The value of any technological innovation is only partly determined by what the tech-nology can do. A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Effective deployment strategies can reduce uncertainty about the product, lower resistance to switching from competing or substitute goods, and accelerate adoption.
Supply Chain Management Training in Powerpoint | By ex-McKinsey ConsultantsAurelien Domont, MBA
Supply Chain Management Training created in Powerpoint by ex-McKinsey Consultants.
Training including the 5 phases of Supply Chain Management: 1.Supply Chain Strategy, 2.Demand & Supply Chain Planning, 3.Sourcing & Procurement, 4.Manufacturing, 5.Logistics & Distribution.
Save hundreds of hours of work by downloading the full Powerpoint presentation available on this link: https://www.slidebooks.com/products/supply-chain-management-toolkit
Go to www.slidebooks.com to access the World's Best Business & Consulting Toolkits.
Join today the 100,000+ CEOs, Executives & Consultants using our Business & Consulting Toolkits to improve the revenue & efficiency of their Organization.
The Toolkits include Business Frameworks, Analysis Tools & Document Templates in Powerpoint & Excel created by Ex-McKinsey & Deloitte Management Consultants.
The Toolkits cover many Business areas such as: Strategy, Finance, Operations, Change Management, Project Management & Leadership.
Supply Chain Management Training in Powerpoint | By ex-McKinsey ConsultantsAurelien Domont, MBA
Supply Chain Management Training created in Powerpoint by ex-McKinsey Consultants.
Training including the 5 phases of Supply Chain Management: 1.Supply Chain Strategy, 2.Demand & Supply Chain Planning, 3.Sourcing & Procurement, 4.Manufacturing, 5.Logistics & Distribution.
Save hundreds of hours of work by downloading the full Powerpoint presentation available on this link: https://www.slidebooks.com/products/supply-chain-management-toolkit
Go to www.slidebooks.com to access the World's Best Business & Consulting Toolkits.
Join today the 100,000+ CEOs, Executives & Consultants using our Business & Consulting Toolkits to improve the revenue & efficiency of their Organization.
The Toolkits include Business Frameworks, Analysis Tools & Document Templates in Powerpoint & Excel created by Ex-McKinsey & Deloitte Management Consultants.
The Toolkits cover many Business areas such as: Strategy, Finance, Operations, Change Management, Project Management & Leadership.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
strategic practices of the of Keells Food Product PLC Tharushika Ruwangi
I am pleased to present strategic practices of the of Keells Food Product PLC on behalf of the Strategic Management module. By studying this report you would be able to understand the strategies used in the Keells Food Product PLC and how effective it has established within the Keells Food Product PLC.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
The ROI of Sales and Operations Planning (S&OP) MaturitySteelwedge
How far is your company on its Sales and Operations Planning maturity journey? Have you hit a brick wall? According to Gartner, nearly 70% of manufacturers are getting "stuck" at Stage 2 maturity: balancing supply and demand.
The vast majority of companies use Excel to power their S&OP. While no one ever abandons Excel, those who try to power through maturity with only Excel or a collection of disparate, unconnected solutions, usually hit a brick wall when it comes time to driving collaboration and scale in their plans.
Download the ROI of S&OP Maturity presentation to see how well your company is performing and learn how you can break through to S&OP maturity value.
For even more information, or to contact us, please visit http://www.steelwedge.com/
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
strategic practices of the of Keells Food Product PLC Tharushika Ruwangi
I am pleased to present strategic practices of the of Keells Food Product PLC on behalf of the Strategic Management module. By studying this report you would be able to understand the strategies used in the Keells Food Product PLC and how effective it has established within the Keells Food Product PLC.
Case Analysis |Altius Golf and the Fighter Brand|Anahit Babayan
Questions covered.
1. If Altius implements the Elevate strategy what are the risks to the brand and how can they be managed?
2. What sales result would you expect for each item in the line if Elevate is introduced?
A large part of the value of an innovation is determined by the degree to which people can understand it, access it, and integrate it within their lives. Deployment is not just a way for the firm to earn revenues from its innovations; deployment is a core part of the innovation process itself.
be checked against norms for the product category to see whether t.docxgarnerangelika
be checked against norms for the product category to see whether the concept appears to be a winner,
a long shot, or a loser. One food manufacturer rejects any concept that draws a definitely-would-buy
score lower than 40 percent.
