The Marketing of Technology Intensive Products and Services: Driving Innovations for Non-Marketers
320
The Marketing of Technology Intensive Products and Services: Driving Innovations for Non-Marketers
320Overview
It is rare that technology professionals fully understand the esoteric world of marketing and, similarly, few marketers are familiar with advanced technology. As such, this title is uniquely focused on the critical technology/market interface and provides an executive introduction to the competitive marketing of products and services. Modern managers and technology professionals who need to understand marketing in technology-intensive business worlds will find this an indispensable source of information.
About the Author
Mike Dulieu has expertise in consultancy, general and technical management and sales and marketing roles. He has a wide knowledge of a number of vertical and horizontal markets, technologies and applications and has broad international experience.
Table of Contents
Preface xvIntroduction and Overview xix
Part 1. Generating Value from Innovation 1
Chapter 1. The New Operating Context 3
1.1. Where the future can be invented 3
1.2. Understanding the new world 3
1.3. From shortage of resources to a surplus of abundance 5
1.4. Three economic eras, three marketing attitudes 6
Chapter 2. A Few Key Points a Technical Manager Should Know 9
2.1. The only sure thing about innovation is that it is about change 9
2.2. Change is about the organization itself 10
2.3. What are they? 10
2.4. The intimate relationship between innovation and competition 11
2.5. To be good technically is valuable for the enterprise only if it is also good at marketing 12
2.6. Marketing reinvents industry 14
2.7. Diffusion of innovation is a non-linear phenomenon 15
2.8. As a consequence, models must deal with discontinuity 16
2.9. Modern society favors a culture of earliness 16
2.10. Keeping afloat with derivatives 17
2.11. Make a journey to get from idea to market 17
2.12. As old problems get new solutions, old markets get new products 18
2.13. New problems that affect market issues 20
Chapter 3. Understanding the Customer 27
3.1. The changing role of the salesman 27
3.2. Needs and wants in the future: how do we assess them? 28
3.3. Some possible sources 28
Chapter 4. Business Models: the Engines of the New Economy 29
4.1. The role of the salesman 29
4.2. Purpose and value of a business model 30
4.3. The notion of business modeling has evolved 31
4.4. Some principles for designing business models 58
4.5. Three business model archetypes 63
Chapter 5. Basic Models in High-Tech Marketing 79
5.1. Recasting the basic model curves 79
5.2. Additional comments 89
5.3. How long does each phase last? 90
5.4. Navigating the bell curve is not as direct as sequencing tasks 91
5.5. Visionaries and pragmatists 92
5.6. Product value drifts into added services 93
5.7. Some easy mistakes 93
5.8. Some final thoughts and conclusions 95
Chapter 6. Bridging People, Markets and Technologies 97
6.1. Segmentation 97
6.2. The user chain, direct and indirect users 98
Part 2. Marketing Technology Intensive Products, Services and Processes 103
Chapter 7. The New Operating Context 105
7.1. Where the future can be invented 105
7.2. Success or failure? Technology marketing in the real world as told by three leading historical examples 107
7.3. Summing up 109
7.4. Checklists for technology marketing in the real world 110
7.5. Market study 112
Chapter 8. Marketing Plans 123
8.1. Introduction 123
8.2. A marketing plan template framework 123
Chapter 9. Pricing 127
9.1. The black art of pricing 127
9.2. A first method for pricing (an interesting historical example) 128
9.3. Six pricing methods and their use 129
9.4. Mark-up or cost-plus pricing 129
9.5. Going rate pricing 130
9.6. Target return pricing 130
9.7. Added value pricing 130
9.8. Perceived value pricing 131
9.9. Company pricing policies 131
9.10. Sales force acceptability 131
9.11. Price elasticity 132
9.12. Tips for pricing 133
9.13. Summary on pricing 133
Chapter 10. Distribution 135
10.1. Introduction: what are distribution structures? 135
10.2. Example: the IBM case 136
10.3. Approaching distribution issues 137
10.4. Who’s who in the supply/distribution system? 139
10.5. Which distribution structures apply to high technology products? 140
10.6. Managing various channels for value 142
Chapter 11. Business Plans 145
11.1. Introduction 145
11.2. Business plan framework 146
Part 3. Managing Your Environment 153
Chapter 12. The Sales World 155
12.1. Selection, training and management of sales staff 155
12.2. Selection of sales staff 157
12.3. A framework for sales training in the advanced technology field 158
12.4. Development of sales plans 160
Chapter 13. Funding Your Projects 167
13.1. Introduction: the need for funds 167
13.2. Sources of finance 170
13.3. Approaching the investor 172
13.4. The business plan 173
13.5. Raising capital requires good timing and attitudes 175
Chapter 14. Partnering and Outsourcing 179
14.1. Introduction 179
14.2. What is partnership? 180
14.3. Identification of required skills 180
14.4. Horizontal collaboration 181
14.5. Vertical collaboration 181
14.6. Circular collaboration 181
14.7. Values and criteria that guide the industrial relationship for partnership 181
14.8. The management of partnership 182
14.9. Some rules for strategic alliances 183
Chapter 15. Management Issues for the Next Decade 187
15.1. Where the future can be invented 187
15.2. Competition replaced by partnership emulation models? 188
15.3. Beyond the World Wide Web 189
15.4. The contribution of the sciences of complexity 190
15.5. Business webs or experience webs? 191
15.6. Conclusion 192
Appendices 193
Appendix A. Conducting Market Research 195
Appendix B. Agenda for a Possible Sales Course 201
Appendix C. A Quick Introduction to Pareto Analysis 207
Appendix D. Commentary on Intellectual Property Rights 211
Appendix E. Standardization in the Knowledge Society 217
Appendix F. Branding 219
Glossary of Terms 223
Bibliography 225
Index 229