The marketing of technology intensive products and services : driving innovations for non-marketers /
Corsi, Patrick.
The marketing of technology intensive products and services : driving innovations for non-marketers / Patrick Corsi, Mike Dulieu. - London : Wiley, 2013. - 1 online resource (258 pages) - ISTE . - ISTE. .
4.3.11.5. Three generic archetypes for business modeling activity.
Includes bibliographical references and index.
Cover; The Marketing of Technology Intensive Products and Services; Title Page; Copyright Page; Table of Contents; Preface; Introduction and Overview; Part 1. Generating Value from Innovation; Chapter 1. The New Operating Context; 1.1. Where the future can be invented; 1.2. Understanding the new world; 1.3. From shortage of resources to a surplus of abundance; 1.4. Three economic eras, three marketing attitudes; Chapter 2. A Few Key Points a Technical Manager Should Know; 2.1. The only sure thing about innovation is that it is about change; 2.2. Change is about the organization itself. 2.3. What are they?2.4. The intimate relationship between innovation and competition; 2.5. To be good technically is valuable for the enterprise only if it is also good at marketing; 2.6. Marketing reinvents industry; 2.7. Diffusion of innovation is a non-linear phenomenon; 2.8. As a consequence, models must deal with discontinuity; 2.9. Modern society favors a culture of earliness; 2.10. Keeping afloat with derivatives; 2.11. Make a journey to get from idea to market; 2.12. As old problems get new solutions, old markets get new products; 2.13. New problems that affect market issues. 2.13.1. New problem 1: superior technologies are no longer enough2.13.2. New problem 2: the growing number of new technologies leads to a new uncertainty; 2.13.3. Sharing knowledge is today's only power; 2.13.4. Time is only an equally shared resource; 2.13.5. The acceleration in technology change: how can it be measured?; 2.13.6. What to do in that context; 2.13.6.1. Attitude 1: anticipate demand; 2.13.6.2. Attitude 2: explore alternate scenarios of usage; 2.13.7. Illustration: the case of electronic commerce; Chapter 3. Understanding the Customer; 3.1. The changing role of the salesman. 3.2. Needs and wants in the future: how do we assess them?3.3. Some possible sources; Chapter 4. Business Models: the Engines of the New Economy; 4.1. The role of the salesman; 4.2. Purpose and value of a business model; 4.3. The notion of business modeling has evolved; 4.3.1. Evolution of business modeling over recent years; 4.3.2. Evolution of the underpinning value modeling; 4.3.3. An enlightened glimpse of turn-of-the-century dotcoms and their business models; 4.3.4. Consequences of the above evolutions; 4.3.5. Revisiting classical economy principles first. 4.3.6. Opening up to a 3D ternary view4.3.7. Some incidences of opening up to the 3D ternary view; 4.3.8. Deepening the discussion; 4.3.9. Evolving from the binary model; 4.3.10. Some conditions for the 3-tier movement; 4.3.11. Scoping the problem of business modeling; 4.3.11.1. Four generic components in business modeling; 4.3.11.2. The preemption of the virtual over the physical is only relative; 4.3.11.3. Four predictability attributes that business models may; 4.3.11.4. Four adjustable field attributes attached to any business model.
This book provides the basic models and methods for the profitable use and marketing of advanced technology. It provides a guide to developing and administering marketing plans, conducting market research, searching for and managing partners, tapping capital for innovation, scoping adequate pricing methods, managing intellectual property rights, and selling and distributing products and services. It also shows how to develop formatted business plans for investors.
9781118557655 1118557654 9781118617779 1118617770
High technology industries--Marketing.
BUSINESS & ECONOMICS--Distribution.
BUSINESS & ECONOMICS--Marketing--General.
High technology industries--Marketing
HC79.H53 / C67 2008
658.8
The marketing of technology intensive products and services : driving innovations for non-marketers / Patrick Corsi, Mike Dulieu. - London : Wiley, 2013. - 1 online resource (258 pages) - ISTE . - ISTE. .
4.3.11.5. Three generic archetypes for business modeling activity.
Includes bibliographical references and index.
Cover; The Marketing of Technology Intensive Products and Services; Title Page; Copyright Page; Table of Contents; Preface; Introduction and Overview; Part 1. Generating Value from Innovation; Chapter 1. The New Operating Context; 1.1. Where the future can be invented; 1.2. Understanding the new world; 1.3. From shortage of resources to a surplus of abundance; 1.4. Three economic eras, three marketing attitudes; Chapter 2. A Few Key Points a Technical Manager Should Know; 2.1. The only sure thing about innovation is that it is about change; 2.2. Change is about the organization itself. 2.3. What are they?2.4. The intimate relationship between innovation and competition; 2.5. To be good technically is valuable for the enterprise only if it is also good at marketing; 2.6. Marketing reinvents industry; 2.7. Diffusion of innovation is a non-linear phenomenon; 2.8. As a consequence, models must deal with discontinuity; 2.9. Modern society favors a culture of earliness; 2.10. Keeping afloat with derivatives; 2.11. Make a journey to get from idea to market; 2.12. As old problems get new solutions, old markets get new products; 2.13. New problems that affect market issues. 2.13.1. New problem 1: superior technologies are no longer enough2.13.2. New problem 2: the growing number of new technologies leads to a new uncertainty; 2.13.3. Sharing knowledge is today's only power; 2.13.4. Time is only an equally shared resource; 2.13.5. The acceleration in technology change: how can it be measured?; 2.13.6. What to do in that context; 2.13.6.1. Attitude 1: anticipate demand; 2.13.6.2. Attitude 2: explore alternate scenarios of usage; 2.13.7. Illustration: the case of electronic commerce; Chapter 3. Understanding the Customer; 3.1. The changing role of the salesman. 3.2. Needs and wants in the future: how do we assess them?3.3. Some possible sources; Chapter 4. Business Models: the Engines of the New Economy; 4.1. The role of the salesman; 4.2. Purpose and value of a business model; 4.3. The notion of business modeling has evolved; 4.3.1. Evolution of business modeling over recent years; 4.3.2. Evolution of the underpinning value modeling; 4.3.3. An enlightened glimpse of turn-of-the-century dotcoms and their business models; 4.3.4. Consequences of the above evolutions; 4.3.5. Revisiting classical economy principles first. 4.3.6. Opening up to a 3D ternary view4.3.7. Some incidences of opening up to the 3D ternary view; 4.3.8. Deepening the discussion; 4.3.9. Evolving from the binary model; 4.3.10. Some conditions for the 3-tier movement; 4.3.11. Scoping the problem of business modeling; 4.3.11.1. Four generic components in business modeling; 4.3.11.2. The preemption of the virtual over the physical is only relative; 4.3.11.3. Four predictability attributes that business models may; 4.3.11.4. Four adjustable field attributes attached to any business model.
This book provides the basic models and methods for the profitable use and marketing of advanced technology. It provides a guide to developing and administering marketing plans, conducting market research, searching for and managing partners, tapping capital for innovation, scoping adequate pricing methods, managing intellectual property rights, and selling and distributing products and services. It also shows how to develop formatted business plans for investors.
9781118557655 1118557654 9781118617779 1118617770
High technology industries--Marketing.
BUSINESS & ECONOMICS--Distribution.
BUSINESS & ECONOMICS--Marketing--General.
High technology industries--Marketing
HC79.H53 / C67 2008
658.8