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 109
... percent difference because of the basic choice of technology . People wondered how in the late 1950s tiny Texas Instru- ments could compete with giants like Westinghouse or Syl- vania . Try multiplying TI's size back then by 30. By ...
... percent difference because of the basic choice of technology . People wondered how in the late 1950s tiny Texas Instru- ments could compete with giants like Westinghouse or Syl- vania . Try multiplying TI's size back then by 30. By ...
Page 117
... percent . The fact that yields are higher with orthoxylene than with naphthalene does not necessarily mean that PA made with orthoxylene will be cheaper . If orthoxylene's price were more than 20 percent higher than naphthalene's , then ...
... percent . The fact that yields are higher with orthoxylene than with naphthalene does not necessarily mean that PA made with orthoxylene will be cheaper . If orthoxylene's price were more than 20 percent higher than naphthalene's , then ...
Page 119
... percent - the last 40 percent - pro- duced nothing . It was wasted ! " Selectivity yield ( percent ) 105 100 1958 1972 95 119 HOW LEADERS BECOME LOSERS.
... percent - the last 40 percent - pro- duced nothing . It was wasted ! " Selectivity yield ( percent ) 105 100 1958 1972 95 119 HOW LEADERS BECOME LOSERS.
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