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by John R. Bessant, Joe Tidd
Managing Innovation, 6th Edition
Cover
About the Authors
Preface to the Sixth Edition
How to Use This Book: Key Features
CHAPTER 1: Innovation – What It Is and Why It Matters
1.1 The Importance of Innovation
1.2 Innovation Is not Just High Technology
1.3 It’s Not Just Products…
1.4 Innovation and Entrepreneurship
1.5 Strategic Advantage Through Innovation
1.6 Old Question, New Context
1.7 What Is Innovation?
1.8 A Process View of Innovation
1.9 Innovation Scopes and Types
1.10 Key Aspects of Innovation
1.11 Innovation Management
Summary
Further Reading
Case Studies
References
CHAPTER 2: Innovation as a Core Business Process
2.1 Different Circumstances, Similar Management
2.2 Services and Innovation
2.3 Variations on a Theme
2.4 A Contingency Model of the Innovation Process
2.5 Evolving Models of the Process
2.6 Can We Manage Innovation?
2.7 Learning to Manage Innovation
2.8 What Do We Know About Successful Innovation Management?
2.9 Beyond the Steady State
Summary
Further Reading
Case Studies
References
CHAPTER 3: Building the Innovative Organization
3.1 Shared Vision, Leadership, and the Will to Innovate
3.2 Appropriate Organizational Structure
3.3 Key Individuals
3.4 High Involvement in Innovation
3.5 A Roadmap for the Journey
3.6 Effective Team Working
3.7 Creative Climate
3.8 Boundary-Spanning
Summary
Further Reading
Case Study
References
CHAPTER 4: Developing an Innovation Strategy
4.1 “Rationalist” or “Incrementalist” Strategies for Innovation?
4.2 Innovation “Leadership” versus “Followership”
4.3 The Dynamic Capabilities of Firms
4.4 Appropriating the Benefits from Innovation
4.5 Exploiting Technological Trajectories
4.6 Developing Firm-specific Competencies
4.7 Globalization of Innovation
4.8 Enabling Strategy Making
Summary
Further Reading
Case Studies
References
CHAPTER 5: Sources of Innovation
5.1 Where Do Innovations Come From?
5.2 Knowledge Push
5.3 Need Pull
5.4 Making Processes Better
5.5 Crisis-driven Innovation
5.6 Whose Needs? The Challenge of Underserved Markets
5.7 Emerging Markets
5.8 Toward Mass Customization
5.9 Users as Innovators
5.10 Using the Crowd
5.11 Extreme Users
5.12 Prototyping
5.13 Watching Others – and Learning From Them
5.14 Recombinant Innovation
5.15 Design-led Innovation
5.16 Regulation
5.17 Futures and Forecasting
5.18 Accidents
Summary
Further Reading
Case Studies
References
CHAPTER 6: Search Strategies for Innovation
6.1 The Innovation Opportunity
6.2 When to Search
6.3 Who Is Involved in Search
6.4 Where to Search – The Innovation Treasure Hunt
6.5 A Map of Innovation Search Space
6.6 How to Search
6.7 Absorptive Capacity
6.8 Tools and Mechanisms to Enable Search
Summary
Further Reading
Case Studies
References
CHAPTER 7: Innovation Networks
7.1 The “Spaghetti” Model of Innovation
7.2 Innovation Networks
7.3 Networks at the Start‐up
7.4 Networks on the Inside …
7.5 Networks on the Outside
7.6 Networks into the Unknown
7.7 Managing Innovation Networks
Summary
Further Reading
Case Studies
References
CHAPTER 8: Decision Making Under Uncertainty
8.1 Meeting the Challenge of Uncertainty
8.2 The Funnel of Uncertainty
8.3 Decision Making for Incremental Innovation
8.4 Building the Business Case
8.5 Concept Testing and Engaging Stakeholders
8.6 Spreading the Risk
8.7 Decision Making at the Edge
8.8 Mapping the Selection Space
Summary
Further Reading
Case Studies
References
CHAPTER 9: Making the Innovation Case
9.1 Developing the Business Plan
9.2 Forecasting Innovation
9.3 Estimating the Adoption of Innovations
9.4 Assessing Risk, Recognizing Uncertainty
9.5 Anticipating the Resources
Summary
Further Reading
Case Studies
References
CHAPTER 10: Creating New Products and Services
10.1 Processes for New Product Development
10.2 Factors Influencing Product Success or Failure
