Innovation: The Attacker's Advantage |
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Page 36
... cash registers at NCR cost thousands of workers and executives their jobs . It cost NCR's investors millions of dollars as well . For Unilever it meant months spent scram- bling to produce their own synthetic detergents all the while ...
... cash registers at NCR cost thousands of workers and executives their jobs . It cost NCR's investors millions of dollars as well . For Unilever it meant months spent scram- bling to produce their own synthetic detergents all the while ...
Page 181
... cash ( variable ) costs nor the total costs of the current product change . Further , assume that the new product is more expen- sive ( in both cash costs and total costs ) than the present product , but these costs are falling rapidly ...
... cash ( variable ) costs nor the total costs of the current product change . Further , assume that the new product is more expen- sive ( in both cash costs and total costs ) than the present product , but these costs are falling rapidly ...
Page 286
... cash cost of the defending product until the transi- tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices ...
... cash cost of the defending product until the transi- tion is over . At that point they can fall as low as the variable cash cost of the attacker if there is still overcapacity . If over- capacity does not exist at that point , prices ...
Contents
A New Forecasting Tool | 87 |
Five How Leaders Become Losers | 113 |
Seven The Attackers Advantage | 165 |
Copyright | |
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Airbus approach Artificial Heart attack attacker's advantage base 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 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 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