9780471644309

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

by ; ; ;
  • ISBN13:

    9780471644309

  • ISBN10:

    0471644307

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2000-02-03
  • Publisher: Wiley

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Supplemental Materials

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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.

Author Biography

ABOUT THE AUTHORS 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.

Table of Contents

Preface xv
Acknowledgments xvii
Introduction
1(26)
The Environment in Which Technology-Intensive Businesses Operate
3(7)
Complex and Dynamic Market Chains
3(2)
Network Effects
5(1)
Speed of Change is High
6(1)
Blurred Market Boundaries
7(1)
Markets and Competition Are Global
8(2)
Strategic Market Planning in a Technology-Intensive Business
10(2)
Who Should Be Involved in the Process?
10(1)
Planning Builds Mental Models
10(1)
Planning Process Must Be Iterative and Continuous
11(1)
Planning Process Must Be Integrative
12(1)
Winning Market Leadership: An Integrated Approach
12(12)
Choose the Arena
13(1)
Identify Potentially Attractive Opportunities
14(2)
Understand the Market
16(1)
Assess Resources and Competencies
16(1)
Understand the Competitive Challenge
17(2)
Make Tough Strategic Choices
19(2)
Plan Key Relationships
21(1)
Complete the Winning Strategy
22(1)
Understand the Profit Dynamic
23(1)
Implement the Chosen Strategy
23(1)
What Is Different About This Book?
24(3)
Integrated Planning Process
24(1)
Process Applies to New or Existing Business Opportunities
24(1)
Process Is Designed for Managers
25(2)
Choose the Arena
27(16)
Introduction
27(2)
Crucial First Step in the Planning Process
29(5)
Strategic Business Unit (SBU)
29(1)
Existing Market Opportunities
30(1)
New Market Opportunities
31(3)
Define the Arena
34(3)
Customers Served
34(2)
Applications/Functionality Provided
36(1)
Technologies/Competencies Used
36(1)
Value-Adding Role
37(1)
Strategic Drivers and Strategic Paths
37(3)
Driving Force
37(1)
Strategic Path
38(2)
Next Step: Identify the Potentially Attractive Opportunities in the Business Arena
40(3)
Identify Attractive Opportunities
43(28)
Introduction
43(1)
Identifying Potential Market Opportunities
43(11)
Benefits of Thinking About Market Segments Early in the Process
46(1)
Segmenting a Market
46(1)
Possible Segmentation Bases
47(4)
Segmentation Process
51(1)
Targeting Issues
52(2)
Market Segment Attractiveness
54(12)
Determining the Attractiveness of a Market Segment
55(10)
Understanding Choices Among Market Chain Opportunities
65(1)
Market-Driving Opportunities
66(4)
Exploiting Environmental Change
67(1)
Sources of Discontinuities or Breakpoints
68(2)
Next Step: Developing a Deeper Understanding of the Market Opportunities
70(1)
Understand the Market
71(32)
Introduction
71(1)
Adoption of New Products
72(12)
Types of Innovations
73(1)
Technology Adoption Life Cycle
74(1)
Adopter Categories
75(2)
Driving the Adoption Process
77(5)
Achieving Market Leadership
82(1)
Whole Product or Complete Solution
83(1)
Understanding Buyer Choice/Rejection Behavior
84(9)
Decision-Making Unit
85(1)
Choice Criteria
86(2)
The Choice/Rejection Process
88(5)
Market Chains
93(6)
Choices Among Market Chains
93(3)
Market Chain Dynamics
96(2)
Market Chains as a Series of Choice/Rejection Processes
98(1)
Next Step: Assessing Your Resources and Competencies
99(4)
Assess Resources and Competencies
103(20)
Introduction
103(1)
The Process of Assessing Resource/Competency Fit
104(1)
Core Competencies
105(6)
What Is a Core Competency?
105(3)
What Is a Constraining Incompetency?
108(1)
Identifying Core Competencies
109(1)
Identifying Your Organization's Core Competencies
110(1)
Managing Core Competencies
111(4)
Should You ``Make'' or ``Buy'' Strategic Activities Associated with Core Competencies?
112(1)
Customer Value and Profit Creation Model
113(1)
Mapping Competencies and Customer Requirements
114(1)
Assessing a Market Opportunity: Fit With Core Competencies
115(5)
Next Step: Understanding the Competitive Challenge
120(3)
Understand the Competitive Challenge
123(22)
Introduction
123(2)
Process of Competitive Analysis
125(1)
Issues in the Competitive Analysis Process
126(15)
Identification of Competitors
126(2)
How Do They Compete?
128(6)
How Are They Doing Now? How Will They Do in the Future?
134(3)
Analysis of Strategy Driving Forces
137(4)
Pulling the Competitive Information Together
141(1)
Actions-Consequences-Evidence (ACE) Framework
141(1)
Next Step: Making the Tough Choices
142(3)
Make Tough Strategic Choices
145(22)
Introduction
145(2)
Strategic Issues
147(2)
What Is a Strategic Issue?
147(1)
How Many Strategic Issues?
148(1)
Types of Strategic Issues
148(1)
Developing a Winning Strategy for an Opportunity
149(10)
Cost Leadership
149(2)
