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Consider this scenario: A company's vice president for R&D had just given an exciting talk on what the firm believed would be the next major technological innovation in its business—one that would establish the company as the industry's technological leader and lay the ground‐work for a marketing plan to introduce a new system based on that technology next year. But during a Q&A session, a manager from the Far East commented that his firm had also investigated such an approach and had found that the technology could be produced.
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1993
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