{"product_id":"winning-market-leadership-isbn-9780471644309","title":"Winning Market Leadership","description":"\u003cp\u003eStrategic 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.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWinning Market Leadership\u003c\/i\u003e 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:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eIs targeted at managers in technology-intensive businesses such as computers, telecommunications, software, biotechnology, semiconductors, instruments, pharmaceuticals, and advanced materials.\u003c\/li\u003e \u003cli\u003eFocuses on the key issues and tough choices faced by executives in very demanding technology-intensive markets.\u003c\/li\u003e \u003cli\u003eOutlines 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.\u003c\/li\u003e \u003cli\u003eFeatures examples from high-tech companies such as Intel, Compaq, Hewlett-Packard, Glaxo Wellcome, and General Electric.\u003c\/li\u003e \u003cli\u003eIncludes \"Key Questions for Executives and Managers\" at the end of each chapter that help eliminate \"blind spots\" in the planning process.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eWinning Market Leadership\u003c\/i\u003e 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\u0026amp;D; and project team leaders.\u003c\/p\u003eIm High-Tech Sektor wird die Marketingplanung häufig zu einer frustrierenden Aufgabe, denn ständige Innovation ist die Norm und drastische Veränderungen entstehen nahezu über Nacht. Dieses Buch - verfaßt von einem Autorenteam der angesehenen Richard Ivey School of Business - beschreibt einen dynamischen Neuansatz für die strategische Marketingplanung. Dieser Ansatz hat bereits vielen Spitzenunternehmen im High-Tech-Bereich geholfen, sich als Marktführer zu etablieren oder zu behaupten. Anhand von Beispielen führender Unternehmen wie Intel, Compaq und General Electric lernen Sie, wie Sie schneller planen, entwickeln und funktionsübergreifende Teams erfolgreich aufstellen, wie Sie \"lebendige Pläne\" erarbeiten, die sich rasch an neue Marktbedingungen und veränderte Wettbewerbsdynamik anpassen, wie Sie sich auf Cash Flow und Rentabilität konzentrieren und vieles andere mehr. \u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003eAcknowledgments xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Environment in Which Technology-Intensive Businesses Operate 3\u003c\/p\u003e \u003cp\u003eComplex and Dynamic Market Chains 3\u003c\/p\u003e \u003cp\u003eNetwork Effects 5\u003c\/p\u003e \u003cp\u003eSpeed of Change is High 6\u003c\/p\u003e \u003cp\u003eBlurred Market Boundaries 7\u003c\/p\u003e \u003cp\u003eMarkets and Competition Are Global 8\u003c\/p\u003e \u003cp\u003eStrategic Market Planning in a Technology-Intensive Business 10\u003c\/p\u003e \u003cp\u003eWho Should Be Involved in the Process? 10\u003c\/p\u003e \u003cp\u003ePlanning Builds Mental Models 10\u003c\/p\u003e \u003cp\u003ePlanning Process Must Be Iterative and Continuous 11\u003c\/p\u003e \u003cp\u003ePlanning Process Must Be Integrative 12\u003c\/p\u003e \u003cp\u003eWinning Market Leadership: An Integrated Approach 12\u003c\/p\u003e \u003cp\u003eChoose the Arena 13\u003c\/p\u003e \u003cp\u003eIdentify Potentially Attractive Opportunities 14\u003c\/p\u003e \u003cp\u003eUnderstand the Market 16\u003c\/p\u003e \u003cp\u003eAssess Resources and Competencies 16\u003c\/p\u003e \u003cp\u003eUnderstand the Competitive Challenge 17\u003c\/p\u003e \u003cp\u003eMake Tough Strategic Choices 19\u003c\/p\u003e \u003cp\u003ePlan Key Relationships 21\u003c\/p\u003e \u003cp\u003eComplete the Winning Strategy 22\u003c\/p\u003e \u003cp\u003eUnderstand the Profit Dynamic 23\u003c\/p\u003e \u003cp\u003eImplement the Chosen Strategy 23\u003c\/p\u003e \u003cp\u003eWhat Is Different About This Book? 24\u003c\/p\u003e \u003cp\u003eIntegrated Planning Process 24\u003c\/p\u003e \u003cp\u003eProcess Applies to New or Existing Business Opportunities 24\u003c\/p\u003e \u003cp\u003eProcess Is Designed for Managers 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Choose the Arena 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 27\u003c\/p\u003e \u003cp\u003eCrucial First Step in the Planning Process 29\u003c\/p\u003e \u003cp\u003eStrategic Business Unit (SBU) 29\u003c\/p\u003e \u003cp\u003eExisting Market Opportunities 30\u003c\/p\u003e \u003cp\u003eNew Market Opportunities 31\u003c\/p\u003e \u003cp\u003eDefine the Arena 34\u003c\/p\u003e \u003cp\u003eCustomers Served 34\u003c\/p\u003e \u003cp\u003eApplications\/Functionality Provided 36\u003c\/p\u003e \u003cp\u003eTechnologies\/Competencies Used 36\u003c\/p\u003e \u003cp\u003eValue-Adding Role 37\u003c\/p\u003e \u003cp\u003eStrategic Drivers and Strategic Paths 37\u003c\/p\u003e \u003cp\u003eDriving Force 37\u003c\/p\u003e \u003cp\u003eStrategic Path 38\u003c\/p\u003e \u003cp\u003eNext Step: Identify the Potentially Attractive Opportunities in the Business Arena 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Identify Attractive Opportunities 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 43\u003c\/p\u003e \u003cp\u003eIdentifying Potential Market Opportunities 43\u003c\/p\u003e \u003cp\u003eBenefits of Thinking About Market Segments Early in the Process 46\u003c\/p\u003e \u003cp\u003eSegmenting a Market 46\u003c\/p\u003e \u003cp\u003ePossible Segmentation Bases 47\u003c\/p\u003e \u003cp\u003eSegmentation Process 51\u003c\/p\u003e \u003cp\u003eTargeting Issues 52\u003c\/p\u003e \u003cp\u003eMarket Segment Attractiveness 54\u003c\/p\u003e \u003cp\u003eDetermining the Attractiveness of a Market Segment 55\u003c\/p\u003e \u003cp\u003eUnderstanding Choices Among Market Chain Opportunities 65\u003c\/p\u003e \u003cp\u003eMarket-Driving Opportunities 66\u003c\/p\u003e \u003cp\u003eExploiting Environmental Change 67\u003c\/p\u003e \u003cp\u003eSources of Discontinuities or Breakpoints 68\u003c\/p\u003e \u003cp\u003eNext Step: Developing a Deeper Understanding of the Market Opportunities 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Understand the Market 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 71\u003c\/p\u003e \u003cp\u003eAdoption of New Products 72\u003c\/p\u003e \u003cp\u003eTypes of Innovations 73\u003c\/p\u003e \u003cp\u003eTechnology Adoption Life Cycle 74\u003c\/p\u003e \u003cp\u003eAdopter Categories 75\u003c\/p\u003e \u003cp\u003eDriving the Adoption Process 77\u003c\/p\u003e \u003cp\u003eAchieving Market Leadership 82\u003c\/p\u003e \u003cp\u003eWhole Product or Complete Solution 83\u003c\/p\u003e \u003cp\u003eUnderstanding Buyer Choice\/Rejection Behavior 84\u003c\/p\u003e \u003cp\u003eDecision-Making Unit 85\u003c\/p\u003e \u003cp\u003eChoice Criteria 86\u003c\/p\u003e \u003cp\u003eThe Choice\/Rejection Process 88\u003c\/p\u003e \u003cp\u003eMarket Chains 93\u003c\/p\u003e \u003cp\u003eChoices Among Market Chains 93\u003c\/p\u003e \u003cp\u003eMarket Chain Dynamics 96\u003c\/p\u003e \u003cp\u003eMarket Chains as a Series of Choice\/Rejection Processes 98\u003c\/p\u003e \u003cp\u003eNext Step: Assessing Your Resources and Competencies 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Assess Resources and Competencies 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 103\u003c\/p\u003e \u003cp\u003eThe Process of Assessing Resource\/Competency Fit 104\u003c\/p\u003e \u003cp\u003eCore Competencies 105\u003c\/p\u003e \u003cp\u003eWhat Is a Core Competency? 