10.3 Influence of Technology and Markets on Commercialization
10.4 Differentiating Products
10.5 Building Architectural Products
10.6 Commercializing Technological Products
10.7 Implementing Complex Products
10.8 Service Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 11: Exploiting Open Innovation and Collaboration
11.1 Joint Ventures and Alliances
11.2 Forms of Collaboration
11.3 Patterns of Collaboration
11.4 Influence of Technology and Organization
11.5 Collaborating with Suppliers to Innovate
11.6 User-led Innovation
11.7 Extreme Users
11.8 Benefits and Limits of Open Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 12: Promoting Entrepreneurship and New Ventures
12.1 Ventures, Defined
12.2 Internal Corporate Venturing
12.3 Managing Corporate Ventures
12.4 Assessing New Ventures
12.5 Spin-outs and New Ventures
12.6 University Incubators
12.7 Growth and Performance of Innovative Small Firms
Summary
Further Reading
Case Studies
References
CHAPTER 13: Capturing the Business Value of Innovation
13.1 Creating Value through Innovation
13.2 Innovation and Firm Performance
13.3 Exploiting Knowledge and Intellectual Property
13.4 Sharing and Distributing Knowledge
13.5 Exploiting Intellectual Property
13.6 Business Models and Value Capture
13.7 Dynamics of Generative Interaction
Summary
Further Reading
Case Studies
References
CHAPTER 14: Capturing Social Value
14.1 Building BRICs – The Rise of New Players on the Innovation Stage
14.2 Innovation and Social Change
14.3 The Challenge of Sustainability-led Innovation
14.4 A Framework Model for Sustainability-led Innovation
14.5 Responsible Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 15: Capturing Learning from Innovation
15.1 What We Have Learned About Managing Innovation
15.2 How to Build Dynamic Capability
15.3 How to Manage Innovation
15.4 The Importance of Failure
15.5 Tools to Help Capture Learning
15.6 Innovation Auditing
15.7 Measuring Innovation Performance
15.8 Measuring Innovation Management Capability
15.9 Reflections
15.10 Developing Innovation Capability
15.11 Final Thoughts
Summary
Further Reading
Case Studies
References
Index
End User License Agreement
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Prev
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Cover
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Next Chapter
Title Page
Table of Contents
Cover
About the Authors
Preface to the Sixth Edition
How to Use This Book: Key Features
CHAPTER 1: Innovation – What It Is and Why It Matters
1.1 The Importance of Innovation
1.2 Innovation Is not Just High Technology
1.3 It’s Not Just Products…
1.4 Innovation and Entrepreneurship
1.5 Strategic Advantage Through Innovation
1.6 Old Question, New Context
1.7 What Is Innovation?
1.8 A Process View of Innovation
1.9 Innovation Scopes and Types
1.10 Key Aspects of Innovation
1.11 Innovation Management
Summary
Further Reading
Case Studies
References
CHAPTER 2: Innovation as a Core Business Process
2.1 Different Circumstances, Similar Management
2.2 Services and Innovation
2.3 Variations on a Theme
2.4 A Contingency Model of the Innovation Process
2.5 Evolving Models of the Process
2.6 Can We Manage Innovation?
2.7 Learning to Manage Innovation
2.8 What Do We Know About Successful Innovation Management?
2.9 Beyond the Steady State
Summary
Further Reading
Case Studies
References
CHAPTER 3: Building the Innovative Organization
3.1 Shared Vision, Leadership, and the Will to Innovate
3.2 Appropriate Organizational Structure
3.3 Key Individuals
3.4 High Involvement in Innovation
3.5 A Roadmap for the Journey
3.6 Effective Team Working
3.7 Creative Climate
3.8 Boundary-Spanning
Summary
Further Reading
Case Study
References
CHAPTER 4: Developing an Innovation Strategy
4.1 “Rationalist” or “Incrementalist” Strategies for Innovation?
