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 117
... users could stay ahead of orthoxylene users was to pour more money into developing the manufacturing process . But ultimately , because of the physical limit imposed by naphthalene's excess carbon , they would lose . The leader in ...
... users could stay ahead of orthoxylene users was to pour more money into developing the manufacturing process . But ultimately , because of the physical limit imposed by naphthalene's excess carbon , they would lose . The leader in ...
Page 155
... user with greater speed and equal reliability but only if the cost is increased substantially . So trade - offs are a way of life . Sometimes companies guess them correctly , sometimes they don't . Seeing changes in an already complex ...
... user with greater speed and equal reliability but only if the cost is increased substantially . So trade - offs are a way of life . Sometimes companies guess them correctly , sometimes they don't . Seeing changes in an already complex ...
Page 163
... user to invest capital to take advantage of the new technology ( the less additional capital required , the faster ... users ? ) The point is that there are often relatively long incuba- tion periods in these transitions , whether one ...
... user to invest capital to take advantage of the new technology ( the less additional capital required , the faster ... users ? ) The point is that there are often relatively long incuba- tion periods in these transitions , whether one ...
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