Computer Wars: How the West Can Win in a Post-IBM WorldBeard Books, 2002 - 288 páginas Describes the fall of IBM as a leading computer firm |
Conteúdo
3 | |
Guerrilla Warfare | 17 |
The Roots of Decline | 30 |
The Rise of the Clones | 51 |
Revenge of the Nerds | 66 |
Picking Through the Shards | 84 |
Three Contenders | 101 |
Competing in Radically Decentralized Systems | 115 |
Life Cycle Strategies | 159 |
Management Strategies in High Technology | 170 |
The Next Decades Market Opportunity | 191 |
The Future of Computer Companies | 205 |
Government and Computers Prologue to Policy | 223 |
Toward an American Technology Policy | 240 |
259 | |
263 | |
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Termos e frases comuns
American companies antitrust Apple applications software architec architectural standard AT&T base basic billion Boca Raton chips clone-makers clones commodity Compaq competitive competitors components computer companies computer industry computer technology consumer electronics cost created crosoft customers cycle decade desktop dominance DRAM Estridge executives faster firms franchise Fujitsu Gates Gates's hardware HDTV Hewlett-Packard Hitachi IBM PC IBM-compatible IBM's important instruction set Intel investment Japan Japanese companies lean manufacturing licensing Lotus machines mainframe computer major market share megaproject memory ment microprocessor Microsoft minicomputer mips Motorola Nintendo nology operating system palmtop PARC patent PC division percent peripheral personal computer point products position printer problem processor profitable proprietary puter revenues RISC semiconductor Silicon Valley Silicon Valley model start-ups strategy success tech technical television traditional UNIX vendors Visicalc workstations Xerox
Passagens mais conhecidas
Página 261 - The Computerless Computer Company," Harvard Business Review (July-August 1991): 69-80, Chapter 10 1, B. Shapiro, S. Doyle, and A. Slywotzky, "Strategic Sales Management: A Boardroom Issue," #9-595-018 (Boston: Harvard Business Schoof, 1994).
Página 15 - Although IBM had many competitors in the IBM-compatible market, and they exercised price discipline on IBM, IBM still dominated the computer industry. As Charles Ferguson and Charles Morris explain, The secret of IBM's dominance, as IBM itself understood better than anyone, was that it had created, and owned, a pervasive industry architecture. All the competitors were playing by IBM's rules — making devices, writing software, manufacturing clones, running time-share centers — all within a computing...