Discovering New and Emerging Markets

According to Chapter 7, what is the primary challenge in formulating strategies for disruptive technologies?

What effect does applying traditional management processes for sustaining innovation to disruptive technologies often have on good companies?

Based on Figure 7.1, by what percentage was Disk/Trend's forecast for the 1.8-inch drive (a disruptive technology) off from the actual shipped volume?

What was the name of Hewlett-Packard's revolutionary, 1.3-inch disruptive disk drive developed in the early 1990s?

What was HP's initial revenue goal for the Kittyhawk drive within its first three years?

What was the critical mistake the HP project managers later conceded they made in managing the Kittyhawk initiative?

What was the actual, unforeseen market that emerged for the HP Kittyhawk drive?

In the case of Honda's entry into the North American motorcycle market, what product did they originally design and attempt to sell?

How was the actual market for Honda's Supercub bike in North America discovered?

What was Intel's initial strategy for its new microprocessor technology?

What does the author suggest is the difference between a failed idea and a failed business in the context of disruptive innovation?

For disruptive technologies, what kind of plans does the author advocate for?

What is 'discovery-driven planning' as described in the chapter?

How could discovery-driven planning have helped HP with its Kittyhawk drive, according to the author?

What is 'agnostic marketing,' as defined by the author?

What was the initial capacity and price of the first version of the HP Kittyhawk drive?

In the Honda motorcycle case, the company's planned strategy for large bikes failed in part because:

Between which years did Intel's leadership position in the DRAM market begin crumbling, prompting its de facto shift toward microprocessors?

What is the author's view on managers who fail while pursuing a disruptive technology?

Why do conventional planning systems often fail to spot opportunities from unanticipated successes, according to the chapter?

What type of product did the unexpected buyers of the HP Kittyhawk require, which HP was unable to provide?

What was the core difference in value networks between Honda and established motorcycle makers like Harley-Davidson?

How did Intel's resource allocation process contribute to its success with the microprocessor?

What does the author suggest about experts' forecasts for disruptive technologies?

In the context of Chapter 7, why is 'failure' considered intrinsic to the process of finding new markets for disruptive technologies?

What was the result of Harley's attempt to compete with Honda in the late 1960s by producing a line of small-engine bikes?

What did the author find when comparing the posterior probabilities of success for firms entering emerging value networks versus existing value networks (referencing Table 6.1)?

HP's marketers for the Kittyhawk drive developed deep relationships with senior executives at major computer companies. Why was this approach problematic?

What does the author suggest managers do when faced with the uncertainty of a disruptive technology market?

What was the initial annual sales volume of Honda's Supercub in Japan, which provided the expertise for their later success?

Which of the following is NOT a case study used in Chapter 7 to illustrate the challenges of discovering emerging markets?

Why do managers of successful companies find it difficult to risk backing a project that might fail, even if the market is not there yet?

What was the core flaw in the logic of HP's marketers for the Kittyhawk?

What was ironic about Honda's initial estimation of the North American motorcycle market?

Which company does the author cite as a success story for using 'discovery-driven planning' to adapt its product for a new market?

The title of Chapter 7 begins with 'Discovering New and Emerging Markets'. What does the first sentence of the chapter add to this title?

What does the author identify as the primary source of market information for the disk drive industry that was good for sustaining but not disruptive tech?

HP's Kittyhawk drive was equipped with an impact sensor similar to what technology?

In Honda's case, what was the initial reaction of the team in Los Angeles to the small-bike strategy that eventually succeeded?

Why was Gordon Moore, Intel's co-founder, surprised by IBM's choice of the Intel 8088 microprocessor for its personal computer?

What does the author suggest is a key difference between a failed idea at Intel versus a failed idea at Hewlett-Packard's Kittyhawk division?

In the case of the HP Kittyhawk, the second version of the drive, introduced a year after the first, stored how many megabytes?

What philosophical approach does the author suggest impedes the discovery of new markets because of its focus on management by objective and exception?

How did Honda's experience with its small, rugged motorized bicycles in post-war Japan influence its later disruptive innovation?

What was the famous advertising slogan for Honda that a UCLA student came up with?

According to the chapter, why do managers' intuitive sense that creating new markets is a 'genuinely risky business' often lead them astray?

What does the author suggest as a solution for the problem that individual managers don't have the luxury of surviving a string of trials and errors?

How did the problem with Honda's large motorcycles in the US nearly affect the company?

In what year did HP's Disk Memory Division (DMD), the creator of the Kittyhawk, generate about 600 million dollars in revenue?

What final action did HP take with the Kittyhawk drive in late 1994?