Innovation: The Attacker's Advantage |
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Page 69
... performance parameters is that they keep changing . Frequently this change is due to the consumer's satisfaction with the present levels of product performance ; optical brightness in our prior example . This often triggers a change in ...
... performance parameters is that they keep changing . Frequently this change is due to the consumer's satisfaction with the present levels of product performance ; optical brightness in our prior example . This often triggers a change in ...
Page 99
... performance parameters , trace the early days of progress of these parameters versus the effort to make the progress , and develop a point of view on what the limits of these performance parameters are , then we have a basis for ...
... performance parameters , trace the early days of progress of these parameters versus the effort to make the progress , and develop a point of view on what the limits of these performance parameters are , then we have a basis for ...
Page 172
... performance parameters be ? Is R & D working on im- proving today's performance parameters , or yesterday's or to- morrow's ? Is marketing conceptualizing the marketing pro- motions , positioning and advertising campaigns in terms of ...
... performance parameters be ? Is R & D working on im- proving today's performance parameters , or yesterday's or to- morrow's ? Is marketing conceptualizing the marketing pro- motions , positioning and advertising campaigns in terms of ...
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