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 55
... customers . We need to get back in touch with them . " And indeed that was a correct analysis . The age of marketing arrived , bringing with it the second era of technology management . A good name for this phase might be " Marketing Is ...
... customers . We need to get back in touch with them . " And indeed that was a correct analysis . The age of marketing arrived , bringing with it the second era of technology management . A good name for this phase might be " Marketing Is ...
Page 154
... customers . Do companies really understand what their customers want ? Sometimes certainly , but often not accurately enough to know what those customers will do when approached by a discontinuity in products available to them ...
... customers . Do companies really understand what their customers want ? Sometimes certainly , but often not accurately enough to know what those customers will do when approached by a discontinuity in products available to them ...
Page 155
... customer wants in general , it's not clear that these wants can be accurately and speedily converted into the specifications for products that economically meet the customers ' needs . Each product has multiple performance parameters ...
... customer wants in general , it's not clear that these wants can be accurately and speedily converted into the specifications for products that economically meet the customers ' needs . Each product has multiple performance parameters ...
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