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Download Marketing High Technology: Crossing the Chasm and Other Issues
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Marketing High Technology: Crossing the Chasm and Other Issues Dr. Dawne Martin MGMT 897 April 22, 2003 Agenda What makes high-tech marketing different? How does technology create competitive advantage? What are in critical success factors in moving technology through the Technology Adoption Life Cycle? How do you build a high-tech marketing plan? What Makes High-Tech Marketing Different? Types of Innovations – Continuous – extensions of previous technology – Discontinuous – disruptive technologies Changes in strategy and behavior May not be intuitive to market May require changes in infrastructure Customer Knowledge – Education of customer to create value Life Cycle Time – Pace of adoption of new technologies and change to other technologies Market Penetration and Market Development Index Figure 3.6 – Roger Best, Market-Based Management, 2nd ed. Competitive Advantage Hierarchy Differentiation Markets Value Chains Technologies Offer Power GAP Customer Power Industry Power Category Power CAP Competitive Advantage Drivers Competitive Advantage Effects Adopted from Paul Wiefels, The Chasm Companion, Harper Business, 2002. What Speeds Adoption? Relative advantage Compatibility Visibility Trialability Ease of Use Question: What are the advantages and disadvantages of the McMasters engine relative to current technology and fuel cell technology. Early Market -- Technology Enthusiasts Assume that discontinuous innovation is superior to current technology – Seek out opportunities to explore new technologies – Forgiving of mistakes and bugs – Gatekeepers for new technologies in business – What they want The truth about product Access to most knowledgeable technical people First to get new stuff Geoffery A. Moore, Crossing the Chasm, Harper Business, 1991 Early Market -- Visionaries Match new technologies to opportunities Create high-visibility, high-risk projects Looking for a “quantum leap” forward for industry and customers – “fundamental breakthrough” Not price-sensitive or adverse to risky products What they want – Project orientation – Meet window opportunity – Expectations – manage these through project timelines with specific deliverables and frequent updates Geoffery A. Moore, Crossing the Chasm, Harper Business, 1991 Mainstream Markets -- Pragmatists Focus on making incremental improvements in productivity Desire standardization – loyal customers Communicate within their own industry Keep vendors to a minimum What they want – – – – – Cost effective solutions Proven technology Single point of contact Price Take their time to make decisions Geoffery A. Moore, Crossing the Chasm, Harper Business, 1991 Mainstream Markets – The Conservatives Against discontinuous innovation on principle – tradition focused Buy and use discontinuous innovations because they must to keep up Invest only in mature technologies Price sensitive What they want – – – – Pre-assembled packages Heavily discounted prices Ease of use Single function Marketing to Cross the Chasm Paul Wiefels, The Chasm Companion, Harper Business, 2002 Target specific niche markets through technology enthusiasts and visionary stages Broaden niche to cross chasm – Bowling Alley – Shared applications – Word of mouth for refereneces – Develop a must have value-statement Capability to ensure competitive advantage Improves productivity Reduces operating costs – Choose a niche Application niche Thematic niche: portability across incompatible hardware platforms Marketing to Cross the Chasm Paul Wiefels, The Chasm Companion, Harper Business, 2002 Inside the Tornado – hyper-growth through changes in business paradigm – – – – Herding – move together Preference for emerging market leader Competitors enter to fill supply gap – Gorillas, Chimps & Monkeys Competing in the Tornado Showcase your strengths & highlight competitor’s weakness Standardize product offering – reducing complexity, time to customer, service requirements Drive price down Make products widely available Community all points of advantage Main Street Issues – Market Maturity and Decline – Growth slows or sales decline – Profits lag – Competing Commodity approach – – – – Market share Superior and sustainable economies of scale Low-cost channels Operate profitably on low and declining margins – – – – – Focus on installed base Reconnect customer sub-segments and add additional value (mass customization) Support products – engineer additional benefits into product Differentiation Plus One Marketing – doing everything as well as competitor plus one thing really well. Value-driven approach Components of a Marketing Plan Environmental & Internal Analysis Marketing Strategy – Analysis of potential markets – Target market(s) – Positioning Tactical Marketing Strategy Marketing Budget Performance Timeline Performance Evaluation Environmental & Internal Analysis What’s happening as the industry as a whole? What’s driving the industry – – – – Technology changes Economics Socio-cultural changes Political legal changes What are you’re companies strengths and weaknesses? – – – – – Technology/Product Marketing Expertise Management & Manufacturing Capabilities Financial Resources Human Resources Analyze the current climate in the auto industry and what McMaster’s has going for it. Marketing Strategy Choose target markets from segments – VALUE! – Assess market attractiveness Market growth Competitive intensity Market access – Assess competitive advantage Cost advantage Differentiation advantage Marketing advantage Positioning – focus on relative competitive advantages and customer needs Conduct a preliminary analysis of potential market segments. Figure 11.4 Factors That Shape Market Attractiveness Roger Best, Market-Based Management, Prentice-Hall, 2000. Figure 11.6 Determinants of a Competitive Advantage Roger Best, Market-Based Management, Prentice-Hall, 2000. Develop Tactical Plan Marketing mix decisions to implement strategy – Product and service quality and attributes – Pricing – Channels of Distribution Multiple Channels E-commerce Sales force or manufacturer’s reps – Promotion Direct marketing Publicity Advertising Based on the needs and habits of transportation customers, where should you spend your money? Marketing Budgets Provide detailed expenditures with justification for each expenditure how it was calculated Start with a cash flow projections Should forecast sales growth over 3 – 5 years Justify your sales forecasts by information on market growth, competitors and customer needs Justify your expenditures
