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 63
... factors of our product were most important to its users . We then sought to determine both the theoretical and practical limits to these factors . For several of the factors , we found we were very knowledgeable and were able , with ...
... factors of our product were most important to its users . We then sought to determine both the theoretical and practical limits to these factors . For several of the factors , we found we were very knowledgeable and were able , with ...
Page 66
... factors of our product that were most important to the customer . " The trick is relating these " tech- nical factors , " which are measurable attributes of the prod- TURBIN 3 The British Turbina , 1894 . An experiment 66 INNOVATION.
... factors of our product that were most important to the customer . " The trick is relating these " tech- nical factors , " which are measurable attributes of the prod- TURBIN 3 The British Turbina , 1894 . An experiment 66 INNOVATION.
Page 265
... factors for each product group ? Understanding technology starts with understanding customers . Auto manufacturers , for example , may want something different from re- tailers who sell replacement tires , or at least a differ- ent mix ...
... factors for each product group ? Understanding technology starts with understanding customers . Auto manufacturers , for example , may want something different from re- tailers who sell replacement tires , or at least a differ- ent mix ...
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