105\u003c\/p\u003e \u003cp\u003eWhat Is a Constraining Incompetency? 108\u003c\/p\u003e \u003cp\u003eIdentifying Core Competencies 109\u003c\/p\u003e \u003cp\u003eIdentifying Your Organization’s Core Competencies 110\u003c\/p\u003e \u003cp\u003eManaging Core Competencies 111\u003c\/p\u003e \u003cp\u003eShould You “Make” or “Buy” Strategic Activities Associated with Core Competencies? 112\u003c\/p\u003e \u003cp\u003eCustomer Value and Profit Creation Model 113\u003c\/p\u003e \u003cp\u003eMapping Competencies and Customer Requirements 114\u003c\/p\u003e \u003cp\u003eAssessing a Market Opportunity: Fit With Core Competencies 115\u003c\/p\u003e \u003cp\u003eNext Step: Understanding the Competitive Challenge 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Understand the Competitive Challenge 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 123\u003c\/p\u003e \u003cp\u003eProcess of Competitive Analysis 125\u003c\/p\u003e \u003cp\u003eIssues in the Competitive Analysis Process 126\u003c\/p\u003e \u003cp\u003eIdentification of Competitors 126\u003c\/p\u003e \u003cp\u003eHow Do They Compete? 128\u003c\/p\u003e \u003cp\u003eHow Are They Doing Now? How Will They Do in the Future? 134\u003c\/p\u003e \u003cp\u003eAnalysis of Strategy Driving Forces 137\u003c\/p\u003e \u003cp\u003ePulling the Competitive Information Together 141\u003c\/p\u003e \u003cp\u003eActions-Consequences-Evidence (ACE) Framework 141\u003c\/p\u003e \u003cp\u003eNext Step: Making the Tough Choices 142\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Make Tough Strategic Choices 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 145\u003c\/p\u003e \u003cp\u003eStrategic Issues 147\u003c\/p\u003e \u003cp\u003eWhat Is a Strategic Issue? 147\u003c\/p\u003e \u003cp\u003eHow Many Strategic Issues? 148\u003c\/p\u003e \u003cp\u003eTypes of Strategic Issues 148\u003c\/p\u003e \u003cp\u003eDeveloping a Winning Strategy for an Opportunity 149\u003c\/p\u003e \u003cp\u003eCost Leadership 149\u003c\/p\u003e \u003cp\u003eDifferentiation 151\u003c\/p\u003e \u003cp\u003eStrategic Breakpoint 153\u003c\/p\u003e \u003cp\u003eRisks of Adopting a Differentiation Strategy 155\u003c\/p\u003e \u003cp\u003eSustaining the Competitive Advantage 157\u003c\/p\u003e \u003cp\u003eConvergence of Cost Leadership and Differentiation 158\u003c\/p\u003e \u003cp\u003eSelecting the Portfolio of Opportunities 159\u003c\/p\u003e \u003cp\u003eBalance Market Attractiveness and Ability to Win 159\u003c\/p\u003e \u003cp\u003eDisplaying the Portfolio of Opportunities 160\u003c\/p\u003e \u003cp\u003eMaking Clear Strategic Choices 163\u003c\/p\u003e \u003cp\u003eNext Step: Managing Critical Relationships 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Manage Critical Relationships 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 167\u003c\/p\u003e \u003cp\u003eWhy Are Relationships Critical? 168\u003c\/p\u003e \u003cp\u003eThe Market Web 170\u003c\/p\u003e \u003cp\u003eA Generic Market Web and an Example 171\u003c\/p\u003e \u003cp\u003eA Managerial Perspective on Market Webs 174\u003c\/p\u003e \u003cp\u003eMarket Webs as Value-Creating Systems 174\u003c\/p\u003e \u003cp\u003eEvolution of the Market Web 175\u003c\/p\u003e \u003cp\u003eManaging Critical Relationships 176\u003c\/p\u003e \u003cp\u003eMarket Chain Strands 177\u003c\/p\u003e \u003cp\u003eCustomer and Supplier Relationships 177\u003c\/p\u003e \u003cp\u003eOff-Market Chain Strands 178\u003c\/p\u003e \u003cp\u003eFormal and Informal 178\u003c\/p\u003e \u003cp\u003eCollaborative