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" 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. "
Funktionalmarkt-Konzept zum strategischen Management prinzipieller ...
by Werner Pfeiffer - 1997 - 222 pages
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Beyond Malice: The Media's Years of Reckoning

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...
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Competing for the Future

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...
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The Musical Work: Reality Or Invention?

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...
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The Masterbrand Mandate: The Management Strategy That Unifies Companies and ...

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...
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Democratic Distributive Justice

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....
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Ten Deadly Marketing Sins: Signs and Solutions

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...
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Business Solutions on Demand: Transform the Business to Deliver Real ...

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...
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Business Solutions on Demand: How to Transform from a Product-led to a ...

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...
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Extraordinary Entrepreneurship: The Professional's Guide to Starting an ...

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...
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Kundenorientierung bei hochgradigen Innovationen: Konzeptualisierung ...

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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