| Richard M. Clurman - Language Arts & Disciplines - 1988 - 322 pages
...that his plan was "to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do." The same was true of Henry Ford's first automobiles, but not the company's much later Edsels; Thomas... | |
| Gary Hamel, C. K. Prahalad - Business & Economics - 1996 - 532 pages
...puts it: Our plan is to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our thinking on a product and its use and try... | |
| Michael Talbot - Music - 2000 - 280 pages
...culture: 'Our plan is to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do.' Thomas W. Malnight and Michael Y. Yoshino, Sony Corporation: Globalization, Boston, Harvard Business... | |
| Lynn B. Upshaw, Earl L. Taylor - Business & Economics - 2000 - 348 pages
...orthodoxy: "Our plan is to lead the public with new products rather than ask them what kind of products they want . . . The public does not know what is possible, but we do."3 The company went on to become one of the most valuable masterbrands in the world by rallying... | |
| Ross Zucker - Business & Economics - 2001 - 350 pages
...introduced the Walkman, eschews market research. "Our plan," he writes, "is to lead the public with new products rather than ask them what . . . they...The public does not know what is possible, but we do."57 The information school claims greater empirical validity for the view 55. Stiglitz 1993, p.... | |
| Philip Kotler - Business & Economics - 2004 - 172 pages
...put it: "Our plan is to lead the public with new products rather than ask them what kinds of products they want. The public does not know what is possible, but we do." And according to an executive at 3M, "Our goal is to lead customers where they want to go before they... | |
| Mark Vincent Cerasale, Merlin Stone - Business & Economics - 2004 - 312 pages
...said, 'Our plan is to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our thinking on a product and its use and try... | |
| Mark Vincent Cerasale, Merlin Stone - Business & Economics - 2005 - 308 pages
...said, 'Our plan is to lead the public with new products rather than ask them what kind of products they want. The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our thinking on a product and its use and try... | |
| Stephen C. Harper - Business & Economics - 2006 - 436 pages
...indicated, "Our plan is to lead the public with new products rather than ask them what kinds of products they want. The public does not know what is possible, but we do. So instead of doing a lot of market research, we refine our 0% •« *• 100% Information Information... | |
| Fee Steinhoff - Business & Economics - 2006 - 356 pages
...FLORES 1993, S. 95) Aussage von Akio Morita, dem Mitbegründer von Sony Corporation, wider: "Dur plan is to lead the public to new products rather than ask...public does not know what is possible, but we do." In Kongruenz dazu stellen COOPER/LITTLE (1977, S. 110) fest, dass in der Praxis signifikant weniger... | |
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