Differentiation
151(2)
Strategic Breakpoint
153(2)
Risks of Adopting a Differentiation Strategy
155(2)
Sustaining the Competitive Advantage
157(1)
Convergence of Cost Leadership and Differentiation
158(1)
Selecting the Portfolio of Opportunities
159(4)
Balance Market Attractiveness and Ability to Win
159(1)
Displaying the Portfolio of Opportunities
160(3)
Making Clear Strategic Choices
163(2)
Next Step: Managing Critical Relationships
165(2)
Manage Critical Relationships
167(26)
Introduction
167(1)
Why Are Relationships Critical?
168(2)
The Market Web
170(4)
A Generic Market Web and an Example
171(3)
A Managerial Perspective on Market Webs
174(3)
Market Webs as Value-Creating Systems
174(1)
Evolution of the Market Web
175(1)
Managing Critical Relationships
176(1)
Market Chain Strands
177(1)
Customer and Supplier Relationships
177(1)
Off-Market Chain Strands
178(3)
Formal and Informal
178(1)
Collaborative Product Development Alliances
179(1)
Co-Marketing Alliances
179(1)
Horizontal Selling Alliances
180(1)
Knowledge and Influence Strands
181(2)
Knowledge Strands: Learning From Others in the Web
181(1)
Influence Strands: Affecting Choice/Rejection Processes
182(1)
Value-Added Partnerships: A Key Relationship Form
183(4)
Partnering Success Factors
184(3)
Managing ``Sticky'' Strands in the Web
187(2)
Relationships and the Market Opportunity
189(1)
The Opportunity
189(1)
The Winning Strategy
190(1)
Next Step: Completing the Winning Strategy
190(3)
Complete the Winning Strategy
193(30)
Introduction
193(2)
A Framework
193(2)
Define a Clear Competitive Position in the Opportunity
195(1)
Complete the Total Product/Service Solution
196(2)
Plan to Gain Market Chain Commitment
198(2)
Basic Issues
199(1)
Work Through Pricing Challenges
200(9)
The Impact of Context
201(1)
Pricing Objectives
202(4)
Other Challenges
206(3)
Plan to Influence Customers and End Users
209(4)
Customer Interface Strategies
209(3)
Advertising and Promotion
212(1)
Apply Strategic Thinking to Emerging Challenges
213(1)
Evaluate the Current Strategy
214(6)
Are You Going After an Attractive Market Opportunity?
215(1)
Can You Win with Your Proposed Strategy?
216(2)
If You Win, Will It be Worth It?
218(1)
Other Considerations
219(1)
Detail and Use the Plan
220(1)
Next Step: Understanding the Profit Dynamic
221(2)
Understand the Profit Dynamic
223(24)
Introduction
223(1)
The Profit Dynamic
224(10)
The Drivers of Positive Cash Flow: Total Margin Generated
225(1)
Negative Cash Flow Drivers: Fixed Costs and Investments
226(1)
Cash Flow Profiles
227(1)
The Profit Dynamic
228(2)
An Alternative Form of the Profit Dynamic
230(1)
Locating Key Sensitivities in the Profit Dynamic
231(3)
New Product Opportunities and the Profit Dynamic
234(4)
The Critical Importance of Adoption Rate
235(3)
Applying the Profit Dynamic to Individual Customers
238(1)
Product-Service Integration and the Profit Dynamic
239(3)
Integrated Product-Service Opportunities
239(2)
Management of the Integrated Product-Service Profit Dynamic
241(1)
Managing the Profit Dynamic in Market Chains: Creating Strategic Leverage
242(2)
Identifying Points of Strategic Leverage
242(2)
Strategic Leverage and Adoption Rates
244(1)
Next Step: Implementing the Strategy
244(3)
Implement the Winning Strategy
247(24)
Introduction
247(5)
A Process for Managing Implementation
252(2)
The Case for Change
254(5)
The Need for Strategic Change
254(2)
Types of Change
256(3)
Specification of the Implementation Plan
259(5)
The Questions
260(3)
The Challenge
263(1)
Communicating Implementation
264(3)
Monitoring Implementation
267(1)
Conclusion
268(3)
The System that Makes the Process Happen
271(32)
Introduction
271(1)
Planning Systems
272(4)
Need for Planning Systems
274(2)
Design of a Planning System
276(9)
Factors Influencing the Design of a Planning System
276(2)
Major Planning System Design Decisions
278(4)
No One Right Planning System
282(2)
Balanced Interaction
284(1)
Planning System in a Large, Sophisticated Company
285(5)
Overview of the Planning System
286(1)
Develop Options for SBU
286(2)
Detailed Planning for Selected Option
288(1)
Develop Budgets and Detailed One-Year Operating Plan
289(1)
Implementation and Monitoring
289(1)
An Effective Strategic Market Planning Process
290(4)
Is Both Integrated and Iterative
290(1)
Is Question Driven
291(1)
Combines Hard Data with Soft Intuitive Judgment
291(1)
Focuses on Implementation
291(1)
Recognizes That the Process Is as Important as the Plan
292(1)
Encourages Managers to Say No
292(2)
Challenges Industry and Company Norms
294(1)
Key Success Factors in an Effective Planning System
294(6)
Effective Teams
295(2)
Supportive Corporate Culture
297(1)
Integration with Other Key Processes
298(1)
Key Support Systems in Place
299(1)
Conclusion
300(3)
Index 303

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