Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution(ISBN=9781591842149) epub 下载 pdf 网盘 2025 mobi 在线 免费

The Darwinian struggle of business keeps getting more brutal as

competitive advantage gaps get narrower and narrower. Anything you

invent today will soon be copied by someone else—probably better

and cheaper.

Many companies thrive during the early stages of their life cycle,

only to fall slack during periods of inertia and die out while

others surge ahead. But as Geoffrey Moore shows, some notable

companies have figured out how to deal with Darwin in their mature

years—making changes on the fly while fending off challenges from

every quarter.

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Geoffrey A. Moore is the author of four

bestselling, highly infl uential business books: Crossing the

Chasm, Inside the Tornado, The Gorilla Game, and Living on

the Fault Line. He has made the understanding and effective

exploitation of disruptive technologies the core of his life’s

work. He is a managing director with TCG Advisors, a consulting

firm specializing in strategy and business transformation services,

and a venture partner with Mohr Davidow Ventures.

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四大创新区域：产品领先，客户亲近，卓越运营，品类革新。

产品领先区域创新类型：颠覆性创新（特征是开拓新市场，与已有标准和价值链不相容；），应用性创新（挖掘已有产品新用途，一般是用新颖的方式对产品进行重新组合；），产品创新（提供当前产品没有的特性、功能实现差异化）。--这一区域关注重点首先是市场份额，然后利润最大化。

客户亲近区域创新类型（适用于成熟市场）：产品延伸创新（已有产品中创造出有特色的子品类，如运动服饰业引人跑步鞋），增强型创新（改变产品某个单一维度开改进已有产品，如汽车导航系统），营销创新（目标是销售更多产品，不是生产更多产品），体验式创新（功能无差异，产品或服务的体验，如餐馆提供书本）。---赢得顾客偏好之战是经济上的关键。

卓越运营区域的创新类型：价值工程创新（目的减少制造成本），集成创新（如打印、传真复印一体机），流程创新（如戴尔直销模式），价值转移创新（如从剃须刀到剃须刀片）

品类革新区域创新：应用与衰退期，有机创新（资源用于一个增长的品类，重新定位，如IBM），并购创新

在真实的商业环境中，一项创新可能会迅速被竞争者模仿，从而失去其竞争优势。在创新道路上不思进取的企业将在竞争者的不断追逐之下，迅速丧失市场份额和领先地位。随着经济全球化的进程，信息通信技术革命的推动和日益激烈的商业竞争，这一清醒过已经变得尤为突出。今天一个重要的商业事实就在于，当企业面临瞬息万变的市场环境是，创新已不再是可有可无之物——它已经成为企业生存与发展的必要条件。

因此，企业唯有将创新纳入有效的管理规划之中，遵循明确的指导原则和方法论，进行持续不断的系统化创新，才能长久保持竞争优势，这正是本书作者杰弗里.摩尔所倡导的“公司进化”的理念。

若要让创新真正能够对企业的经营起到推动作用，则离不开两方面的管理-对创新的管理，以及对于惯性或者惰性力量的克服。

过去你的竞争优势来自哪里、未来又将来自何方，以及哪种类型的差异化能带来最大的回报。

要实现使企业脱颖而出的差异化，就需要整个企业的精诚合作。一开始最好有一个强大的团队负责进行创新活动，但这仅仅是开始。最终，为了放大创新效应，实现使企业脱颖而出的差异化地位，企业的每个职能部门都要重新调整其工作的优先等级。做不到以上任何一点，都会使竞争优势很容易地被竞争者所同化。

重点和优先，这些都是在进行着眼于差异化的创新时需要考虑的问题。

垂直营销（组建一个高层支持的跨部门团队，负责初始目标市场，解决特定业务中未满足的需求）、整体产品管理（找到一个完整的解决方案满足未满足需求）、和联合营销（团队必须承诺为整体产品管理的结果负责）复杂系统模式中应用性创新的三个关键点。

一般来说，规模化运营模式通过产品延伸和增强型创新开发新市场，这些创新改变较小，是改进已有的应用而已，偶尔会创造全新的市场绝对市区＂无心插柳＂。

规模化运营企业要成功进行应用性创新的关键在于人口统计细分，而不是在垂直营销上。

规模化运营企业要进行应用性创新，新的产品或服务最好与现有的品牌形象保持一致，产品延伸的越长，品牌形象越模糊。

应用性创新很难规模化运作，因为生产通用产品或服务，然后让下游组织根据客户要求对产品做相应改进，则相对容易得多。

产品创新的三条准则：杀手级应用程序肯定存在，专注，整体产品管理。

编辑推荐

Review

"has some interesting insights into

global market trends." (EN Magazine, September 2006)

"The book offers a framework for companies to locate

themselves on the lifecycle curve before they draw their innovation

strategy." (Gulf Business, October 2006)

"…a good read for anyone who needs to recognise how to develop a

competitive advantage through creative and innovative practices..."

(Edge, November 2006)

"colourful, ambitious, thoughtful....provocative and credible

enough to be worthy of Moore′s famous predecessors."

(Information Age, December 2006)

an unashamedly challenging book...but one worth the effort."

(Manager, December 2006)

Review

"has some interesting insights into global market trends." (EN

Magazine, September 2006)

"The book offers a framework for companies to locate themselves

on the lifecycle curve before they draw their innovation strategy."

(Gulf Business, October 2006)

"…a good read for anyone who needs to recognise how to develop a

competitive advantage through creative and innovative practices..."

(Edge, November 2006)

"colourful, ambitious, thoughtful....provocative and credible

enough to be worthy of Moore′s famous predecessors."

(Information Age, December 2006)

an unashamedly challenging book...but one worth the effort."

(Manager, December 2006)

媒体评论

“Less a cookbook than a detailed menu of meals that can be

prepared to turn your competitors into dinosaurs. Brontosaurus

burger, anyone?”

—

BusinessWeek

“

Dealing with Darwin

provides a lucid and engaging

perspective on managing innovation.”

—Ed Zander, CEO, Motorola

“Moore has delivered an innovative and instructive treatise on

innovation.”

—

The Boston Globe

“

Dealing with Darwin

is teeming with ideas and practical

advice.... Moore’s new book is a very significant and valuable

addition to the strategist’s bookshelf.”

—

Strategy and Leadership

书籍介绍

The Darwinian struggle of business keeps getting more brutal as competitive advantage gaps get narrower and narrower. Anything you invent today will soon be copied by someone else—probably better and cheaper.

Many companies thrive during the early stages of their life cycle, only to fall slack during periods of inertia and die out while others surge ahead. But as Geoffrey Moore shows, some notable companies have figured out how to deal with Darwin in their mature years—making changes on the fly while fending off challenges from every quarter.