在对破坏性技术进行商业化推广时,身处破坏性技术变革中的管理者必须成为领先者,而不是追随者。对企业来说,相比进入竞争激烈的成熟市场,创造新市场的风险要低很多,而其回报率却要高出很多。但随着企业不断发展壮大,并取得越来越大的成功,它们想要尽早地进入新兴市场的难度却越来越大。由于成长型企业每年需要大幅提高收入水平,才能维持它们所期望的增长率,因此,作为一种增长手段,这些企业越来越不可能通过小型市场来获取其所希望的这部分新收入。正如我们即将指出的那样,应 When commercializing disruptive technologies, managers in destructive technological change must become leaders, not followers. For businesses, the risk of creating new markets is much lower and the rates of return much higher than entering mature and competitive markets. But as businesses continue to grow and gain greater success, they are struggling to get into emerging markets as quickly as possible. As growth companies need to substantially raise their incomes each year in order to maintain their desired growth rates, it is increasingly unlikely that these enterprises will gain the portion of their new income they want, through a small market, as a means of growth. As we are going to point out, we should