Программа дисциплины «Маркетинг и инновации»




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Национальный исследовательский университет «Высшая школа экономики»

Программа дисциплины «Маркетинг и инновации»

для направления 38.04.02. «Менеджмент» подготовки магистра





National Research University Higher School of Economics

Nizhny Novgorod
Faculty of Management

Course Syllabus
Marketing of High-Technology Products and Innovations”

38.04.02. – Management

Master Program in Marketing

Prepared by:

dfomenkov@hse.ru

ConfirmedbyMarketing Department«___»____________ 2014г.

Head of Marketing Department Fomenkov Denis _____________________
Recommended by Faculty of Management «___»_____________ 2014г.

Dean Kuznecova Julia _________________________


Approvedby UMS NRU HSE – Nizhny Novgorod «22» September 2014г.

Chairman Prof. Petruhin Nicolaj ______________________



Niznny Novgorod, 2014
Course Description
Innovations are becoming the main source of sustainable competitive advantage for companies around the world. As marketing science deals with competitive advantage it should provide solid framework for innovations. Course “Marketing and Innovations” provides comprehensive understanding of innovations from marketing science perspective. The course is for students that are interested in commercialization of innovations both in small entrepreneurial companies and large corporations. It’s heavily based on cases taken from different high-tech industries and cover such areas as classification of innovations from marketing perspective, NPD models, opportunity development, feasibility study, strategic market planning in high-tech firms, barriers to R&D-marketing collaboration, technology and product management, adoption and diffusion of innovations, factors affecting adoption of innovation, aligning market research with type of innovation and so on. This course will help students avoid serious marketing mistakes in commercialization of innovations and maximize marketing input at every stage of innovation process.
Course outcomes
The main objective of the course is to provide students with contemporary marketing knowledge that allows them to make reasonable and appropriate marketing-related decisions in context of new product development and commercialization of innovations. Upon completion, students should be able to apply marketing tools and concepts to develop and deliver successful marketing strategies required for innovative new products and services.

Student Outcomes and Competencies
At the completion of the course requirements, the student will be able to:


  • Discuss the role and contributions of marketing within innovation process in organizations;

  • Define the basic vocabulary appropriate to the field of high-tech marketing and marketing of innovations;

  • Describe the relationship between marketing and other major business activities in new product development;

  • Develop and deliver marketing strategies for innovations;

  • Develop feasibility study for new products and technologies;

  • Apply appropriate marketing research methods for analyzing new markets;

  • Develop integrated marketing communication campaign for new products;

  • Develop marketing plan for innovation;

  • Distinguish among different types of innovations;

  • Set appropriate price on new products;

  • Understand factors that influence consumer adoption process;

  • Identify the model of innovation process within organization.

At the completion of the course requirements, the student will have the following competences


Competence

Type of competence

Descriptors


Forms and methods of studying assisting in acquiring and developing competences


Способен находить и оценивать новые рыночные возможности, формировать и оценивать бизнес-идеи, разрабатывать бизнес-планы создания нового бизнеса

ПК-25

Be able to recognize entrepreneurial opportunities and apply knowledge and skills to exploit them for opening new businesses.

Conventional lectures and expository lessons.Workshops. Case-studieson marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способен организовать многостороннюю (в том числе, межкультурную) коммуникацию и управлять ею


СК-7

Beabletoworkinmulticulturalprojectteam, showknowledgeofculturalpeculiarities; have capable oral communication skillstoprovehis/herpointofview, estimateandinterpretfeedback.



Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способен к осознанному выбору стратегий межличностного взаимодействия


ПК-4

Show teamwork skills; apply appropriate methods and means to actual situations for making decisions and estimation of commercial and technological risks.



Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способен выявлять и формулировать актуальные научные проблемыв области менеджмента, обобщать и критически оценивать результаты, полученные отечественными и зарубежными исследователями по избранной теме

ПК-10

Beabletodemonstratetheknowledgeofcontemporaryproblemsandtrendsinmarketinginnovationsandmost recentresultsofresearches.


Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способенвыявлять данные, необходимые для решения поставленных исследовательских задач в сфере управления; осуществлять сбор данных, как в полевых условиях, так и из основных источников социально-экономической информации: отчетности организаций различных форм собственности, ведомств и т.д., баз данных, журналов, и др., анализ и обработку этих данных, информацию отечественной и зарубежной статистики о социально-экономических процессах и явлениях

ПК-11

Beabletodefinedatanecessarytoestimateinnovation. Be able to apply appropriate methods to collect and analyze data for making judgments about market potential of new product.


Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способен разрабатывать корпоративную стратегию, стратегию бизнеса и функциональные стратегии организации


ПК-21

Be able to apply marketing tools to analyze and develop corporate strategy which cover such fields as product portfolio management, new product development and launch of new products. Be able to demonstrate the knowledge of marketing interaction with other functions in organization in new product development process.

Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Способен выявлять данные, необходимые для решения поставленных управленческих и предпринимательских задач; осуществлять сбор данных и их обработку

ПК-26

Be able to recognize type of innovation and prove implementation of different methods for marketing analysis. Be able to forecast sales of new product and deeply analyze demand on innovation. Be able to conduct analysis of competitors.

