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Competing On Internet Time

Competing On Internet Time

Lessons From Netscape And Its Battle With Microsoft

  • reading group guide
Competing on Internet time means competitive advantage can be won and lost overnight. In this penetrating analysis of strategy-making and product innovation in the dynamic markets of commercial cyberspace, bestselling Microsoft Secrets co-author Michael Cusumano and top competitive strategy expert David Yoffie draw vital lessons from Netscape, the first pure Internet company, and show how it employs the techniques of "judo strategy" in its pitched battle with Microsoft, the world's largest software producer.
With a new afterword updating the events of the year following publication of the hardcover edition, Competing on Internet Time is essential and instructive reading for all managers, engineers, and entrepreneurs who want to succeed in ultra-fast-paced markets. Managers in every high-tech industry will discover a wealth of new ideas on how to create and scale up a new company quickly; how to compete in fast-paced, unpredictable industries; and how to design products for rapidly evolving markets.
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  • Free Press | 
  • 384 pages | 
  • ISBN 9780684863450 | 
  • January 2000
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Reading Group Guide

Discussion Group Questions
1. What do Cusumano and Yoffie mean by the term "Internet time?" Is Internet time, as they explain it, affecting competition in your industry?
2. What are some of the lessons learned from Competing On Internet Time about how to ramp up a new company or business quickly, especially using the technology of the Internet?
3. What do the authors mean by the term "Judo strategy?" When might this approach to competition be useful? How would you apply Judo techniques in your industry?
4. What are the key elements that characterized Netscape's approach to product design? How broadly applicable are these concepts?
5. What are the key elements that characterized Netscape's approach to product development? How broadly applicable are these concepts that the authors associate with the "synchronize-and-stabilize" process?
6. What should companies not do when competing in ultra-fast-paced markets? see more

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