Clayton M. Christensen - Customers Quotes

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Low-end disruption occurs when the rate at which products improve exceeds the rate at which customers can adopt the new performance.

Clayton M. Christensen
The concept of the value network — the context within which a firm identifies and responds to customers' needs, solves problems, procures input, reacts to competitors, and strives for profit — is central to this synthesis.

Clayton M. Christensen
This is one of the innovator's dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.

Clayton M. Christensen
Generally, disruptive innovations were technologically straightforward, consisting of off-the-shelf components put together in a product architecture that was often simpler than prior approaches. They offered less of what customers in established markets wanted and so could rarely be initially employed there. They offered a different package of attributes valued only in emerging markets remote from, and unimportant to, the mainstream

Clayton M. Christensen
Adrian Slywotzky believes the Internet will overturn the inefficient push model of supplier-customer interaction. He predicts that in all sorts of markets, customers will use choiceboards—interactive, on-line systems that let people design their own products by choosing from a menu of attributes, prices, and delivery options. And he explores how the shifting role of the customer—from passive recipient to active designer—will change the way companies compete.

Clayton M. Christensen
[There is a distinguishes between] low-end disruption which targets customers who do not need the full performance valued by customers at the high end of the market and "new-market disruption" that targets customers that could previously not be served profitably by the incumbent.

Clayton M. Christensen
Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group.

Clayton M. Christensen
Our findings support many of the conclusions of the resource dependence theorists, who contend that a firm's scope for strategic change is strongly bounded by the interests of external entities (customers, in this study) who provide the resources the firm needs to survive.

Clayton M. Christensen
It is a company's customers who effectively control what it can and cannot do.

Clayton M. Christensen
Because these firms listened to their customers, invested aggressively in new technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.

Clayton M. Christensen