从一个崭新的角度看市场
2008-09-19
这本书和crossing the chasm都是harperbusiness essentials 系列集中的经典著作。 这个系列中还包括 james collins的built to last， 和 peter drucker的 the effective executive， 等等。 总共11本。
这本书分析了为什么现在成功的公司在新技术转行中的失败。这里的新技术不是指对现在技术的发展和延伸，而是在工业里出现的全新的技术。 主要有几个原因 1：现在的公司聆听现在的客户心声。现在的客户对新的技术（通常没有现在的技术参数耐久性）不感兴趣，所以公司就没有投入来发展这样的新技术，以至于后来认识到了，落后了 2：新技术支撑的新市场因为开始的时候太小，不能支撑现在公司的利润要求 3： 现在公司的resource allocation到新技术和公司现存的process/value不合。
书中对product lifecycle的分析也是独辟蹊径。 什么力量在推动产品更新换代呢？ 是performance。 当performance超出了现在客户的需求的时候， 客户就会去寻找performance以外的attibutes。这样原来的产品就要更新了。
书中的case study of 电动汽车是一个很好的分析问题的模板
下面是书中自己的总结，我记下来作为我的notes。
Clayton Christensen asks the question: why do well-managed companies fail?
well-managed companies are excellent at developing the sustaining technologies that improve the performance of their products in the ways that matter to their customers. This is because their managements practices are biased toward:
Listening to customers
Investing aggressively in technologies that give those customers what they say they want
Seeking higher margins
Targeting larger markets rather than smaller ones.
But disruptive technologies, however, are distinctly different from sustaining technologies. Disruptive technology changes the value proposition in a market. When they first appear, they almost always offer lower performance in term of the attibutes that mainsteam customers care about. But further, because with experience and sufficient investment, the developers of disruptive technologies will always improve their products' performance, they eventually are able to take over the older markets.
Principles of disruptive technology
1: companies depend on customers and investors for resource. to survive, companies must provide customers and investors with the product that they require. the higher performing companies, therefore, have well-developed systems for killing ideas that their customers don't want. as a result, these companies find it very difficult to invest adaquate resources in disruptive technologies - lower-margin opportunities that their customers don't want - until their customers want them. and by then, it is too late.
2: small markets don't solve the growth needs of large companies.
3: markets that don't exist can't be analyzed
4: technlogy supply may not equal market demand. the pace of technologies progress often exceeds the rate of improvement that mainstream customers want or can absorb. as a result, the products that are currently in the mainstream eventually will overshoot the performance that mainstream markets demand, while the disruptive technologies that underperformance relative to customers expectation in the mainstream marker today maybe come directly competitive tomorrow.
A big mistake that managers make in dealing with new disruptive technologies is that they are trying to apply the traditional management pratices that lead to success with sustaining technologies.
Professor Clayton advices managers faces with disruptive technoogies to:
1: give responsibility for disruptive technologies to organizations whose customers need them so that resources will flow to them
2: set up a seperate organization small enough to get excited by small gains.
3: plan for failure. don't bet all your resource on being right the first time. think of your initial efforts at commercializing a disruptive technology as learning opportunities. make revisions as your gather data.
4: don't count on breakthroughs. move ahead early and find the market for the current attibutes of the technology. you will find it outside the current mainstream market.
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