Conjoint Analysis Consumer preferences for alternative product concepts can be measured
with conjoint analysis, a method for deriving the utility values that consumers attach to varying
levels of a product’s attributes.85 Conjoint analysis has become one of the most popular conceptdevelopment
and testing tools. For example, Marriott used it to design its Courtyard hotel concept.86
With conjoint analysis, respondents see different hypothetical offers formed by combining varying
levels of the attributes and rank them. Management can then identify the most appealing offer and
its estimated market share and profit. In a classic illustration, academic research pioneers Green and
Wind used this approach in connection with developing a new spot-removing, carpet-cleaning agent
for home use.87 Suppose the new-product marketer is considering five design elements:
• Three package designs (A, B, C—see Figure 15.4)
• Three brand names (K2R, Glory, Bissell)
• Three prices ($1.19, $1.39, $1.59)
• A possible Good Housekeeping seal (yes, no)
• A possible money-back guarantee (yes, no)
Although the researcher can form 108 possible product concepts with these five elements (3 × 3 × 3 × 2 × 2), it
would be too much to ask consumers to rank them all from most to least preferred. A sample of, say, 18 contrasting
product concepts is feasible.
The marketer now uses a statistical program to derive the consumer’s utility functions for each of the five attributes
(see Figure 15.5). Utility ranges between zero and one; the higher the utility, the stronger the consumer’s
preference for that level of the attribute. Looking at packaging, package B is the most favored, followed by C and
then A (A has hardly any utility). The preferred names are Bissell, K2R, and Glory in that order. The consumer’s
utility varies inversely with price. A Good Housekeeping seal is preferred, but it does not add that much utility and
may not be worth the effort to obtain it. A money-back guarantee is strongly preferred.
The consumer’s most desired offer is package design B, brand name Bissell, priced at $1.19, with a Good
Housekeeping seal and a money-back guarantee. We can also determine the relative importance to this consumer
of each attribute—the difference between the highest and lowest utility level for that attribute. The greater the
PAGES 475-480
Business-Goods Market Testing Business goods can also benefit from market testing. Expensive
industrial goods and new technologies will normally undergo alpha and beta testing.100 During beta testing, the
company’s technical people observe how customers use the product, a practice that often exposes unanticipated
problems of safety and servicing and alerts the company to customer training and servicing requirements..
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination
Delivering more effective marketing through the right technologyJeffrey Evans
ADMA Whitepaper looks at;
What comprises the technology stack
How to define the stack for your organisation
How planning ahead can help drive successful implementation
Choosing the best way of implementing your technology stack
Future developments in products and providers
Addressing the skills gap
Conclusions for marketers
1- Background and ProblemThere is a regional clothing store c.docxjeremylockett77
1- Background and Problem:
There is a regional clothing store chain that has 8 different locations in the northeast. They have the traditional technologies expected for this type of store (point of sale system, inventory, etc.).
The clothing store chain has been doing well, but has seen a decrease in their sales over time. This is typical of all similar stores, with the popularity of online shopping. The store is really well known for customer service and their products, so they have not been hit quite as hard as others and is not on the verge of bankruptcy. Even with that, there is a need to look at solutions for increasing their revenue.
The store has decided that one of the things they want to do to increase sales is to invest in technology. They are not interested in necessarily changing out their existing systems though. What they want to do is invest in a technology that will help give them a solid competitive advantage compared to other similar brick and mortar stores, as well as all of the technologies that online stores take advantage of.
The primary requirements for this product are:
1. The technology needs to support multiple store locations and allow syncing so that customers have the same experience in any location
2. The solution should help support their sales by providing them with an advantage over other brick and mortar stores
3. The solution should be easily implemented in terms of any employee or customer interactions
4. Depending on what the solution will be working with in terms of data, there could be security concerns
Instead of developing a solution in-house, the regional clothing store has decided to acquire and integrate a solution. The solution may be a single product or an effort that integrates multiple products with minimal additional effort required for integration to minimize cost.
2- AS AN INNOVATION ON MY PREVIOUS PROJECT-1, I HAVE CHOSEN “Business Website” FOR “Background and Problem:”
Business Website
It is easy to set up a business website because it requires a computer and a specialist. It benefits both the consumer and the seller in different ways. The seller is able to reach as many people as possible, therefore having a high chance of gaining more customers. The customers have access to information about the products they are interested in and can even order for them and thus saving them a lot time and resources which would have been wasted if they had gone to the store physically. It is a platform which can attract stakeholders due to its ability to be accessed by anyone from anywhere. It is a cost-effective solution which should be adopted by the clothing store chain.