4.2 Innovation “Leadership” versus “Followership”
4.3 The Dynamic Capabilities of Firms
4.4 Appropriating the Benefits from Innovation
4.5 Exploiting Technological Trajectories
4.6 Developing Firm-specific Competencies
4.7 Globalization of Innovation
4.8 Enabling Strategy Making
Summary
Further Reading
Case Studies
References
CHAPTER 5: Sources of Innovation
5.1 Where Do Innovations Come From?
5.2 Knowledge Push
5.3 Need Pull
5.4 Making Processes Better
5.5 Crisis-driven Innovation
5.6 Whose Needs? The Challenge of Underserved Markets
5.7 Emerging Markets
5.8 Toward Mass Customization
5.9 Users as Innovators
5.10 Using the Crowd
5.11 Extreme Users
5.12 Prototyping
5.13 Watching Others – and Learning From Them
5.14 Recombinant Innovation
5.15 Design-led Innovation
5.16 Regulation
5.17 Futures and Forecasting
5.18 Accidents
Summary
Further Reading
Case Studies
References
CHAPTER 6: Search Strategies for Innovation
6.1 The Innovation Opportunity
6.2 When to Search
6.3 Who Is Involved in Search
6.4 Where to Search – The Innovation Treasure Hunt
6.5 A Map of Innovation Search Space
6.6 How to Search
6.7 Absorptive Capacity
6.8 Tools and Mechanisms to Enable Search
Summary
Further Reading
Case Studies
References
CHAPTER 7: Innovation Networks
7.1 The “Spaghetti” Model of Innovation
7.2 Innovation Networks
7.3 Networks at the Start‐up
7.4 Networks on the Inside …
7.5 Networks on the Outside
7.6 Networks into the Unknown
7.7 Managing Innovation Networks
Summary
Further Reading
Case Studies
References
CHAPTER 8: Decision Making Under Uncertainty
8.1 Meeting the Challenge of Uncertainty
8.2 The Funnel of Uncertainty
8.3 Decision Making for Incremental Innovation
8.4 Building the Business Case
8.5 Concept Testing and Engaging Stakeholders
8.6 Spreading the Risk
8.7 Decision Making at the Edge
8.8 Mapping the Selection Space
Summary
Further Reading
Case Studies
References
CHAPTER 9: Making the Innovation Case
9.1 Developing the Business Plan
9.2 Forecasting Innovation
9.3 Estimating the Adoption of Innovations
9.4 Assessing Risk, Recognizing Uncertainty
9.5 Anticipating the Resources
Summary
Further Reading
Case Studies
References
CHAPTER 10: Creating New Products and Services
10.1 Processes for New Product Development
10.2 Factors Influencing Product Success or Failure
10.3 Influence of Technology and Markets on Commercialization
10.4 Differentiating Products
10.5 Building Architectural Products
10.6 Commercializing Technological Products
10.7 Implementing Complex Products
10.8 Service Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 11: Exploiting Open Innovation and Collaboration
11.1 Joint Ventures and Alliances
11.2 Forms of Collaboration
11.3 Patterns of Collaboration
11.4 Influence of Technology and Organization
11.5 Collaborating with Suppliers to Innovate
11.6 User-led Innovation
11.7 Extreme Users
11.8 Benefits and Limits of Open Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 12: Promoting Entrepreneurship and New Ventures
12.1 Ventures, Defined
12.2 Internal Corporate Venturing
12.3 Managing Corporate Ventures
12.4 Assessing New Ventures
12.5 Spin-outs and New Ventures
12.6 University Incubators
12.7 Growth and Performance of Innovative Small Firms
Summary
Further Reading
Case Studies
References
CHAPTER 13: Capturing the Business Value of Innovation
13.1 Creating Value through Innovation
13.2 Innovation and Firm Performance
13.3 Exploiting Knowledge and Intellectual Property
13.4 Sharing and Distributing Knowledge
13.5 Exploiting Intellectual Property
13.6 Business Models and Value Capture
13.7 Dynamics of Generative Interaction
Summary
Further Reading
Case Studies
References
