Geoffrey Mooreis an American organizational theorist, management consultant and author, known for his work Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers... (wikipedia)
There is no new technology in the iPod.
I think there is a potential for backlash from the open-source community against companies that do not play according to the aspirations or ethics of that community.
Rehnquist was a jurist who truly understood the role of the court. He did not let personal opinions cloud his interpretation of the Constitution. His opinions were grounded in the idea that he is to interpret the law, not create it.
When I go meet with a company that's No. 1--a Microsoft or Cisco or SAP--one of the things I hear a lot is how mean it is out there. Being No. 1 these days means you become the natural target.
We were thinking about scale instead of liquidity, ... The correct move now is to redirect the race toward liquidity.
At the end of the day, it's not really about Wal-Mart. People are taking out a lot of their frustration against the modern age and finding a symbol. It's just one more set of problems facing the large institutional leader that the second guy doesn't have to deal with.
And the number of ISVs is meaningless. The issue is what the power players are doing. Cisco and Microsoft have the strongest positions, so a solution that doesn't have their endorsement isn't likely to get very far.
They're thinking, 'If I or my organization were to adopt this new technology, how would it change our competitiveness?'
To enter the maintsteam market is an act of aggression. The companies who have already established relationships with your target customer will resent your intrusion and do everything they can to shut you out.
The biggest problem is typically overly ambitious expectations combined with undercapitalization.
As a buying group, visionaries are easy to sell but very hard to please. This is because they are buying a dream - which, to some degree, will alwasy be a dream.
Marketing has long known how to exploit fads and how to develop trends.
We have embarked upon the world's largest and longest cocktail party, and every issue imaginable is up for grabs.
Without big data analytics, companies are blind and deaf, wandering out onto the Web like deer on a freeway.
Without big data, you are blind and deaf and in the middle of a freeway.