Conventional lectures and expository lessons.Workshops. Case-studies on marketing innovations issues. Seminars.Group exercises and projects.Games and simulations.Roleplay. Self-helpgroups. Class discussions. Guest lectures.


Topics covered




Topic

Sum

Duration (hours)

Unassisted preparation for classes

Lectures

Practical training and workshops

1st year

1

Review of Russian Innovation System.

Assignment №7.

18

2

4

12

2

Types of Innovations From Marketing Science Perspective and Common Characteristics of High-Tech Environment.

Assignments №1, 8.

18


2

4

12

3

Models of Innovation Process, New Product Development and Cross-Functional Interaction.

Assignments №2,3,9.

18


2

4

12

4

«Stage-Gate» approach to NPD

18

2

2

14

5

Partnerships and Strategic Alliances in New Product Development.

Assignments №4.

18


2

4

12

6

Marketing Research and Innovations.

Assignment №5.

18


2

2

14

7

Consumer Behavior, Segmentation and Adoption Process.

Assignment №12.

18

2

2

14

8

Technology and Product Management.

Assignments №13,14.

18

2

2

14

9

Marketing Communications For Innovations.

Assignment №15.

18

2

2

14

10

Sales, Distribution Channels and Supply Chain Management in High-Tech Markets.

Assignment №16.

18

2

2

14




Всего

180

20

32

118

2nd year



1

Strategic Market Planning in High-Tech Firms and Corporate Culture.

Assignments №10,11.

12

4

4

4

2

Competitive Analysis and Pricing Considerations.

Assignment №6.

16

6

6

4

3

Business Models

20

6

6

8

4

Montreaux Chocolate Case-study

10

4

4

2

5

Facebook Case-study

16

4

4

8

6

Bluefin Labs: The Acquisition by Twitter Case-study

16

4

4

8

7

TaKaDu Case-study

16

4

4

8

8

Bitmaker Labs: Innovation on Hold Case-study

10

2

4

4

9

Proteus Biomedical: Making Pigs Fly Case-Study

10

4

4

2




Всего

126

38

40

48


Outline of Lectures and Readings
1.Review of Russian Innovation System.
Key Issues


  • Innovation, Theoretical Conception, Technical Invention, Commercial Exploitation.

  • ScienceandTechnologyBase in Russia. TechnologicalDevelopments. NeedsofMarket.

  • IMAQatKyushu University.

  • Global Trends (Russia, China, Brazil, India, Vietnam, Cambodia, Bangladesh, Indonesia).

  • Russia’s Current Innovation Policy Spaceand Advanced Country’s Archetypical Innovation Policy Space.

  • Size Structure of Firms in Russia.

  • R&D Personnel by Occupation inRussia and Selected Countries.

  • Scientific Publications and Co-Authored Articles inRussia and Selected Countries.

  • Levels of Innovativeness in the Regions of Russia.

  • World Development Indicators (Russia And Selected Countries).

Readings



  1. Shahid Yusuf, Kaoru Nabeshima (2012) Some Small CountriesDo It BetterRapid Growth and Its Causes inSingapore, Finland, and IrelandThe World Bank (Chapter 2. How Sifire Compressed Development, Chapter 3. Elements of a Learning Economy).

  2. OECD (2011), OECD Reviews of Innovation Policy: Russian Federation 2011, OECD Publishing.http://dx.doi.org/10.1787/9789264113138-en (Overall assessment and recommendations, Chapter 1. Economic performance and framework conditions for innovation, Chapter 2. Innovation actors).

  3. Raj M. Desai, Itzhak Goldberg (2008) Can Russia Compete?Brookings Institution Press

  4. Arr, Austin (2012) Are Accelerators Losing Speed? Fast Company. Sep2012, Issue 168, p51-56.



2.Types of Innovations from Marketing Science Perspective and Common Characteristics of High-Technology Environment.
Key Issues

  • TypesofInnovations: ProductInnovation, ProcessInnovation, OrganizationalInnovation, ManagementInnovation, Production Innovation, Commercial and Marketing Innovation, Service Innovation.

  • Market-Pull Innovations and Technology-Push Innovations.

  • IncrementalandRadicalInnovations.

  • ProductVersusProcessInnovations. ArchitecturalVersus Component Innovations. Sustaining Versus Disruptive Innovations. Difference Between Breakthrough And Disruptive Innovation.

  • Do Different Types of Innovation Rely on Specific Kinds of Knowledge Interactions?

  • Base of The Pyramid Strategies.

  • The Contingency Model for Hi-Tech Marketing. Examples of Implications of Contingency Theory.

  • Common Characteristics of High-Tech Environment. MarketUncertainty. TechnologicalUncertainty. Competitive Volatility.

