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De la génération d'idées au lancement du nouveau produit, le chemin du succès durable est long et semé d'embûches. À partir de méthodes éprouvées, cet ouvrage vous accompagne pour générer davantage de nouvelles idées, sélectionner les plus prometteuses et en assurer le succès. Les nombreux cas pratiques et mises en œuvre concrètes vous permettent de vous approprier efficacement les méthodes les plus actuelles pour réussir votre stratégie d'innovation.
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The seminal book "Blue Ocean Strategy" has sold over 3.5 million copies globally and is in print in forty-three different languages. But much of W. Chan Kim and Renée Mauborgne's work on creating new market spaces was originally published in the pages of Harvard Business Review. This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of focusing on noncustomers and creating "blue oceans": uncontested market spaces, untainted by competition. They also introduce tools for exploring and exploiting these markets, such as the Strategy Canvas, the Six Paths Framework, the Four Actions Framework, the Pioneer-Migrator-Settler Map, the Buyer Utility Map, the Price Corridor of the Mass, and the Business Model Guide--the tools that have come to make up the Blue Ocean Strategy framework. This collection also features Kim and Mauborgne's latest Harvard Business Review article, "Red Ocean Traps." Whether or not you're familiar with Blue Ocean Strategy, this book will give you another perspective onto this widely accepted framework--and help you implement it in your organization.--
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Drawing on more than a decade of new work, the authors demonstrate how to move beyond competing, inspire confidence, and seize new growth, discussing how to take an organization into an uncontested market space.
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Following up on 2015's Blue Ocean Strategy, Drs. W. Chan Kim and Renée Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth. They guide you step-by-step through taking your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools, Kim and Mauborgne deliver a guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disruption in seizing new growth. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process.
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How do markets evolve? Why are some innovations picked up straightaway whilst others take years to be commercialized? Are there first-mover advantages? Why do we behave with 'irrational exuberance' in the early evolution of markets as was the case with the dot.com boom? Paul Geroski is a leading economist who has taught economics to business school students, managers, and executives at the London Business School. In this book he explains in a refreshingly clear style how markets develop. In particular he stresses how the early evolution of markets can significantly shape their later development and structure. His purpose is to show how a good grasp of economics can improve managers' business and investment decisions. Whilst using the development of the Internet as a case in point, Geroski also refers to other sectors and products, for example cars, television, mobile phones, and personal computers. This short book is an ideal introduction for managers, MBA students, and the general reader wanting to understand how markets evolve.
New products --- New products --- Technological innovations --- Marketing. --- Marketing --- Marketing
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New products --- Marketing --- Market segmentation
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Jamais la concurrence n'a semblé aussi vive. Les magasins de quartier ne doivent-ils pas lutter chaque jour contre les achats en ligne livrés à domicile ? Avec l'innovation, la concurrence s'est même accélérée : des géants ont conquis la planète en des temps record et la dominent désormais. Amazon et Facebook évidemment, mais aussi Lego dans le secteur du jouet ou encore Ikea pour l'ameublement. Les phénomènes d'ubérisation et du « gagnant rafle tout » ne président-ils pas à la reconstitution de monopoles ? Ce livre démonte les rouages économiques qui intensifient la concurrence et l'érodent tout à la fois. Traquant les stratégies des entreprises, analysant les modèles théoriques qui les sous-tendent, François Lévêque nous livre ici le récit vrai de la concurrence à travers ses épisodes les plus épiques (duels Apple/Google, Coca-Cola/Pepsi). Avec une question : à qui profite la guerre économique ? à la société dans son ensemble ou à quelques entreprises ? François Lévêque est professeur d'économie à Mines-ParisTech où il enseigne l'économie industrielle et l'économie de l'énergie. Ses travaux de recherche portent sur la politique de la concurrence, la réglementation des industries de réseau et la transition énergétique. Il a enseigné l'antitrust à Berkeley et fondé un des tout premiers cabinets de conseil spécialisés dans ce domaine.
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Conventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "Disrupt yourself or be disrupted!" is the relentless message company leaders hear. The Power of Little Ideas argues there's a "third way" that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage. This distinctive approach has three key elements: It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive. The complementary innovations work together as a system to carry out a single strategy or purpose. Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way. In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges. Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.--
Technological innovations. --- New products. --- Management.
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International business enterprises --- Entrepreneurship --- New products --- Management
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Manufacturing industries --- New products --- Strategic planning --- Management.
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