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Competir Contra la Suerte: La Historia de la Innovación y la Elección del Cliente
| Author: |
Christensen, Clayton M. Hall, Taddy Dillon, Karen |
| Binding: |
Paperback
|
| List Price: | $23.99 |
| Our Price: | $4.20 CAD |
| Qty Avail: | 9 |
| ISBN: | 9781400343218 |
| Publisher: | Harper Christian Publishing |
| Language: | Spanish |
| Page Count: | 255 |
| Publication Date: | 9/26/2023 |
| Size: | 9.01" l x 5.92" w x 0.80" |
| Series: | N/A |
驴Las empresas saben c贸mo crecer? 驴C贸mo pueden crear productos que est谩n seguros de que los clientes quieren comprar? 驴Puede la innovaci贸n ser m谩s que un juego de 茅xito? El profesor Clayton Christensen de la Escuela de Negocios de Harvard tiene la respuesta. Hace una generaci贸n, Christensen revolucion贸 los negocios con su innovadora teor铆a de la innovaci贸n disruptiva. Ahora, 茅l va m谩s all谩, ofreciendo nuevas y poderosas ideas.
Despu茅s de a帽os de investigaci贸n, Christensen ha llegado a una conclusi贸n cr铆tica: Los clientes no compran productos o servicios; ellos los "contratan" para hacer un trabajo. Comprender qu茅 hace que los clientes "contraten" un producto o servicio, har谩 que cualquier empresa puede mejorar su historial de innovaci贸n, creando productos que los clientes no solo quieran contratar, sino que pagar谩n precios m谩s altos para llevarlos a sus vidas; por ejemplo: Amazon, Intuit, Uber, Airbnb y Chobani, por nombrar solo algunos. Pero este libro no se trata de celebrar estos 茅xitos, se trata de predecir nuevos.
Este libro establece cuidadosamente el marco provocativo de Christensen, que proporciona una explicaci贸n completa de la teor铆a y por qu茅 es predictivo, c贸mo usarlo en el mundo real y, lo m谩s importante, c贸mo no desperdiciar la informaci贸n que proporciona.
Competing Against Luck
Companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a successful game? Professor Clayton Christensen of the Harvard Business School has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to a critical conclusion: Customers don't buy products or services; they "hire" them to do a job. Understanding what makes customers "hire" a product or service will help any company improve its innovation record, creating products that customers not only want to hire, but will pay higher prices to bring into their lives; for example: Amazon, Intuit, Uber, Airbnb and Chobani to name just a few. But this book isn't about celebrating these successes, it's about predicting new ones.
This book carefully lays out Christensen's provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world, and most importantly, how not to waste the information it provides.
Despu茅s de a帽os de investigaci贸n, Christensen ha llegado a una conclusi贸n cr铆tica: Los clientes no compran productos o servicios; ellos los "contratan" para hacer un trabajo. Comprender qu茅 hace que los clientes "contraten" un producto o servicio, har谩 que cualquier empresa puede mejorar su historial de innovaci贸n, creando productos que los clientes no solo quieran contratar, sino que pagar谩n precios m谩s altos para llevarlos a sus vidas; por ejemplo: Amazon, Intuit, Uber, Airbnb y Chobani, por nombrar solo algunos. Pero este libro no se trata de celebrar estos 茅xitos, se trata de predecir nuevos.
Este libro establece cuidadosamente el marco provocativo de Christensen, que proporciona una explicaci贸n completa de la teor铆a y por qu茅 es predictivo, c贸mo usarlo en el mundo real y, lo m谩s importante, c贸mo no desperdiciar la informaci贸n que proporciona.
Competing Against Luck
Companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a successful game? Professor Clayton Christensen of the Harvard Business School has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to a critical conclusion: Customers don't buy products or services; they "hire" them to do a job. Understanding what makes customers "hire" a product or service will help any company improve its innovation record, creating products that customers not only want to hire, but will pay higher prices to bring into their lives; for example: Amazon, Intuit, Uber, Airbnb and Chobani to name just a few. But this book isn't about celebrating these successes, it's about predicting new ones.
This book carefully lays out Christensen's provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world, and most importantly, how not to waste the information it provides.
