Strategy Case

Artikel samenvatting:

There are several types of innovation; we define

the main types here. We define an innovation as

radical when it destroys existing market, technological,

supply chain, component production,

architectural, etc. competencies of a focal incumbent

firm (and by destroy, we mean it makes those existing

competencies economically significantly less relevant,

putting the incumbent at a disadvantage).

We define an innovation as incremental when it leaves

existing (incumbent) competencies mostly intact (i.e.,

making an incumbent very likely to be able to imitate

it without significant economic cost). And we note a

related concept, that of disruptive technology, as the

Christensen (1997) concept that some technologies

begin as inferior in product and process terms and

then turn out to be superior in both, ultimately being

radical innovations.

We now define the

Bruikbaar voor inleiding ons gedeelte:

We

define the rival innovation as an innovation that

competes with (or will compete with) the focal firm's

(i.e., incumbent's) set of products and services.

3 types defensive approaches:

We consider several defensive approaches that

incumbents can take against rival innovations below;

we define three of the major approaches here.

We define disinformation as the use of false information

to create decision-making mistakes in a rival, with the

intention of making their innovation attempts less

likely, more expensive, and less successful.

We define disruption as the use of various means to make rival

actions (in their innovation attempts) less successful,

more expensive, more risky, and more time-consuming.

We define capture as