
Winning Market Leadership
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"There are many killer technologies that never translate intomarket success. This book maps out an integrated strategicmarketing process that technology-intensive businesses can use toachieve clear market leadership." (Stephen Nicolle, Vice President,Nortel Networks) "Achieving market leadership is what most companies strive for,but few achieve, especially on a sustainable basis. And for thosein technology-driven businesses, the challenge is all the moreformidable because of the continuous and rapid change in technologyas well as the marketplace. The authors are right on target intheir emphasis on the need for strategic market planning in thiskind of environment--and give a multitude of examples to provetheir points." (John M. Thompson, Senior Vice President GroupExecutive, IBM Corporation) "Winning Market Leadership presents marketing concepts thatwork. As you read this book, you will feel that you have the masterteacher at your side giving you confidence to tackle any marketingobstacle. I think that this book will be one that every businessleader is going to want on his or her shelf." (Fred Hume, Presidentand CEO, Data I/O Corporation) "The Winning Market Leadership process has become part ofNational's mindset. It has helped the Analog Group to identifyattractive market opportunities and leverage scarce resources toachieve some big wins in the market." (Patrick J. Brockett,Executive Vice President of the Analog Products Group, NationalSemiconductor Corporation) "In Winning Market Leadership, the concepts of 'market chains'and 'market webs' are ones that all high-technology executives willwant to understand. They are the backbone of a planning processthat will allow strategic thinking to replace strategic plans."(David Churchill, Vice President and General Manager, OscilloscopeDivision, Tektronix Inc.) "Winning Market Leadership provides an excellent, disciplinedmethodology for analyzing business opportunities. Across-functional common denominator embraceable by all functionalgroups." (Joe Greulich, President, Solvay Engineered Polymers) "Winning Market Leadership emphasizes what every marketing orgeneral management executive must learn--the only proven businesssuccess model comes from 'outside-in' thinking. An understanding ofmarket segments, competition, dynamics of product acceptance, andthe problems the customer needs to solve--the outside world--aremore important than technological elegance for its own sake."(Richard Levy, President and CEO, Varian Medical Systems)Weitere Details
Weitere Ausgaben
Personen
Inhalt
- Intro
- Title
- Copyright
- Contents
- PREFACE
- ACKNOWLEDGMENTS
- CHAPTER 1: 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 Designed for Managers
- CHAPTER 2: 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
- CHAPTER 3: 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-Driving Opportunities
- Exploiting Environmental Change
- Sources of Discontinuities or Breakpoints
- Next Step: Developing a Deeper Understanding of the Market Opportunities
- CHAPTER 4: 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
- CHAPTER 5: 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
- CHAPTER 6: Understand the Competitive Challenge
- Introduction
- Process of Competitive Analysis
- Issues in the Competitive Analysis Process
- Identification of Competitors
- How Do They Compete?
- 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
- CHAPTER 7: 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 Leadership
- Differentiation
- Strategic Breakpoint
- Risks of Adopting a Differentiation Strategy
- Sustaining the Competitive Advantage
- Convergence of Cost Leadership and Differentiation
- Selecting the Portfolio of Opportunities
- Balance Market Attractiveness and Ability to Win
- Displaying the Portfolio of Opportunities
- Making Clear Strategic Choices
- Next Step: Managing Critical Relationships
- CHAPTER 8: Manage Critical Relationships
- Introduction
- Why Are Relationships Critical?
- The Market Web
- A Generic Market Web and an Example
- A Managerial Perspective on Market Webs
- Market Webs as Value-Creating Systems
- Evolution of the Market Web
- Managing Critical Relationships
- Market Chain Strands
- Customer and Supplier Relationships
- Off-Market Chain Strands
- Formal and Informal
- Collaborative Product Development Alliances
- Co-Marketing Alliances
- Horizontal Selling Alliances
- Knowledge and Influence Strands
- Knowledge Strands: Learning From Others in the Web
- Influence Strands: Affecting Choice/Rejection Processes
- Value-Added Partnerships: A Key Relationship Form
- Partnering Success Factors
- Managing "Sticky" Strands in the Web
- Relationships and the Market Opportunity
- The Opportunity
- The Winning Strategy
- Next Step: Completing the Winning Strategy
- CHAPTER 9: Complete the Winning Strategy
- Introduction
- A Framework
- Define a Clear Competitive Position in the Opportunity
- Complete the Total Product/Service Solution
- Plan to Gain Market Chain Commitment
- Basic Issues
- Work Through Pricing Challenges
- The Impact of Context
- Pricing Objectives
- Other Challenges
- Plan to Influence Customers and End Users
- Customer Interface Strategies
- Advertising and Promotion
- Apply Strategic Thinking to Emerging Challenges
- Evaluate the Current Strategy
- Are You Going After an Attractive Market Opportunity?
- Can You Win with Your Proposed Strategy?
- If You Win, Will It be Worth It?
- Other Considerations
- Detail and Use the Plan
- Next Step: Understanding the Profit Dynamic
- CHAPTER 10: Understand the Profit Dynamic
- Introduction
- The Profit Dynamic
- The Drivers of Positive Cash Flow: Total Margin Generated
- Negative Cash Flow Drivers: Fixed Costs and Investments
- Cash Flow Profiles
- The Profit Dynamic
- An Alternative Form of the Profit Dynamic
- Locating Key Sensitivities in the Profit Dynamic
- New Product Opportunities and the Profit Dynamic
- The Critical Importance of Adoption Rate
- Applying the Profit Dynamic to Individual Customers
- Product-Service Integration and the Profit Dynamic
- Integrated Product-Service Opportunities
- Management of the Integrated Product-Service Profit Dynamic
- Managing the Profit Dynamic in Market Chains: Creating Strategic Leverage
- Identifying Points of Strategic Leverage
- Strategic Leverage and Adoption Rates
- Next Step: Implementing the Strategy
- CHAPTER 11: Implement the Winning Strategy
- Introduction
- A Process for Managing Implementation
- The Case for Change
- The Need for Strategic Change
- Types of Change
- Specification of the Implementation Plan
- The Questions
- The Challenge
- Communicating Implementation
- Monitoring Implementation
- Conclusion
- CHAPTER 12: The System that Makes the Process Happen
- Introduction
- Planning Systems
- Need for Planning Systems
- Design of a Planning System
- Factors Influencing the Design of a Planning System
- Major Planning System Design Decisions
- No One Right Planning System
- Balanced Interaction
- Planning System in a Large, Sophisticated Company
- Overview of the Planning System
- Cycle One: Develop Options for SBU
- Cycle Two: Detailed Planning for Selected Option
- Cycle Three: Develop Budgets and Detailed One-Year Operating Plan
- Implementation and Monitoring
- An Effective Strategic Market Planning Process
- Is Both Integrated and Iterative
- Is Question Driven
- Combines Hard Data with Soft Intuitive Judgment
- Focuses on Implementation
- Recognizes That the Process Is as Important as the Plan
- Encourages Managers to Say No
- Challenges Industry and Company Norms
- Key Success Factors in an Effective Planning System
- Effective Teams
- Supportive Corporate Culture
- Integration with Other Key Processes
- Key Support Systems in Place
- Conclusion
- Index
- A
- B
- C
- D
- E
- F
- G
- H
- I
- J
- K
- L
- M
- N
- O
- P
- Q
- R
- S
- T
- U
- V
- W
- X
- Z
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