Selection
The company should adopt the business website other than the other two trends. Creating a website is less expensive than buying a HRIS software or adopting machine learning. A business should select an innovative technological trend which will not incur the business a lot of expenses. It also takes a short time to design ...
Chapter 12 managing new product development teamsMuhammad Anang
New product development often requires activities that are the responsibility of dif-ferent departments
within the organization. To facilitate coordination and cooperation across division boundaries,
many organizations create cross-functional new product development teams to lead and manage
the development process for the project.
Capital Rationing is the allocation of a finite quantity of a resource over different possible uses. Many firms use a form of capital rationing in formulating their new product development plans. Under capital rationing, the firm sets a fixed research and development budget (often some percentage of the previous year’s sales), and then uses a rank ordering of possible projects to determine which will be funded.
Chapter 3 types and patterns of innovationMuhammad Anang
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
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2. OVERVIEW
The value of any technological innovation is only partly
determined by what the tech-nology can do. A large part of
the value of an innovation is determined by the degree to
which people can understand it, access it, and integrate it
within their lives. Effective deployment strategies can
reduce uncertainty about the product, lower resistance to
switching from competing or substitute goods, and
accelerate adoption. Ineffective deployment strategies can
cause even brilliant techno-logical innovations to fail. we
will cover five key elements of the deployment process in
this chapter: launch timing, licensing and compatibility,
pricing, distribution, and marketing.
3. LAUNCHTIMING
As illustrated by the video game industry,
the timing of the product launch can be a
significant part of a company’s deployment
strategy. the focus here is on how a firm can use
timing as a deployment strategy.
4. Strategic
LaunchTiming
Generally, firms try to decrease their development
cycles in order to decrease their costs and to increase
their timing of entry options, but this does not imply that
firms should always be racing to launch their products as
early as possible. The role of each of these tactics is
illustrated in the video game industry.Nintendo, Sony, and
Microsoft all took advantage of seasonal effects by introduc-
ing their consoles shortly before Christmas so that the
hype of the consoles’ launch would coincide with the
Christmas buying season. The majority of video game con-
soles are sold in December. By launching their
consoles close to December, firms could target their
advertising for this time and leverage the free publicity
that sur-rounded a console’s launch such as press
releases announcing the introduction and external
product reviews.
5. Optimizing Cash
Flowversus
Embracing
Cannibalization
A second key point about timing of entry is also illustrated in
the video game industry. For firms introducing a next
generation technology into a market in which they already
compete, entry timing can become a decision about
whether and to what degree to embrace cannibalization.
Traditionally, research on product life cycles has empha-
sized the importance of timing new product introduction so
as to optimize cash flows or profits from each generation
and minimize cannibalization. If a firm’s current product
is very profitable, the firm will often delay introduction
of a next genera-tion product until profits have begun to
significantly decrease for the current product.
6. LICENSING ANDCOMPATIBILITY
making a technology more open (i.e., not
protecting it vig-orously or partially opening the
technology through licensing) could speed its
adop-tion by enabling more producers to
improve and promote the technology and
allowing complementary goods developers to
more easily support the technology. However,
making a technology completely open poses
several risks. First, if a firm completely opens its
technology, other producers may drive the price
of the technology down to a point at which the
firm is unable to recoup its development
expense. But Nintendo’s highly restrictive
licensing policies for its 8-bit system made
games developers eager to give their support to
the first rival that appeared viable.
7. PRICING
Pricing is a crucial element in the firm’s
deployment strategy. Price simultaneously
influences the product’s positioning in the
marketplace, its rate of adoption, and the firm’s
cash flow. One common pricing objective is to
maximize current profits. Under this pricing
strategy, the firm first estimates costs and
demand and then sets the price to maximize
cash flow or rate of return on investment.
The high price may signal the market that
the new product is a significant innovation that
offers a substantial performance improvement
over previously available products. The high
price can also help the firm recoup initial
development expenses, assuming there is also
high initial demand. However, high initial prices
may also attract competitors to the market and
can slow adoption of the product.
