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『The Innovator’s Dilemma』 (reprinted edtion 2011)
／ Clayton M. Christensen
(HAPPER Business, p.270)
Markets that do not exist cannot be analyzed: Suppliers
and customers must discover them together.
Not only are the market applications for disruptive
technologies unknown at the time of their development,
they are unknowable.
The strategies and plans that managers formulate for
confronting disruptive technological change, therefore,
should be plans for learning and discover rather than
plans for execution.
This is important point to understand, because managers
who believe they know a market's future will plan and
invest very differently from those who recognize the
uncertainties of a developing market.
( Discovering New and Emerging Markets, p.165)
This evolving pattern in the basis of competition
– from functionality, to reliability and convenience,
and finally to price – has been seen in many of the
markets so far discussed.
In fact, a key characteristic of a disruptive technology
is that it heralds a change in the basis of competition.
( Performance Provided, Market Demand, Product Life Cycle,
to be continued...
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