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 140
... thought it could compete against IBM in computers is hard to understand , particularly since IBM al- ready had introduced its 360 model and IBM's budget for R & D was a sizable fraction of NCR's total sales . What made things even ...
... thought it could compete against IBM in computers is hard to understand , particularly since IBM al- ready had introduced its 360 model and IBM's budget for R & D was a sizable fraction of NCR's total sales . What made things even ...
Page 151
... thought Transitron , an early entrant into the transistor business , was an attacker . Instead , Transitron was a defender about to be caught in a transition . As an important maker of germanium transistors , Tran- sitron was in some ...
... thought Transitron , an early entrant into the transistor business , was an attacker . Instead , Transitron was a defender about to be caught in a transition . As an important maker of germanium transistors , Tran- sitron was in some ...
Page 155
... thought that they will tell you that a change is coming . Even if companies do know what the customer wants in general , it's not clear that these wants can be accurately and speedily converted into the specifications for products that ...
... thought that they will tell you that a change is coming . Even if companies do know what the customer wants in general , it's not clear that these wants can be accurately and speedily converted into the specifications for products that ...
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