Winning Market Leadership: Strategic Market Planning for Technology–Driven Businesses

Strategic 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.
Winning Market Leadership 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:Is targeted at managers in technology–intensive businesses such as computers, telecommunications, software, biotechnology, semiconductors, instruments, pharmaceuticals, and advanced materials.Focuses on the key issues and tough choices faced by executives in very demanding technology–intensive markets.Outlines 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.Features examples from high–tech companies such as Intel, Compaq, Hewlett–Packard, Glaxo Wellcome, and General Electric.Includes "Key Quest ions for Executives and Managers" at the end of each chapter that help eliminate "blind spots" in the planning process.
Winning Market Leadership 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&D; and project team leaders.

Spis treści:
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 Designated 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–Driven 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 Compare?
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.
Communi cating 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.

Nota biograficzna:
The authors are on the faculty of the Richard Ivey School of Business at The University of Western Ontario, Canada’s leading business school. They have worked as a team on school and private consulting initiatives for over a decade.
Adrian B. Ryans is Professor of Business Administration. He has served as Dean and Director of Executive Education, and has also taught at Stanford, INSEAD, and IMD. He has served as a marketing strategy and management development consultant to a number of leading companies around the world, including General Electric, Hewlett–Packard, Nortel Networks, IBM, Varian, Fluke, and National Semiconductor. He currently directs the American Electronics Association/Ivey Executive Marketing Program for executives in high–technology companies.
Roger A. More is Associate Professor of Business Administration and former Hewlett–Packard Professor of Marketing and New Technology. He has been a professor at the Harvard Business School, and taught at INSEAD and Penn State. A professional engineer and marketing planning and strategy consultant, his clients include General Electric, Nortel Networks, DuPont, Hewlett–Packard, Uddeholm Steel, and ICI.
Donald W. Barclay is George and Mary Turnbull Professor. He teaches Marketing Management and Sales Management and is Director, Marketing Management Program at Ivey. He has also taught at Thunderbird and at Memorial University, Newfoundland. Formerly with IBM in sales and national account positions, he now consults to clients such as 3M, Novartis, and the Royal Bank of Canada.
Terry H. Deutscher is Professor of Business Administration. During his time at the School, he has served as Associate Dean, Director of Research, and founding director of Ivey’s Executive MBA Program via video–conferencing. He has also held appointments at Cornell University, Ohio State University, the University of British Columbia, and IMD. His consulting clients include IBM, General Electric, Nortel Networks, Philips, and ICI.