Strategic market planning in technology-intensive businesses is more complex and is less manageable than in most other organizations. The technology-driven business environment is intensely competitive, complex, and dynamic, and planning needs to be done quickly and often.
Winning Market Leadership offers a refreshing new approach to strategic market planning in these very demanding technology-intensive markets. It provides a systematic and highly integrated process for evaluating market opportunities and for developing strategies to lead in chosen markets. Its proven, highly practical approach to strategic market planning has allowed leading companies worldwide to: plan faster, focus on cash-flow and profitability, create "living plans" that reflect changing market conditions and competitive dynamics, involve cross-functional teams effectively, and drive to "yes/no" decisions. The book resulted from project-based executive programs developed by the authors for corporate clients such as IBM, Nortel Networks, National Semiconductor, and General Electric. This strategic market planning process has been refined and tested with over a thousand managers and executives in North America, Europe, and Asia. Winning Market Leadership:
* Is targeted at managers in technology-intensive businesses such as computers, telecommunications, software, biotechnology, semiconductors, instruments, pharmaceuticals, and advanced materials.
* Focuses on the key issues and tough choices faced by executives in very demanding technology-intensive markets.
* Outlines a clear 10-step process for building winning market plans, including: identifying opportunities, understanding the competition, managing critical relationships, understanding the profit dynamic, and more.
* Features examples from high-tech companies such as Intel, Compaq, Hewlett-Packard, Glaxo Wellcome, and General Electric.
* Includes "Key Questions for Executives and Managers" at the end of each chapter that help eliminate "blind spots" in the planning process.
Winning Market Leadership is relevant to all executives and managers who play a significant role in developing cross-functional strategic market plans for their business: general managers; marketing managers; strategic planners; managers in business development, engineering, and R&D; and project team leaders.
Autorentext
The authors are on the faculty of the Richard Ivey School of
Business at The University of Western Ontario, Canada's
leading business school. They have worked as a team on school and
private consulting initiatives for over a decade.
Adrian B. Ryans is Professor of Business Administration.
He has served as Dean and Director of Executive Education, and has
also taught at Stanford, INSEAD, and IMD. He has served as a
marketing strategy and management development consultant to a
number of leading companies around the world, including General
Electric, Hewlett-Packard, Nortel Networks, IBM, Varian, Fluke, and
National Semiconductor. He currently directs the American
Electronics Association/Ivey Executive Marketing Program for
executives in high-technology companies.
Roger A. More is Associate Professor of Business
Administration and former Hewlett-Packard Professor of Marketing
and New Technology. He has been a professor at the Harvard Business
School, and taught at INSEAD and Penn State. A professional
engineer and marketing planning and strategy consultant, his
clients include General Electric, Nortel Networks, DuPont,
Hewlett-Packard, Uddeholm Steel, and ICI.
Donald W. Barclay is George and Mary Turnbull Professor.
He teaches Marketing Management and Sales Management and is
Director, Marketing Management Program at Ivey. He has also taught
at Thunderbird and at Memorial University, Newfoundland. Formerly
with IBM in sales and national account positions, he now consults
to clients such as 3M, Novartis, and the Royal Bank of Canada.
Terry H. Deutscher is Professor of Business
Administration. During his time at the School, he has served as
Associate Dean, Director of Research, and founding director of
Ivey's Executive MBA Program via video-conferencing. He has
also held appointments at Cornell University, Ohio State
University, the University of British Columbia, and IMD. His
consulting clients include IBM, General Electric, Nortel Networks,
Philips, and ICI.
Inhalt
Preface xv
Acknowledgments xvii
Chapter 1: Introduction 1
The Environment in Which Technology-Intensive Businesses Operate 3
Complex and Dynamic Market Chains 3
Network Effects 5
Speed of Change is High 6
Blurred Market Boundaries 7
Markets and Competition Are Global 8
Strategic Market Planning in a Technology-Intensive Business 10
Who Should Be Involved in the Process? 10
Planning Builds Mental Models 10
Planning Process Must Be Iterative and Continuous 11
Planning Process Must Be Integrative 12
Winning Market Leadership: An Integrated Approach 12
Choose the Arena 13
Identify Potentially Attractive Opportunities 14
Understand the Market 16
Assess Resources and Competencies 16
Understand the Competitive Challenge 17
Make Tough Strategic Choices 19
Plan Key Relationships 21
Complete the Winning Strategy 22
Understand the Profit Dynamic 23
Implement the Chosen Strategy 23
What Is Different About This Book? 24
Integrated Planning Process 24
Process Applies to New or Existing Business Opportunities 24
Process Is Designed for Managers 25
Chapter 2: Choose the Arena 27
Introduction 27
Crucial First Step in the Planning Process 29
Strategic Business Unit (SBU) 29
Existing Market Opportunities 30
New Market Opportunities 31
Define the Arena 34
Customers Served 34
Applications/Functionality Provided 36
Technologies/Competencies Used 36
Value-Adding Role 37
Strategic Drivers and Strategic Paths 37
Driving Force 37
Strategic Path 38
Next Step: Identify the Potentially Attractive Opportunities in the Business Arena 40
Chapter 3: Identify Attractive Opportunities 43
Introduction 43
Identifying Potential Market Opportunities 43
Benefits of Thinking About Market Segments Early in the Process 46
Segmenting a Market 46
Possible Segmentation Bases 47
Segmentation Process 51
Targeting Issues 52
Market Segment Attractiveness 54
Determining the Attractiveness of a Market Segment 55
Understanding Choices Among Market Chain Opportunities 65
Market-Driving Opportunities 66
Exploiting Environmental Change 67
Sources of Discontinuities or Breakpoints 68
Next Step: Developing a Deeper Understanding of the Market Opportunities 70
Chapter 4: Understand the Market 71
Introduction 71
Adoption of New Products 72
Types of Innovations 73
Technology Adoption Life Cycle 74
Adopter Categories 75
Driving the Adoption Process 77
Achieving Market Leadership 82
Whole Product or Complete Solution 83
Understanding Buyer Choice/Rejection Behavior 84
Decision-Making Unit 85
Choice Criteria 86
The Choice/Rejection Process 88
Market Chains 93
Choices Among Market Chains 93
Market Chain Dynamics 96
Market Chains as a Series of Choice/Rejection Processes 98
Next Step: Assessing Your Resources and Competencies 99
Chapter 5: Assess Resources and Competencies 103
Introduction 103
The Process of Assessing Resource/Competency Fit 104
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