Product Development Alliances 179\u003c\/p\u003e \u003cp\u003eCo-Marketing Alliances 179\u003c\/p\u003e \u003cp\u003eHorizontal Selling Alliances 180\u003c\/p\u003e \u003cp\u003eKnowledge and Influence Strands 181\u003c\/p\u003e \u003cp\u003eKnowledge Strands: Learning From Others in the Web 181\u003c\/p\u003e \u003cp\u003eInfluence Strands: Affecting Choice\/Rejection Processes 182\u003c\/p\u003e \u003cp\u003eValue-Added Partnerships: A Key Relationship Form 183\u003c\/p\u003e \u003cp\u003ePartnering Success Factors 184\u003c\/p\u003e \u003cp\u003eManaging “Sticky” Strands in the Web 187\u003c\/p\u003e \u003cp\u003eRelationships and the Market Opportunity 189\u003c\/p\u003e \u003cp\u003eThe Opportunity 189\u003c\/p\u003e \u003cp\u003eThe Winning Strategy 190\u003c\/p\u003e \u003cp\u003eNext Step: Completing the Winning Strategy 190\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Complete the Winning Strategy 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 193\u003c\/p\u003e \u003cp\u003eA Framework 193\u003c\/p\u003e \u003cp\u003eDefine a Clear Competitive Position in the Opportunity 195\u003c\/p\u003e \u003cp\u003eComplete the Total Product\/Service Solution 196\u003c\/p\u003e \u003cp\u003ePlan to Gain Market Chain Commitment 198\u003c\/p\u003e \u003cp\u003eBasic Issues 199\u003c\/p\u003e \u003cp\u003eWork Through Pricing Challenges 200\u003c\/p\u003e \u003cp\u003eThe Impact of Context 201\u003c\/p\u003e \u003cp\u003ePricing Objectives 202\u003c\/p\u003e \u003cp\u003eOther Challenges 206\u003c\/p\u003e \u003cp\u003ePlan to Influence Customers and End Users 209\u003c\/p\u003e \u003cp\u003eCustomer Interface Strategies 209\u003c\/p\u003e \u003cp\u003eAdvertising and Promotion 212\u003c\/p\u003e \u003cp\u003eApply Strategic Thinking to Emerging Challenges 213\u003c\/p\u003e \u003cp\u003eEvaluate the Current Strategy 214\u003c\/p\u003e \u003cp\u003eAre You Going After an Attractive Market Opportunity? 215\u003c\/p\u003e \u003cp\u003eCan You Win with Your Proposed Strategy? 216\u003c\/p\u003e \u003cp\u003eIf You Win, Will It be Worth It? 218\u003c\/p\u003e \u003cp\u003eOther Considerations 219\u003c\/p\u003e \u003cp\u003eDetail and Use the Plan 220\u003c\/p\u003e \u003cp\u003eNext Step: Understanding the Profit Dynamic 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Understand the Profit Dynamic 223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 223\u003c\/p\u003e \u003cp\u003eThe Profit Dynamic 224\u003c\/p\u003e \u003cp\u003eThe Drivers of Positive Cash Flow: Total Margin Generated 225\u003c\/p\u003e \u003cp\u003eNegative Cash Flow Drivers: Fixed Costs and Investments 226\u003c\/p\u003e \u003cp\u003eCash Flow Profiles 227\u003c\/p\u003e \u003cp\u003eThe Profit Dynamic 228\u003c\/p\u003e \u003cp\u003eAn Alternative Form of the Profit Dynamic 230\u003c\/p\u003e \u003cp\u003eLocating Key Sensitivities in the Profit Dynamic 231\u003c\/p\u003e \u003cp\u003eNew Product Opportunities and the Profit Dynamic 234\u003c\/p\u003e \u003cp\u003eThe Critical Importance of Adoption Rate 235\u003c\/p\u003e \u003cp\u003eApplying the Profit Dynamic to Individual Customers 238\u003c\/p\u003e \u003cp\u003eProduct-Service Integration and the Profit Dynamic 239\u003c\/p\u003e \u003cp\u003eIntegrated Product-Service Opportunities 239\u003c\/p\u003e \u003cp\u003eManagement of the Integrated Product-Service Profit Dynamic 241\u003c\/p\u003e \u003cp\u003eManaging the Profit Dynamic in Market Chains: Creating Strategic Leverage 242\u003c\/p\u003e \u003cp\u003eIdentifying Points of Strategic Leverage 242\u003c\/p\u003e \u003cp\u003eStrategic Leverage and Adoption Rates 244\u003c\/p\u003e \u003cp\u003eNext