| Description |
1 online resource |
| 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-Consumption -- Low-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)? |
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Primary Segment Targeted -- Are 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 Candidate -- The 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 -- Sorting Out Disruptive Potential -- Over-Served Jobs -- Available Solutions Are "Good Enough" -- Under-Served Jobs -- What Customers Will Buy -- Can You Always Know the JTBD Before Going to Market and/or Before Designing a Product? -- Summary -- Key Takeaways -- Chapter 5: Segmentation -- Why Segment Markets? -- "Soccer Mom" Is a Meaningful Category Only If You're Selling Soccer Products for Kids -- Most Market Segmentation Is Done Wrong -- Do Any Categories Make Sense as Segments? -- The Assumptions Embedded in Your Product -- Identifying the Best Market Segments for Disruption -- Methodology |
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Segment Attractiveness Criteria -- Competitive Position Criteria -- The Best Segments for Disruption -- Avoiding Incumbents' Bread and Butter -- Summary -- Key Takeaways -- Chapter 6: Positioning -- Perception Is Reality -- It's All in Your Mind -- Brain Basics -- Selective Perception -- What Gets Through the Filters? -- Memory Retrieval -- Positioning Strategy Basics -- Principles of Positioning Theory -- Comparison to Similar Ideas -- Resonance -- Relevance -- Use of Appropriate Keys to Unlock Perceptual Filters -- Example: Positioning the Apple iPod -- Choosing Your Competition -- Identifying Where You Fit in the Market -- Sustaining, Disruptive, or Both? The Importance of Comparison -- Example: Gillette Fusion-Sustaining, or Maybe Not? -- Disruption Takes a Personal Detour -- Sometimes You Get to Choose -- Fusion Epilogue: The Dollar Shaving Club Goes Where Gillette Wouldn't or Couldn't -- Perception and Positioning-Why It Matters to a Disruptor -- I Don't Hear You -- I'm Not Listening -- Rules of Disruptive Positioning -- Positioning Is Not ... -- Summary -- Key Takeaways -- Chapter 7: Pricing Strategy -- Reference Price and Price Anchoring -- Cost-Based versus Value-Based Pricing -- Free -- Freemium -- Cross-Subsidization -- Razor and Blades Model -- Market Size -- Product/Market Characteristics -- Network Effects -- Price Model -- Assessing the Price Curve Over Time -- Can You Sell for Less? -- What About Apple? -- Summary -- Key Takeaways -- Chapter 8: Messaging -- Remember the Job To Be Done (JTBD) -- Benefits, Features, and Advantages -- Put Yourself in Your Target Buyer's Shoes -- Your Customers Don't Want to Be Disrupted -- A Simple Guide to Strong Messaging -- Summary -- Key Takeaways -- Chapter 9: A Disruptive Business Model -- Canvas Overview and Rationale -- 1) Addressable Market Scarcity -- 2) Job To Be Done (JTBD) |
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3) Customer Segment -- 4) Cost Structure -- 5) Revenue Streams -- 6) Unique Value Proposition -- 7) Channels -- 8) Key Metrics -- 9) Unfair Advantage -- Summary -- PART III: The Last Mile -- Chapter 10: End Game -- Establishing Thought Leadership -- The CEO Is the CSO (Chief Sales Officer) -- Competitive Analysis -- Market Education -- Metrics -- Marketing and Sales Metrics -- User Metrics -- Financial Metrics -- About the Metrics -- Marketing Tactics -- Summary -- Key Takeaways -- Chapter 11: Staying on Top -- Christensen and The Innovator's Dilemma -- Theory of the Firm -- Customers at the Core -- Sustainability -- What Is Different About Managing to Secure the Future? -- Summary -- Key Takeaways -- Index -- Other Apress Business Titles You Will Find Useful |
| Summary |
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 Design?a handbook for entrepreneurs, CEOs, product developers, innovators, and others who want to build products or create services that systematically disrupt markets?is the first book that shows you how. There is a huge difference between being an "innovator" and being a "disruptive innovator." Disruptors change the basis for competition in markets, and they end up controlling market share?typically 40 to 80% of the total revenue and half or more of the total profits in the categories they create. But while many market opportunities have disruptive potential, only a small fraction of those ever succeed in disrupting markets. And, too often, those that do disrupt do so by accident. It doesn?t have to be that way. Disruption by Design conveys lessons learned from successful disruptors, and from the many companies that should have disrupted but failed. Beginning with a quick review of the theory and key elements of the patterns of disruptive innovations and how to identify ideas with disruptive potential, Disruption by Design guides you through the design, build, and go-to-market phases that successful disruptors follow. Using many examples of disruptive companies and products, this book takes the popular theory of disruptive innovation and drives it down to the level of practical application. It answers the question, "How do I create a disruptive company, product, and culture?" Disruption by Design:<Goes beyond describing how disruptive innovation happens, and answers and explains the all-important "why." Provides a "where-to-look" guide for discovering disruptive opportunities. Shows you how to predict when market disruption is likely. Outlines the necessary ingredients and elements of corporate strategy that maximize the probability of being disruptive. Provides a roadmap to disruptive success, from the initial idea through product launch to actual market disruption. Shows how to stay atop the market and not be the next victim of a new disruptor. Includes the Disruption by Design Canvas, for mapping a disruptive business model. Most important, Disruption by Design articulates a step-by-step process for developing a product and marketing strategy?and a business model design?that maximizes the probability of successful market disruption |
| Analysis |
economie |
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economics |
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bedrijfswetenschap |
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management science |
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Management studies, Business Administration, Organizational Science (General) |
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Economics (General) |
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Management, bedrijfskunde, organisatiekunde (algemeen) |
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Economie (algemeen) |
| Bibliography |
Includes bibliographical references and index |
| In |
Springer eBooks |
| Subject |
Product design -- Technological innovations
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Product differentiation.
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Diversification in industry.
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Product management.
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Business.
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Management science.
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diversification.
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business (commercial function)
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BUSINESS & ECONOMICS -- Industrial Management.
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Management Science.
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BUSINESS & ECONOMICS -- Organizational Behavior.
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Management science
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Business
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Diversification in industry
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Product differentiation
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Product management
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| Form |
Electronic book
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| ISBN |
9781430246336 |
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1430246332 |
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1430246324 |
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9781430246329 |
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