cannot count casualties or see shells popping . But out of his sight the attacker is gaining ground . He begins penetrating the market . He is no longer just in New York . He is also in Paris , Chicago , San Francisco ...
... attack coming , cannot count casualties or see shells popping . But out of his sight the attacker is gaining ground . He begins penetrating the market . He is no longer just in New York . He is also in Paris , Chicago , San Francisco ...
Page 285
... attack to be launched . Where the variable cash cost of the attacking product is equal to the variable cash cost of the defending product . 3. The first point that one would expect the attack to be over . Where the variable cash cost of ...
... attack to be launched . Where the variable cash cost of the attacking product is equal to the variable cash cost of the defending product . 3. The first point that one would expect the attack to be over . Where the variable cash cost of ...
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