The founders of a respected Silicon Valley advisory firm study legendary category-creating companies and reveal a groundbreaking discipline called category design.

Winning today isn’t about beating the competition at the old game. It’s about inventing a whole new game—defining a new market category, developing it, and dominating it over time. You can’t build a legendary company without building a legendary category. If you think that having the best product is all it takes to win, you’re going to lose.

In this farsighted, pioneering guide, the founders of Silicon Valley advisory firm Play Bigger rely on data analysis and interviews to understand the inner workings of “category kings”— companies such as Amazon, Salesforce, Uber, and IKEA—that give us new ways of living, thinking or doing business, often solving problems we didn’t know we had.

In Play Bigger, the authors assemble their findings to introduce the new discipline of category design. By applying category design, companies can create new demand where none existed, conditioning customers’ brains so they change their expectations and buying habits. While this discipline defines the tech industry, it applies to every kind of industry and even to personal careers.

Crossing the Chasm revolutionized how we think about new products in an existing market. The Innovator’s Dilemma taught us about disrupting an aging market. Now, Play Bigger is transforming business once again, showing us how to create the market itself.

想稱霸市場,就不要做出最好的產品,

而要提供最好的解決方案!


過去的企業若想稱霸市場,總是希望能創造最好的商品

最優秀的性能、最快速的運作……等

然而,這個時代的致勝邏輯已經截然不同!


創造一個全新的市場品類(category)

讓你的產品無法定義,無法跟過去相比,

才能成為頂尖,創造無懈可擊的事業,

讓你定義市場,而不是市場定義你!


任職於矽谷諮詢顧問公司的作者,

透過訪談與分析,了解這些企業巨頭如何成為品類之王,

例如Uber、亞馬遜、IKEA……

他們的答案是:

創造前所未有的新需求、改變顧客的購買習慣

為問題提供最佳解答、解決他們還沒想到的問題!


當前的對手已經不再來自於同業,

唯有創新品類,

才能讓你的商品超越現有的產業,

吞噬70~80%的市場利潤與價值,震撼現有的版圖!


這些品類之王,

創造一種全新的生活、思考、做生意的方式

解決了連我們還都沒發現的問題

他們創造的不是比之前的產品或服務更好的東西

而是跟之前的產品或服務不同的東西

破壞不是他們的目標而是副產品


目前很多企業,都會往看似獲利可期的品類蜂擁而至

但唯有品類的霸主會贏者全拿

例如Uber在2015年的價值是510億,Lyft只有20億

跨出現有的品類,反而能成為該品類的霸主!

他們不是第一,但是與眾不同

不是「又一個」什麼,而是「另一個」什麼!

想稱霸市場,就不要做出最好的產品,

而要提供最好的解決方案!?



出版社 商周出版 (城邦) 

The founders of a respected Silicon Valley advisory firm study legendary category-creating companies and reveal a groundbreaking discipline called category design.

Winning today isn’t about beating the competition at the old game. It’s about inventing a whole new game—defining a new market category, developing it, and dominating it over time. You can’t build a legendary company without building a legendary category. If you think that having the best product is all it takes to win, you’re going to lose.

In this farsighted, pioneering guide, the founders of Silicon Valley advisory firm Play Bigger rely on data analysis and interviews to understand the inner workings of “category kings”— companies such as Amazon, Salesforce, Uber, and IKEA—that give us new ways of living, thinking or doing business, often solving problems we didn’t know we had.

In Play Bigger, the authors assemble their findings to introduce the new discipline of category design. By applying category design, companies can create new demand where none existed, conditioning customers’ brains so they change their expectations and buying habits. While this discipline defines the tech industry, it applies to every kind of industry and even to personal careers.

Crossing the Chasm revolutionized how we think about new products in an existing market. The Innovator’s Dilemma taught us about disrupting an aging market. Now, Play Bigger is transforming business once again, showing us how to create the market itself.

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