Innovation: The Attacker's Advantage |
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Page 31
... product or process and the results one gets back for that investment . It's called the S - curve because when the results are plotted , what usually appears is a sin- uous line shaped like an S , but pulled to the right at the top and ...
... product or process and the results one gets back for that investment . It's called the S - curve because when the results are plotted , what usually appears is a sin- uous line shaped like an S , but pulled to the right at the top and ...
Page 32
The Attacker's Advantage Richard N. Foster. of a product or process , it becomes more and more difficult and ... process - say a chemical process - that produces a specific product . In this case it's hard to distinguish the prod- uct ...
The Attacker's Advantage Richard N. Foster. of a product or process , it becomes more and more difficult and ... process - say a chemical process - that produces a specific product . In this case it's hard to distinguish the prod- uct ...
Page 42
... company really in ? Does this new product or process represent a real threat ? What is the long - term verdict ? In the middle of the competitive battle when there is smoke on the * field and people and products are falling over , 42 ...
... company really in ? Does this new product or process represent a real threat ? What is the long - term verdict ? In the middle of the competitive battle when there is smoke on the * field and people and products are falling over , 42 ...
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