The Marketing of Technology Intensive Products and Services: Driving Innovations for Non-Marketers

Preface xv

Introduction 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