Disruption by Design How to Create Products that Disrupt and then Dominate Markets
From Eli Whitney to Henry Ford to Ray Kroc to Steve Jobs, market disruptors have reaped the benefits, including fame and fortune. But do you have to be that rare genius whose unique skills can literally change the world? No. Disrupting a market is a discipline that can be learned. Disruption by Desi...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Berkeley, CA :
Apress
2014.
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| Edición: | 1st ed. 2014. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629818106719 |
Tabla de Contenidos:
- Contents; About the Author; Acknowledgments; Introduction; PART I: TheFundamentals; Chapter 1: Disruptive Innovation; Key Definitions; Disruptive Innovation; Low-End Disruption; New-Market Disruption; Sustaining Innovation; Disruptive Innovation Model; Disruption Fingerprint (How to Know If an Innovation Is Disruptive); Anti-Disruption Fingerprint (How You Can Be Sure That an Innovation Isn't Disruptive); What Creates the Opportunity for Disruption?; Scarcity; Henry Ford's Assembly Line for Manufacturing Cars; Cultured Pearls; Information and the Coming Era of Big Data
- How Does Scarcity Direct Us to Disruptive Opportunity?Default Corporate Management Behavior; Maximizing Profit and Shareholder Value; Operational Efficiency; How Return on Investment Is Calculated; Short-Term Focus; Human Nature; What Market Disruption Looks Like; The End of the Kodak Moment; The Financial Impact of Disruptive Innovation; Apple Growth; Ordinary Disruptive Growth; Summary; Key Takeaways; Chapter 2: Key Concepts of Disruption; Disruptive Potential or Disruptive?; Sustaining versus Disruptive Innovation; The Disruption Lifecycle; Job To Be Done; Being "Good Enough"
- Competing Against Non-ConsumptionLow-End versus New Market Disruption; Innovation Customers Can Use; Exceeding Market Needs; Sustainable Cost Advantage; Fighting Commoditization; Summary; Key Takeaways; Chapter 3: Does Your Idea Have Disruptive Potential?; Why Predict Disruption?; Making Predictions; Not Just Possible, Highly Probable; But Don't Worry About Lack of Certainty; Methodology for Making Disruptive Predictions; Validate Existence of an Addressable Market Scarcity; Assess the Job To Be Done; Is the Product Viewed as Inferior by Incumbents in the Market (or Likely to Be)?
- Primary Segment TargetedAre There Unmet or Underserved Needs that Incumbents Can't Address?; Pricing; Outsider to the Industry; Use, or Doesn't Use, Existing Channels; Has One or More "Usability" Advantages; Is the Primary Competitor Non-Consumption?; Assessing Disruptive Strengths and Weaknesses; Predicting the iPod as a Likely Disruptive Innovation; iPod "Disruption Report Card"; Free Grading Tool: Create Your Own Disruption Report Card; Summary; Key Takeaways; PART II: Designed for Disruption; Chapter 4: What Should My Product Do?; What's Wrong with the Traditional Process
- The Job CandidateThe Job To Be Done (JTBD); Can an Air Freshener Be Disruptive ?; Air Freshener Category History -The Context Febreze Was Launched Into; Diagnosis of Launch Failure: What Went Wrong?; Accidental Disruption; What Was Different the Second Time Around?; Ethoca: A Private, Closed Social Network?; The Network Problem; Four Years to the Epiphany; 100% Certainty Is a Compelling Difference; The Job Is What You're For, Not What You Do; Finding a Job That Needs to Be Done; Source of Jobs; Identifying Alternatives-How Is the Job Done Now?; Creating a Job Description
- Organizing Your JTBD Requirements
