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Full Description
Create market-focused strategies that make maximum use of your company's technologies
What separates the best from the rest among professional managers? The ability to constantly create, rethink, and revamp strategies by creating and applying powerful new concepts. But a major problem for managers in technology-intensive companies is how to successfully integrate their choice of technologies into competitive market strategies. Transforming New Technologies into Cash Flow develops and applies a simple but powerful new set of concepts to help managers in technology-intensive companies integrate their technology choices with marketing strategies that drive profits high and keep cash flowing.
This unique book helps managers map and plan new strategic paths that successfully integrate bundles of technologies, product functionalities, end-user segments, and market networks to create market-focused strategies and competitive differentiation. The book uses case examples and provides a Management Application Toolkit of simple and tested maps, worksheets, and interactive cash flow spreadsheets to connect strategic path choices to long-term net cash flow that results in real financial success.
Transforming New Technologies into Cash Flow examines:
a management process perspective
the importance of creating market focus
strategic paths; integrating technology choices
organizing management teams around strategic paths
major management problems with new technologies
strategic path mapping, analysis, and integration
managing the technology development and adoption processes
integrating strategic path bundles: managing transformation processes
creating powerful competitive differentiation
creating hot zones on strategic paths
driving cash flow with stategic paths
the critical role of pricing
and much more!
Transforming New Technologies into Cash Flow is an essential professional resource for senior and middle multifunction managers in technology-intensive companies, technical, R&D, and engineering managers, and managers in executive education workshops. This book is part of The Foundation Series in Business Marketing, which also includes Fundamentals of Business Marketing Research and Fundamentals of Business Marketing Education: A Guide for University-Level Faculty and Policymakers (Series Senior Editor: J. David Lichtenthal, PhD, MBA, Zicklin School, Baruch College, City University of New York).
Contents
Preface
Acknowledgments
Chapter 1. Overview of the Book
A Management Process Perspective
The Role of Tools and Concepts in Management Process
Applying Management Processes
The Concept of Strategic Paths: Strategic Bundles
Developing the Strategic Paths Concept: A Grounded Management Research Process
Identifying Major Generic Strategic Choices and Questions
The Management Literature
Identifying Strategic Interactions: Transformation Processes
Conceptualizing Success for New Technologies and Products
Development of the Management Application Toolkit
The Management Application Toolkit
Using the Book
Chapter 2. Strategic Paths: Reconceptualizing Market Focus
Introduction
Managers' Realities: New Technologies and Products
The Manager's Dilemma: Two Different Management Worlds
Major Management Problems
The New Technology Development-Adoption Gap
The Need for New Management Processes, Concepts, and Tools
Critical Questions for Managers
Chapter 3. Creating Focused Strategic Paths: Managing the Four Critical Bundles
Introduction
Strategic Paths As Complex Strategic Bundles
Technologies Competitive Space: Choice of Technologies Bundle
Production Functionalities Competitive Space: Choice of Functionalities Bundle
Market Networks Competitive Space: Choice of Market Networks Bundle
End-User Segments Competitive Space: The Segments Bundle
Why Are These Four Strategic Choices So Critical?
Critical Questions for Managers
Chapter 4. Managing Strategic-Path Transformation Processes: Creating Hot Zones
Introduction
The Six Critical Transformation Processes
Integrating the Strategic-Path Processes
Creating Hot Zones
Managing T1
Managing T2
Managing T3
Managing T4
Managing T5
Managing T6
Transformational Processes As Strategic Triggers
Critical Questions for Managers
Chapter 5. Driving Fast Strategic-Path Adoption Through Market Networks
Introduction
The Challenge of Slow Strategic-Path Adoption
Theory and Reality
Managing Complex Market Networks
Mapping Market Networks
Understanding Company Choice/Rejection Behavior
Market Network Customers: Four Generic Stages in the Choice/Rejection Process
Buyer Choice/Rejection: The Critical Questions
Key Buyer Characteristics in Choice/Rejection Behavior
Creating Buyer Choice and Competitive Rejection
Creating Competitive Positioning for Differentiation
Four Competitive Zones for Positioning and Differentiation
Creating Fast Adoption
Critical Questions for Managers
Chapter 6. Strategic Paths: Driving Net Cash Flow
Introduction
Creating Net Cash Flow with Strategic Paths
The Overarching Financial Objective
Positive Cash Flow Drivers
Negative Cash Flow Drivers
Evaluating a Strategic Path: Net Cash Flow Profiles
The Cash Flow Dynamic
An Ideal Scenario
The Critical Role of Pricing
Calculating Key Sensitivities in Positive Cash Flow
The Low Units Danger Zone
Exploring Sensitivities in Fixed Costs and Investments
The Critical Importance of Market Network Adoption Rates
Estimating Strategic-Path Cash Flows
Summary
Critical Questions for Managers
Chapter 7. Managing Strategic Paths: Creating Project and Transformation Teams
Introduction
Understanding the Competitive Power of Market Focus
The Need for Strategic-
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