CHAPTER 14: Capturing Social Value
14.1 Building BRICs – The Rise of New Players on the Innovation Stage
14.2 Innovation and Social Change
14.3 The Challenge of Sustainability-led Innovation
14.4 A Framework Model for Sustainability-led Innovation
14.5 Responsible Innovation
Summary
Further Reading
Case Studies
References
CHAPTER 15: Capturing Learning from Innovation
15.1 What We Have Learned About Managing Innovation
15.2 How to Build Dynamic Capability
15.3 How to Manage Innovation
15.4 The Importance of Failure
15.5 Tools to Help Capture Learning
15.6 Innovation Auditing
15.7 Measuring Innovation Performance
15.8 Measuring Innovation Management Capability
15.9 Reflections
15.10 Developing Innovation Capability
15.11 Final Thoughts
Summary
Further Reading
Case Studies
References
Index
End User License Agreement
List of Tables
Chapter 1
TABLE 1.1 Where Innovation Makes a Difference
TABLE 1.2 Entrepreneurship and Innovation
TABLE 1.3 Strategic Advantages Through Innovation
TABLE 1.4 Changing Context for Innovation (Based on [25]
)
TABLE 1.5 Examples of Paradigm Innovation
TABLE 1.6 Some Examples of Innovations Mapped on to the 4Ps Model
TABLE 1.7 Some Examples of Sources of Discontinuity
TABLE 1.8 Stages in the Innovation Life Cycle
Chapter 2
TABLE 2.1 Examples of Incremental and Radical Innovations in Services
TABLE 2.2 Challenges in Social Entrepreneurship
TABLE 2.3 Advantages and Disadvantages for Small Firm Innovators
TABLE 2.4 Different Innovation Management Archetypes
TABLE 2.5 How Context Affects Innovation Management
TABLE 2.6 Rothwell’s Five Generations of Innovation Models [73]
TABLE 2.7 Overview of the Difficulties from Taking a Partial View of Innovation
TABLE 2.8 Core Abilities in Managing Innovation
Chapter 3
TABLE 3.1 Components of the Innovative Organization
TABLE 3.2 Mintzberg’s Structural Archetypes
TABLE 3.3 High-involvement Innovation in German and Austrian Companies
TABLE 3.4 Stages in the Evolution of HII Capability
TABLE 3.5 Potential Assets and Liabilities of Using a Group
TABLE 3.6 Climate Factors Influencing Innovation
Chapter 4
TABLE 4.1 The Effects of Corporate Governance on Innovation
TABLE 4.2 Relative Importance of National and Overseas Sources of Technical Knowledge (% Firms Judging Source as Being “Very Important”)
TABLE 4.3 Effectiveness of Methods of Learning About Competitors
TABLE 4.4 Inter-industry Differences in Product Development Lead Time
TABLE 4.5 Cases of Standardization and Innovation Success and Failure
TABLE 4.6 Inter-industry Differences in the Effectiveness of Patenting
TABLE 4.7 Five Major Technological Trajectories
TABLE 4.8 Patterns of Innovation in the “New” and “Old” Economies
TABLE 4.9 Two Views of Corporate Structure: Strategic Business Units and Core Competencies
TABLE 4.10 The Strategic Function of Corporate Technologies
TABLE 4.11 Technological Accumulation Across Product Generations
TABLE 4.12 Indicators of the Geographic Location of the Innovative Activities of Firms
TABLE 4.13 Criteria for Evaluating Different Types of Research Project
Chapter 5
TABLE 5.1 Some Examples of Knowledge-push Innovations
TABLE 5.2 Challenging Assumptions About the Bottom of the Pyramid
TABLE 5.3 Options in Customization (after Lampel and Mintzberg [24])
Chapter 6
TABLE 6.1 Challenges in Innovation Search
TABLE 6.2 Breakdown of Sources of Innovation by Firm Size (Based on the UK National Innovation Survey)
Chapter 7
TABLE 7.1 Competitive Dynamics in Network Industries
TABLE 7.2 Types of Innovation Networks
TABLE 7.3 Barriers to New Network Formation (Based on [23])
TABLE 7.4 Challenges in Managing Innovation Networks
Chapter 8
