Winning Market Leadership: Strategic Market Planning for Technology-driven Businesses

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  • Format: eBook
  • Copyright: 2008-05-01
  • Publisher: Wiley
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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.

Table of Contents

The Environment in Which Technology-Intensive Businesses Operate
Complex and Dynamic Market Chains
Network Effects
Speed of Change is High
Blurred Market Boundaries
Markets and Competition Are Global
Strategic Market Planning in a Technology-Intensive Business
Who Should Be Involved in the Process?
Planning Builds Mental Models
Planning Process Must Be Iterative and Continuous
Planning Process Must Be Integrative
Winning Market Leadership: An Integrated Approach
Choose the Arena
Identify Potentially Attractive Opportunities
Understand the Market
Assess Resources and Competencies
Understand the Competitive Challenge
Make Tough Strategic Choices
Plan Key Relationships
Complete the Winning Strategy
Understand the Profit Dynamic
Implement the Chosen Strategy
What Is Different About This Book?
Integrated Planning Process
Process Applies to New or Existing Business Opportunities
Process Is Designated for Managers
Choose the Arena
Crucial First Step in the Planning Process
Strategic Business Unit (SBU)
Existing Market Opportunities
New Market Opportunities
Define the Arena
Customers Served
Applications/Functionality Provided
Technologies/Competencies Used
Value-Adding Role
Strategic Drivers and Strategic Paths
Driving Force
Strategic Path
Next Step: Identify the Potentially Attractive Opportunities in the Business Arena
Identify Attractive Opportunities
Identifying Potential Market Opportunities
Benefits of Thinking About Market Segments Early in the Process
Segmenting a Market
Possible Segmentation Bases
Segmentation Process
Targeting Issues
Market Segment Attractiveness
Determining the Attractiveness of a Market Segment
Understanding Choices Among Market Chain Opportunities
Market-Driven Opportunities
Exploiting Environmental Change
Sources of Discontinuities or Breakpoints
Next Step: Developing a Deeper Understanding of the Market Opportunities
Understand the Market
Adoption of New Products
Types of Innovations
Technology Adoption Life Cycle
Adopter Categories
Driving the Adoption Process
Achieving Market Leadership
Whole Product or Complete Solution
Understanding Buyer Choice/Rejection Behavior
Decision-Making Unit
Choice Criteria
The Choice/Rejection Process
Market Chains
Choices Among Market Chains
Market Chain Dynamics
Market Chains as a Series of Choice/Rejection Processes
Next Step: Assessing Your Resources and Competencies
Assess Resources and Competencies
The Process of Assessing Resource/Competency Fit
Core Competencies
What Is a Core Competency?
What Is a Constraining Incompetency?Identifying Core Competencies
Identifying Your Organization's Core Competencies
Managing Core Competencies
Should You "Make" or "Buy" Strategic Activities Associated with Core Competencies?
Customer Value and Profit Creation Model
Mapping Competencies and Customer Requirements
Assessing a Market Opportunity: Fit With Core Competencies
Next Step: Understanding the Competitive Challenge
Understand the Competitive Challenge
Process of Competitive Analysis
Issues in the Competitive Analysis Process
Identification of Competitors
How Do They Compare?
How Are They Doing Now? How Will They Do in the Future?
Analysis of Strategy Driving Forces
Pulling the Competitive Information Together
Actions-Consequences-Evidence (ACE) Framework
Next Step: Making the Tough Choices
Make Tough Strategic Choices
Strategic Issues
What Is a Strategic Issue?
How Many Strategic Issues?
Types of Strategic Issues
Developing a Winning Strategy for an Opportunity
Cost Le
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