8. DISTRIBUTION
• Selling Direct versus Using Intermediaries
• Strategies for Accelerating Distribution
o Alliances with Distributors
o Bundling Relationships
o Contracts and Sponsorship
o Guarantees and Consignment
9. SellingDirect
versusUsing
Intermediaries
Firms can sell their products directly to users through
their direct sales force or an online ordering system or
mail-order catalog. Alternatively, firms can use intermediar-
ies such as manufacturers’ representatives, wholesalers,
and retailers. however, selling direct can be impractical or
overly expensive. Inter-mediaries provide a number of
important services that can make distribution more
efficient. In general, manufacturers prefer to sell large
quantities of a limited number of items, while
customers prefer to buy limited quantities of a large
number of items. Wholesalers and retailers can pool large
orders from a large number of manufacturers and sell a
wider range of goods in small quantities to customers.
10. Strategiesfor
Accelerating
Distribution
When the industry is likely to select a single technology as
the dominant design, it can be very important to deploy
the technology rapidly. Rapid deployment enables the
technology to build a large installed base and encourages
the developers of comple-mentary goods to support the
technology platform. The firm can use a variety of strategies
to accelerate distribution, such as forging alliances with
distributors, creating bundling relationships, sponsoring or
contracting with large customer groups, and providing sales
guarantees.
11. Allianceswith
Distributors
Firms introducing a technological innovation can use
strategic alliances or exclusivity contracts to encourage
distributors to carry and promote their goods. By providing a
distributor a stake in the success of the new technology, the
firm may be able to persuade the distributor to carry and
promote the new technology aggressively. Firms that
already have relationships with distributors for other goods
are at an advantage in pursuing this strategy; firms without
such relationships may need to cultivate them, or even
consider forward vertical integration to ensure that their
product is widely available.
12. Bundling
Relationships
Firms can also accelerate distribution of a new technology
by bundling it with another product that is already in wide
use. Once customers acquire the new product in tandem
with something else that they already use, switching costs
may prevent customers from changing to a different
product, even if the different product might have initially
been preferred. As customers become familiar with the
product, their ties to the technology (for instance, through
the cost of training) increase and their likelihood of choosing
this technology in future purchase decisions may also
increase. for example, Conner Peripherals (whose disk
drives were bundled with Compaq’s personal computers),
Microsoft’s MS-DOS (whose initial bundling with IBM led to
bundling arrangements with almost all PC clone makers and
also facilitated the later bundling of Windows with PCs), and
Microsoft’s Internet Explorer (which gained a larger installed
base through a bundling arrangement with America Online,
one of the largest Internet providers in the United States).
13. Contractsand
Sponsorship
Firms can also set up contractual arrangements with
distributors, complementary goods providers, and even
large end users (such as universities or government
agencies) to ensure that the technology is used in
exchange for price discounts, special service con-tracts,
advertising assistance, or other inducements.
14. Guaranteesand
Consignment
If there is considerable market uncertainty about the new
product or service, the firm can encourage distributors to
carry the product by offering them guarantees (such as
promising to take back unsold stock) or agreeing to sell the
product on consignment. If complementary goods producers
are reluctant to support the technology, the firm can
guarantee particular quantities of complementary goods
will be pur-chased, or it can provide the capital for
production, thus bearing the bulk of the risk of producing
complementary goods for the technology. The
complementary goods producer may still have forfeited
time or effort in producing goods that may not have a long-
term market, but its direct costs will be less at risk
15. MARKETING
The marketing strategy for a technological
innovation must consider both the nature of the
target market and the nature of the innovation.
Major marketing methods are briefly
reviewed next, along with how marketing
can be tailored to particular adopter categories.
Also explored is how marketing can shape
perceptions and expectations about the
innovation’s installed base and availability of
complementary goods
16. Major Marketing Methods
The three most commonly used marketing
methods include
• Advertising
• Promotions
• Publicity / Public relations
17. Advertising
Many firms use advertising to build public awareness of
their technological innova-tion. Doing so requires that the
firm craft an effective advertising message and choose
advertising media that can convey this message to the
appropriate target market. Too much focus on one or the
other can result in advertisements that are memorable
but convey little about the product, or advertise-ments that
are informative but quickly lose the audience’s attention.
