Successful Development and
Commercialization of Technological
Innovation: Insights Based on Strategy
Type
S. F. Slater, J....
Techies
2,5%
EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS
Visionaries
(13,5%)
Pragmatists
(34%) Conservatives
(34%)
Skept...
EARLYMARKETSMAINSTREAMMARKETSLATEMARKETS
Strategic orientations of firms
Disruptive innovationTechnology
Performance
Technology A
Technology B
Time
A disruptive innovation is
an innovation that h...
How can industry leaders reinvent
themselves by developing and
successfully commercializing
disruptive innovations that ch...
Modifying the initial
marketing approach (which
was successful with early
adopters) so that
mainstream customers will
also...
Problems coming from innovator’s dilemma
and “crossing the chasm” issue are closely
related.
They both derive from the und...
Business must develop “contradictory
resources and capabilities” to be
successful in appealing a wide range of
customer ty...
Analyzers (and) Defenders
The tiranny of the served markets
EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS
Research tools f...
Research tools for high-tech markets
S. F. Slater, J. J. Mohr (2006) 23:31
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Presentation c

  1. 1. Successful Development and Commercialization of Technological Innovation: Insights Based on Strategy Type S. F. Slater, J. J. Mohr (2006) Journal of Product Innovation Management 23:26-33 Paper presentation Team C Francesco Clemente Marco D’Alonzo Alessandro Gemignani Federico Montagnani Rossella Sassu Pierluigi Smaldone
  2. 2. Techies 2,5% EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS Visionaries (13,5%) Pragmatists (34%) Conservatives (34%) Skeptics (16%) Segments of innovation adopters
  3. 3. EARLYMARKETSMAINSTREAMMARKETSLATEMARKETS Strategic orientations of firms
  4. 4. Disruptive innovationTechnology Performance Technology A Technology B Time A disruptive innovation is an innovation that helps create a new market and value network, and eventually disrupts an existing market and value network displacing an earlier technology.
  5. 5. How can industry leaders reinvent themselves by developing and successfully commercializing disruptive innovations that challenge their existing business models? The innovator’s dilemma
  6. 6. Modifying the initial marketing approach (which was successful with early adopters) so that mainstream customers will also embrace the new technology. Crossing the chasm EARLY MARKETS MAINSTREAM MARKETS LATE MARKET
  7. 7. Problems coming from innovator’s dilemma and “crossing the chasm” issue are closely related. They both derive from the underlying skill set the firm brings: - to its market strategy, - to its customer orientation. Insights from Market strategies
  8. 8. Business must develop “contradictory resources and capabilities” to be successful in appealing a wide range of customer types. Analyzers (and) Defenders Customer-led culture Proactive market-oriented culture Prospectors Strategy type and selection of target market
  9. 9. Analyzers (and) Defenders The tiranny of the served markets EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS Research tools for high-tech markets can reveal new pieces of information that may have impact on developing innovative products and services. A vision of future markets Prospectors Skills in customer orientation
  10. 10. Research tools for high-tech markets S. F. Slater, J. J. Mohr (2006) 23:31
  11. 11. Thank You!

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