TABLE 8.1 Examples of Business Models
TABLE 8.2 Problems Arising from Poor Portfolio Management (Based on [32])
TABLE 8.3 Examples of Internet as a Route to Business Model Innovation
TABLE 8.4 Examples of Justifications for Nonadoption of Radical Ideas
TABLE 8.5 Selection Challenges, Tools, and Enabling Structures
Chapter 9
TABLE 9.1 Criteria Used by Venture Capitalists to Assess Proposals
TABLE 9.2 Types, Uses, and Limitations of Different Methods of Forecasting
TABLE 9.3 Use and Usefulness of Criteria Project Screening and Selection
TABLE 9.4 Management of Conventional and Risky Projects
TABLE 9.5 Resource Allocation for Different Types of Innovative Project
TABLE 9.6 List of Potential Factors for Project Evaluation
Chapter 10
TABLE 10.1 Some Key Studies of New Product and Service Development
TABLE 10.2 The Influence of Product Novelty on the Effectiveness of Tools Used for Product Development
TABLE 10.3 Characteristics of Service “High Innovators”
Chapter 11
TABLE 11.1 Motives for Collaboration
TABLE 11.2 Technological and Organizational Factors that Influence Acquisition Mechanisms
TABLE 11.3 Common Reasons for the Failure of Alliances (Review of 16 Studies)
TABLE 11.4 The Effects of Collaboration on Product Development
TABLE 11.5 Factors Influencing Success of Collaboration
TABLE 11.6 Determinants of Learning Through Alliances
TABLE 11.7 Factors Influencing the Success of Relationships Between Firms and Contract Research Organizations
TABLE 11.8 Types of Horizontal and Vertical Collaboration
TABLE 11.9 Successful Management Practices to Promote Supplier Innovation
TABLE 11.10 Potential Benefits and Challenges of Applying Open Innovation
Chapter 12
TABLE 12.1 Objectives of Corporate Venturing in the United Kingdom
TABLE 12.2 Comparison of Motives for Corporate Venturing in the United States and Japan
TABLE 12.3 Systematic Differences Between Technical and Commercial Orientations
TABLE 12.4 Components of a Typical Business Plan for a New Venture
TABLE 12.5 Criteria for Selecting Corporate Ventures
TABLE 12.6 Potential Sources of Conflict Between Corporate and Venture Managers
TABLE 12.7 Type of New Venture and Links with Parent
TABLE 12.8 Motives, Structure, and Management of Corporate Ventures
TABLE 12.9 University Ventures Funded by Venture Capital
TABLE 12.10 Initial Conditions Influencing the Success of New Ventures
TABLE 12.11 Degree and Type of Innovation and Small Firm Performance
TABLE 12.12 Some of the Fastest Growing Private Firms in the United Kingdom
Chapter 13
TABLE 13.1 Knowledge Management Implementation Strategies
TABLE 13.2 Process Model Linking Innovation Phase to Knowledge Management Activities
TABLE 13.3 Patent Indicators for Different Sectors
TABLE 13.4 Some Examples of Generic Business Models
TABLE 13.5 Variation in Value Creation within and across Sectors
Chapter 14
TABLE 14.1 Challenges in Social Entrepreneurship
TABLE 14.2 Examples of Sustainability-led Innovation
TABLE 14.3 Operational Optimization
TABLE 14.4 Organizational Transformation
TABLE 14.5 Systems Building
Chapter 15
TABLE 15.1 Audit Frameworks to Support Capability Development
List of Illustrations
Chapter 1
FIGURE 1.1 The 4Ps of innovation space.
FIGURE 1.2 Suggested innovations mapped on to the 4Ps framework.
FIGURE 1.3 Dimensions of innovation.
FIGURE 1.4 Component and architectural innovation.
FIGURE 1.5 The innovation life cycle.
FIGURE 1.6 Simplified model of the innovation process.
Chapter 2
FIGURE 2.1 A model of the innovation process.
FIGURE 2.2 Managing steady-state and discontinuous innovation.
FIGURE 2.3 Groups of firms according to innovation capability.
FIGURE 2.4 Process model of innovation.