Many firms hire an advertising agency to develop and test
an advertising message.The media used are generally
chosen based on their match to the target audience, the
richness of information or sensory detail they can convey,
their reach (the number of people exposed), and their
cost per exposure. Some of the advantages and disad-
vantages of various advertising media are provided
18. Promotions
Firms can also use promotions at the distributor or customer
level to stimulate pur-chase or trial. Promotions are usually
temporary selling tactics that might include:
Offering samples or free trial.
Offering cash rebates after purchase.
Including an additional product (a “premium”) with
purchase.
Offering incentives for repeat purchase.
Offering sales bonuses to distributor or retailer sales
representatives.
Using cross-promotions between two or more
noncompeting products to increase pulling power.
Using point-of-purchase displays to demonstrate the
product’s features.
19. Publicityand
PublicRelations
Many firms use free publicity (such as articles that appear in
a newspaper or magazine about the company or its product)
to effectively generate word of mouth. Other firms rely on
internally generated publications (e.g., annual reports, press
releases, articles written by employees for trade magazines
or other media) to reach and influence target markets. Viral
marketing is an attempt to capitalize on the social networks
of individuals to stimulate word-of-mouth adver-tising.
Information is sent directly to a set of targeted
consumers (a process called “seeding”) that are well-
positioned in their social networks in some way (e.g.,
they may be “hubs” in that they have many more
friends than others, or may have high potential for
opinion leadership). Tujuannya adalah untuk memicu
penyebaran informasi yang cepat melalui jejaring sosial,
yang mirip dengan epidemi virus. Strategi semacam itu
memanfaatkan fakta bahwa orang mungkin lebih reseptif
terhadap, atau memiliki kepercayaan yang lebih besar
pada, informasi yang datang melalui kontak pribadi.
20. Tailoring theMarketing Plan to
Intended Adopters
innovations tend to diffuse through the
population in an s-shape pattern whereby
adoption is initially slow because the technology
is unfamiliar; it then accelerates as the
technology becomes better understood and
utilized by the mass market, and eventually the
market is saturated so the rate of new adoptions
declines. To market to the early majority, on the
other hand, requires that the company commu-
nicate the product’s completeness, its ease of
use, its consistency with the customer’s way of
life, and its legitimacy. For this market segment,
detailed technical information is not as important
as using market channels with high reach and
high credibility.
21. UsingMarketing toShape
Perceptions and Expectations
when distributors and customers are
assessing the value of a technological
innovation, they are swayed not only by
evidence of the innovation’s actual value, but
also by their perception of the innovation’s value
and their expectations for its value in the future.
Advertising, promotions, and publicity can play a
key role in influencing the market’s perceptions
and expectations about the size of the
installed base and the availability of
complementary goods. The firm can also shape
expectations about the future of the technology
by signaling the market (including distributors,
end users, manufacturers of complementary
goods, and perhaps even other potential
contenders for the new standard) that this is a
battle it intends to win and is capable of winning.
22. Preannouncem
entsandPress
Releases
A firm that aggressively promotes its products can
increase both its actual installed base and its perceived
installed base. Even products that have relatively small
installed bases can obtain relatively large mindshares
through heavy advertising. Since per-ceived installed
base may drive subsequent adoptions, a large
perceived installed base can lead to a large actual
installed base. Such a tactic underlies the use of
“vaporware”—preadvertised products that are not actually
on the market yet and may not even exist—by many
software vendors.
23. Reputation
When a firm is poised to introduce a new technological
innovation, its reputation for both technological and
commercial competence will critically influence the market’s
expectation about its likelihood of success. Customers,
distributors, and comple-mentary goods producers will use
the firm’s track record for technological innovation as an
indicator of the new product’s functionality and value. The
firm’s prior commer-cial success acts as an indicator of the
firm’s ability to build and manage the necessary support
network around the new technology (distribution,
advertising, alliances) to create the necessary momentum
in the installed base–complementary goods cycle.
24. Credible
Commitments
A firm can also signal its commitment to an industry
by making substantial invest-ments that would be difficult
to reverse. For example, it was well publicized that Sony
spent more than $500 million developing the PlayStation, in
addition to manufacturing the system and establishing an in-
house games development unit. By contrast, 3DO’s
cumulative research and development costs at the launch of
its multiplayer were less than $37 million, and the company
utilized a strategy whereby all console and game production
was performed by third parties. Thus, 3DO may not have
signaled the mar-ket that it had enough confidence in the
platform to bear the brunt of the capital risk.