Step: Implementing the Strategy 244\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Implement the Winning Strategy 247\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 247\u003c\/p\u003e \u003cp\u003eA Process for Managing Implementation 252\u003c\/p\u003e \u003cp\u003eThe Case for Change 254\u003c\/p\u003e \u003cp\u003eThe Need for Strategic Change 254\u003c\/p\u003e \u003cp\u003eTypes of Change 256\u003c\/p\u003e \u003cp\u003eSpecification of the Implementation Plan 259\u003c\/p\u003e \u003cp\u003eThe Questions 260\u003c\/p\u003e \u003cp\u003eThe Challenge 263\u003c\/p\u003e \u003cp\u003eCommunicating Implementation 264\u003c\/p\u003e \u003cp\u003eMonitoring Implementation 267\u003c\/p\u003e \u003cp\u003eConclusion 268\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: The System that Makes the Process Happen 271\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 271\u003c\/p\u003e \u003cp\u003ePlanning Systems 272\u003c\/p\u003e \u003cp\u003eNeed for Planning Systems 274\u003c\/p\u003e \u003cp\u003eDesign of a Planning System 276\u003c\/p\u003e \u003cp\u003eFactors Influencing the Design of a Planning System 276\u003c\/p\u003e \u003cp\u003eMajor Planning System Design Decisions 278\u003c\/p\u003e \u003cp\u003eNo One Right Planning System 282\u003c\/p\u003e \u003cp\u003eBalanced Interaction 284\u003c\/p\u003e \u003cp\u003ePlanning System in a Large, Sophisticated Company 285\u003c\/p\u003e \u003cp\u003eOverview of the Planning System 286\u003c\/p\u003e \u003cp\u003eCycle One: Develop Options for SBU 286\u003c\/p\u003e \u003cp\u003eCycle Two: Detailed Planning for Selected Option 288\u003c\/p\u003e \u003cp\u003eCycle Three: Develop Budgets and Detailed One-Year Operating Plan 289\u003c\/p\u003e \u003cp\u003eImplementation and Monitoring 289\u003c\/p\u003e \u003cp\u003eAn Effective Strategic Market Planning Process 290\u003c\/p\u003e \u003cp\u003eIs Both Integrated and Iterative 290\u003c\/p\u003e \u003cp\u003eIs Question Driven 291\u003c\/p\u003e \u003cp\u003eCombines Hard Data with Soft Intuitive Judgment 291\u003c\/p\u003e \u003cp\u003eFocuses on Implementation 291\u003c\/p\u003e \u003cp\u003eRecognizes That the Process Is as Important as the Plan 292\u003c\/p\u003e \u003cp\u003eEncourages Managers to Say No 292\u003c\/p\u003e \u003cp\u003eChallenges Industry and Company Norms 294\u003c\/p\u003e \u003cp\u003eKey Success Factors in an Effective Planning System 294\u003c\/p\u003e \u003cp\u003eEffective Teams 295\u003c\/p\u003e \u003cp\u003eSupportive Corporate Culture 297\u003c\/p\u003e \u003cp\u003eIntegration with Other Key Processes 298\u003c\/p\u003e \u003cp\u003eKey Support Systems in Place 299\u003c\/p\u003e \u003cp\u003eConclusion 300\u003c\/p\u003e \u003cp\u003eIndex 303\u003c\/p\u003e \u003cp\u003eStrategic 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.\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003e\u003ci\u003eWinning Market Leadership\u003c\/i\u003e\u003c\/b\u003e 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. \u003c\/p\u003e\u003cp\u003eThe 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. \u003c\/p\u003e\u003cp\u003e\u003cb\u003e\u003ci\u003eWinning Market Leadership\u003c\/i\u003e\u003c\/b\u003e \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eIs targeted at managers in technology-intensive businesses such as computers, telecommunications, software, biotechnology, semiconductors, instruments, pharmaceuticals, and advanced materials.\u003c\/li\u003e \u003cli\u003eFocuses on the key issues and tough choices faced by executives in very demanding technology-intensive markets.\u003c\/li\u003e \u003cli\u003eOutlines 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.