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

by Adrian Ryans; Roger More; Donald Barclay; Terry Deutscher

• ISBN13: 9780470158395
• ISBN10: 0470158395
• Format: eBook
• Copyright: 2008-05-01
• Publisher: Wiley

Summary

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

Preface

Acknowledgments

Introduction

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

Introduction

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

Introduction

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

Introduction

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

Introduction

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

Introduction

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

Introduction

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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