The innovators solution:creating and sustaining successful growth / Clayton M. Christensen, Michael E. Raynor. p. cm. Includes bibliographical references and. Editorial Reviews. From Publishers Weekly. Christensen (The Innovator's Dilemma) analyzes Download it once and read it on your Kindle device, PC, phones or tablets. Use features like Kindle Store · Kindle eBooks · Business & Money. Mastering the Five Skills of Disruptive Innovators. by Jeff Dyer, Hal Gregersen, Clayton M. Christensen. A new classic, cited by leaders and media around the globe as a highly recommended read for anyone interested in innovation.
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Summary of the famous book The Innovator's Solution by Clayton M. August 31 , ; ISBN: ; Language: English; Download options: EPUB 2. The Innovator's DNA hamhillfort.info The glass castle: a memoir. 11 The Dilemmas of Innovation The Innovator's. The Innovator's Solution by Clayton M. Christensen, September , Harvard Business School Press edition, Hardcover in English.
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Published in: Full Name Comment goes here. Are you sure you want to Yes No. Browse by Genre Available eBooks Vasyl Matyashovskyy , Delivery Lead. Show More. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. The Innovators Solution by Clayton Christensen 1. In this show you will learn the difference betweensustained and disruptive growth.
If you are a small business in a BIG market, this book is for you 3. Start Here1. Start with a cost structure in which attractive profits can be earned at low price points and which can be carried up-market2.
Be in a disruptive position relative to competitors so that they are motivated to flee rather than fight3. Start with a set of customers who had been nonconsumers so that they are pleased with modest products4. Skating to where the money will be, not to where it was5.
Having the flexibility to respond as a viable strategy emerges6. Starting with capital that can be patient for growth 4. Sustaining and Disrupting The Innovators Dilemma identified two distinct categories - sustaining and disruptive - based on the circumstances of innovation. In sustaining circumstances - when the race entails makingbetter products that can be sold for more money to attractivecustomers - we found that incumbents almost always prevail. In disruptive circumstances - when the challenge is to commercialize a simpler more convenient product for less money and appeals to a new or unattractive customer set - the entrants are likely to beat the incumbents.
This is the phenomenon that so frequently defeats successfulcompanies. It implies that the best way for upstarts to attack established competitors is to disrupt them.
Innovation A sustaining innovation targets demanding high-end customers with better performance than what was previously available. Sometimes incrementalimprovements. Sometimes breakthrough leapfrog-over- competition. But the established competitors almost always win the battles of sustaining technology. Disruptive innovations introduce products and services that are not as good as currently available products. Other benefits, though: Why Disruptive Works Once the disruptive product gains a foothold in new or low- end markets, the improvement cycle begins.
Because of the pace of technology is faster than customers ability to use it,the previously not-good-enough technology improves enoughto intersect with the path of the more demanding customers.
The Innovator's DNA
Disrupting has a paralyzing effect on industry leaders. They are always motivated to go up-market, almost never motivated to defend the new or low-end markets that the disruptors find attractive.
Shaping a business idea into a disruption is an effective strategy for beating an established competitor. Its much easier to beat competitors when they are motivated to flee rather than fight.
Better Product vs. DisruptionIf you create and attempt to sell a better productinto an established market to capture establishedcompetitors best customers, the competitors will be motivated to fight rather than flee. If your idea might represent a sustainingimprovement for others, then you should go back to the drawing board. You need to define an opportunity that is disruptive relative to ALL the established players.
Slowly Disrupting To create a new-growth business: New customers who previously lacked the moneyor skills to buy and use the product. Enable a whole new population of people to begin owning and using the product.
Incumbent leaders feel no pain and little threat until the disruption is in its final stages. When disruptors begin pulling customers out of the low end, it actually feels good to the leading firms. Are there lots of people who have not had the money, equipment or skill todo this for themselves, and have gone without it altogether, or have neededto pay someone with more expertise to do it for them?
To use the product orservice, do customers need to go to an inconvenient centralized location? Are there customers at the low-end of the market who would be happy topurchase a product with less, but good enough, performance if they could getit at a lower price?
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Can we create a business model that enables us to earnattractive profits at the discount prices required to win the business of theseover-served customers at the low end? If itappears to be sustaining to one ore more significant players, the odds will bestacked in that firms favor, and entrant is unlikely to win.
Disruption is a TheoryA conceptual model of cause and effect that makes it possible to better predict the outcomes of competitive battles in different circumstances. These forces almost always topple industry leaders when an attacker has harnessed them becausedisruptive strategies are predicated on competitorsdoing what is in their best and most urgent interest: In a profit-seeking world, this is a safe bet. Segmenting markets according to the jobs the customers are trying to get done addresses other important marketing challenges such as brand management.
Customers - people and companies - have "jobs" that arise regularly and need to get done. When customersbecome aware of a job that they need to get done in their lives, they look around for a product or service that they can "hire" to get the job done.
Who are the BEST Customers 1 - The target customers are trying to get a job done, but because they lack the money or skill, a simple inexpensive solution has been beyond reach. As a result, they are delighted to buy it even though it may not be as good as other products available at high prices to current users with deeper expertise in the original value network.
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The Innovator's Solution
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