\u003c\/li\u003e \u003cli\u003eFeatures examples from high-tech companies such as Intel, Compaq, Hewlett-Packard, Glaxo Wellcome, and General Electric.\u003c\/li\u003e \u003cli\u003eIncludes “Key Questions for Executives and Managers” at the end of each chapter that help eliminate “blind spots” in the planning process.\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003cb\u003e\u003ci\u003eWinning Market Leadership \u003c\/i\u003e\u003c\/b\u003e 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\u0026amp;D; and project team leaders.    \"There are many killer technologies that never translate into market success. This book maps out an integrated strategic marketing process that technology-intensive businesses can use to achieve clear market leadership.\" (Stephen Nicolle, Vice President, Nortel Networks)  \u003c\/p\u003e\u003cp\u003e\"Achieving market leadership is what most companies strive for, but few achieve, especially on a sustainable basis. And for those in technology-driven businesses, the challenge is all the more formidable because of the continuous and rapid change in technology as well as the marketplace. The authors are right on target in their emphasis on the need for strategic market planning in this kind of environment--and give a multitude of examples to prove their points.\" (John M. Thompson, Senior Vice President Group Executive, IBM Corporation)\u003c\/p\u003e \u003cp\u003e\"Winning Market Leadership presents marketing concepts that work. As you read this book, you will feel that you have the master teacher at your side giving you confidence to tackle any marketing obstacle. I think that this book will be one that every business leader is going to want on his or her shelf.\" (Fred Hume, President and CEO, Data I\/O Corporation)\u003c\/p\u003e \u003cp\u003e\"The Winning Market Leadership process has become part of National's mindset. It has helped the Analog Group to identify attractive market opportunities and leverage scarce resources to achieve some big wins in the market.\" (Patrick J. Brockett, Executive Vice President of the Analog Products Group, National Semiconductor Corporation)\u003c\/p\u003e \u003cp\u003e\"In Winning Market Leadership, the concepts of 'market chains' and 'market webs' are ones that all high-technology executives will want to understand. They are the backbone of a planning process that will allow strategic thinking to replace strategic plans.\" (David Churchill, Vice President and General Manager, Oscilloscope Division, Tektronix Inc.)\u003c\/p\u003e \u003cp\u003e\"Winning Market Leadership provides an excellent, disciplined methodology for analyzing business opportunities. A cross-functional common denominator embraceable by all functional groups.\" (Joe Greulich, President, Solvay Engineered Polymers)\u003c\/p\u003e \u003cp\u003e \"Winning Market Leadership emphasizes what every marketing or general management executive must learn--the only proven business success model comes from 'outside-in' thinking. An understanding of market segments, competition, dynamics of product acceptance, and the problems the customer needs to solve--the outside world--are more important than technological elegance for its own sake.\" (Richard Levy, President and CEO, Varian Medical Systems)\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990496133349,"sku":"NP9780471644309","price":55.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471644309.jpg?v=1761788059","url":"https:\/\/k12savings.com\/es\/products\/winning-market-leadership-isbn-9780471644309","provider":"K12savings","version":"1.0","type":"link"}