FIGURE 2.5 Key questions in the select phase.
FIGURE 2.6 Key questions in the implement phase.
Chapter 3
FIGURE 3.1 The five-stage high-involvement innovation model.
Chapter 4
FIGURE 4.1 Internationalization of R&D by region (% R&D expenditure outside home region).
FIGURE 4.2 Use of technology intelligence methods by sector.
Chapter 5
FIGURE 5.1 Where do innovations come from?
FIGURE 5.2 Types of new product [6].
FIGURE 5.3 The pattern of disruptive innovation.
FIGURE 5.4 The role of design-driven innovation.
Chapter 6
FIGURE 6.1 The five-question framework.
FIGURE 6.2 Exploit and explore options in search.
FIGURE 6.3 A map of innovation search space.
FIGURE 6.4 Sources of information used for product and/or process innovations by degree of importance, EU-28, 2010–12 (
1
) (% of all product and or process innovative enterprises).
FIGURE 6.5 The open-innovation model [49].
Chapter 7
FIGURE 7.1 Spaghetti model of innovation.
FIGURE 7.2 Different network perspectives in innovation research.
FIGURE 7.3 Four generic approaches to network building.
FIGURE 7.4 Types of innovation network.
Chapter 8
FIGURE 8.1 Uncertainty and resource commitment in innovation projects.
FIGURE 8.2 The innovation funnel.
FIGURE 8.3 Outline map of innovation selection space [44].
1
Chapter 9
FIGURE 9.1 Typical diffusion S-curve for the adoption of an innovation.
FIGURE 9.2 Uncertainty in project planning.
FIGURE 9.3 An example of a matrix-based portfolio.
Chapter 10
FIGURE 10.1 Stage-gate process for new product development.
FIGURE 10.2 Development funnel model for new product development.
FIGURE 10.3 Factors influencing new product success.
FIGURE 10.4 Key factors influencing the success of new product development.
FIGURE 10.5 How technological and market maturity influence the commercialization process.
FIGURE 10.6 How market maturity influences resources and performance.
FIGURE 10.7 Relationship between innovation and performance in fast-moving consumer goods.
FIGURE 10.8 Quality function development (QFD) matrix.
FIGURE 10.9 Technical and behavioral segmentation for high-technology products and services.
FIGURE 10.10 Developer–adopter relationship for complex products.
FIGURE 10.11 Innovation and growth in the service sector.
FIGURE 10.12 Factors influencing the effectiveness of new service development.
Chapter 11
FIGURE 11.1 A model for collaboration for innovation.
FIGURE 11.2 Collaboration by sector and region.
FIGURE 11.3 How objectives and nature of supply market influence supplier relationships.
FIGURE 11.4 Types of user innovation.
FIGURE 11.5 Strategies to support open innovation.
Chapter 12
FIGURE 12.1 The role of venturing in the development and commercialization of innovations.
FIGURE 12.2 Factors influencing the decision to establish a new venture.
FIGURE 12.3 Cash flow profiles for three types of technology-based ventures: (a) research-based, e.g., biotechnology; (b) development-based, e.g., electronics; (c) production-based, e.g., software.
FIGURE 12.4 Venture capital as a percentage of GDP (1997).
FIGURE 12.5 The most effective structure for a corporate venture depends on the balance between leverage or learning (exploit versus explore).
Chapter 13
FIGURE 13.1 Task, organizational context, and knowledge types.
FIGURE 13.2 A model of knowledge structuring and sharing.
FIGURE 13.3 Process model of knowledge management for innovation.
FIGURE 13.4 Typical lifetime cost of a single patent from the European Patent Office.
FIGURE 13.5 Business model canvas.
FIGURE 13.6 A chain of mechanisms that support generative interaction.
Chapter 14
FIGURE 14.1 The journey toward sustainability-led innovation.
FIGURE 14.2 A typology of sustainable innovations.
Chapter 15
FIGURE 15.1 Simplified model of the innovation process.
FIGURE 15.2 Kolb’s cycle of experiential learning.
FIGURE 15.3 Outline framework for innovation measurement.
FIGURE 15.4 Developing innovation management capability.
Guide
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E1
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