Quotes About Industry

Once consumers experienced free music, they came to view music as something that was supposed to be free.

During the 1970s (and particularly because of Vietnam), it slowly became standard for absolutely everyone to go to college, particularly if they had no desire to get a real job. One of the results was a massive population of film school students, most of whom became waiters and valets in the 1980s. Since the vast majority of these Kubrick wannabes couldn't crack the motion picture industry, they saw opportunities to make minimovies in the world of rock 'n' roll.

At the store, they have one-hundred-percent-recycled toilet paper," Marla says. The worst job in the whole world must be recycling toilet paper.

Sound managerial decisions are at the very root of their impending fall from industry leadership.

sensible resource allocation processes were at the root of companies' upward mobility and downmarket immobility across the boundaries of the value networks in the disk drive industry.

The structure of today's health-care industry is essentially structured around taking our problems to the solution. In the other industries we've studied, disruption inverts this system, so the solution is delivered to the problem. Downloadable

the firms that led the industry in every instance of developing and adopting disruptive technologies were entrants to the industry, not its incumbent leaders.

That work led to my theory of disruptive innovation,1 which explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost have become the status quo—eventually completely redefining the industry.

established firms tend to be good at improving what they have long been good at doing, and that entrant firms seem better suited for exploiting radically new technologies, often because they import the technology into one industry from another, where they had already developed and practiced it.

In 1892, mine owner L. L. Nunn had hired the electrical wizard Nikola Tesla to build the world's first alternating-current power

A little-known fact is that most American of icons, the open-range cattle industry, originated in El Norte and was based on Spanish precedents. A mix of arid plains, high deserts, and Mediterranean coastline, Spain bears a physical resemblance to El Norte.

She is alone with an unattended desk light whose electricity is an expenditure waiting to be itemized and eliminated in the next budget of Lift magazine, Covering the Elevator Industry for Thirty Years.

I ask now, standing with my scissors among my flowers, Where can the shadow enter? [. . .] I am sick of the body, I am sick of my own craft, industry and cunning, of the unscrupulous ways of the mother who protects, who collects under her jealous eyes at one long table her own children, always her own.

The key here is not to pursue pricing against the competition within an industry but rather to pursue pricing against substitutes and alternatives across industries and nonindustries.

Neither the company nor the industry is the best unit of analysis in studying the roots of profitable growth.

Our research reveals that most companies' strategic planning process keeps them wedded to red oceans. The process tends to drive companies to compete within existing market space.

At the same time, by eliminating many of the most costly elements of the circus, it dramatically reduced its cost structure, achieving both differentiation and low cost. Cirque strategically priced its tickets against those of the theater, lifting the price point of the circus industry by several multiples while still pricing its productions to capture the mass of adult customers, who were used to theater prices.

There are two ways to create blue oceans. In a few cases, companies can give rise to completely new industries, as eBay did with the online auction industry. But in most cases, a blue ocean is created from within a red ocean when a company alters the boundaries of an existing industry.

we have observed a consistent pattern of strategic thinking behind the creation of new markets and industries, what we call blue ocean strategy.

In our experience, the more an industry is populated by settlers, the greater is the opportunity to value-innovate and create a blue ocean of new market space.

Organizations that pursue differentiation to stand apart from competitors tend to focus on what to offer more of. Those that pursue cost leadership tend to focus on what to offer less of. While both of these are viable strategic options, which a great many organizations currently pursue, both will keep you stuck in the red ocean, operating on your industry's existing productivity frontier.

Most blue oceans are created from within, not beyond, red oceans of existing industries

Does your industry compete on functionality or emotional appeal? If you compete on emotional appeal, what elements can you strip out to make it functional? If you compete on functionality, what elements can be added to make it emotional?

What trends have a high probability of impacting your industry, are irreversible, and are evolving in a clear trajectory? How will these trends impact your industry? Given this, how can you open up unprecedented customer utility?