  • FUD Factor: Consumer Fear, Uncertainty, and Doubt.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter 1. Introduction to the World of High-Technology Marketing)

  2. Franz Todtling,Patrick Lehner, Alexander Kaufmann (2009), Do Different Types of Innovation Rely on Specific Kinds of Knowledge Interactions? Technovation 29, pp. 59–71

  3. Gerard J. Tellis, Jaideep C. Prabhu, & Rajesh K. Chandy (2009) Radical Innovation Across Nations:The Preeminence of Corporate Culture, Journal of Marketing Vol. 73 (January 2009), 3–23

  4. Song, X.M.,Montoya-Weiss,M.M. (1998) Critical Development Activities for Really New Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.



3.Models of Innovation Process, New Product Development and Cross-Functional Interaction
Key Issues

  • The Market-Based View and the Resource-Based View on Innovation.

  • Linear Models (Technology Push, Market Pull). Simultaneous Coupling Model. Interactive Model. Network Model. Open Innovation Concept.

  • Three Phases of New Product Development Process: Idea Phase (Idea Generation and Screening), Concept Phase (Concept Development, Concept Testing, Business Analysis), Launching Phase.

  • Idea Phase:Problem Solution, Lateral Thinking, Mind Mapping, Brainstorming, Morphological Analysis, Synectics.

  • Dimensions of A Market Orientation.

  • New Product Development Teams. The Effectiveness of Cross-Functional Teams.

  • R&D – Marketing Interaction. Barriers to R&D – Marketing Collaboration. Different Orientations Between R&D and Marketing Personnel. Achieving R&D – Marketing Integration. Assessing the Degree of R&D – Marketing Integration.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter 4, Market Orientation and Cross-Functional Interaction)

  2. Holger Ernst, Wayne D. Hoyer, & Carsten Rübsaamen (2010),Sales,Marketing, and ResearchandDevelopment Cooperation AcrossNew Product Development Stages:Implications for Success, Journal of Marketing, Vol. 74 (September 2010), 80–92

  3. Yu-An Huanga, Hsien-JuiChungb, ChadLin (2009), R&D Sourcing Strategies:Determinantsand Consequences, Technovation29, 155–169

  4. Ruth Maria Stock & Nicolas Andy Zacharias (2011), Patterns and Performance Outcomes of Innovation Orientation, Journal of the Academy of Marketing Science

  5. Song, X.M.,Montoya-Weiss,M.M.(1998), Critical Development Activities for Really New Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.

  6. Griffin, A., Hauser, J.R. (1996), Integrating R &D and Marketing: AReview and Analysis of the Literature, Journal of Product Innovation Management, 13 (3), pp. 191-215.

  7. Cooper, R.G., Kleinschmidt, E.J. (1995),Benchmarking The Firm's Critical Success Factors in New Product Development, The Journal Of Product Innovation Management 12 (5), pp. 374-391


4. «Stage-Gate» Approach to NPD
Key Issues

  • What is Stage-Gate?

  • Seven Goals of a New-Product Idea-to-Launch System

  • Discovery – The Quest for Breakthrough Ideas

  • The Front-End Work – From Discovery to Development

  • Picking the Winners – Investing in the Right Projects

  • Development, Testing, and Launch

  • Implementing Stage-Gate

Readings



5.Partnerships and Strategic Alliances in New Product Development
Key Issues

  • Partnerships at Apple.

  • Some Characteristics of a Knowledge-Based Economy.

  • Types of Partnerships.

  • Vertical Partnerships. Relationships With Suppliers. Supplier-OEM Vertical Relationship. Early Supplier Involvement (ESI). Relationships With Channel Members. RelationshipsWithCustomers.

  • Horizontal Partnerships. Complementary Alliances. Competitive Alliances. Industry Consortium.

  • Reasons for Partnering Across the Stages of the Product Life Cycle.

  • Setting Industry Standards Strategies. Licensing and OEM Agreements. Strategic Alliances. DiversificationintoComplementaryProducts. Aggressive Product Positioning.

  • Drawbacks of a Licensing Strategy.

  • Three Factors Helps a Firm Decide Which Strategy to Pursue. Barriers to Imitation. A Firm's Skills and Resources. The Existence of Capable Competitors.

  • Partnership and Entry Strategies in Foreign Markets.

  • Joint Ventures in China.

Reading


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter 5 Partnership, Alliances, and Customer Relationships Partnerships and Strategic Alliances)

  2. Kumar, S.,Snavely,T. (2004) OutsourcingandStrategicAlliances for Product Development: a Case ofBantaDigitalGroup.Technovation24 (12), 1001–1010.

  3. Orly Yeheskel Oded Shenkar. Avi Fiegenbaum, and Ezra Cohen (2001), Cooperative Wealth Creation: Strategic Alliances in Israeli Medical-Technology Ventures, Academy OfManagement Executive,Vol. 15.

  4. Zhao, Y.,Calantone,R.J., (2003), The Trend Toward Outsourcing in New Product Development: Case Studies in Six Firms. International Journal of Innovation Management, Vol.7(1), pp.51–66.


6.MarketingResearchandInnovations
Key Issues

  • Market Research Expenditures & Market Research Staffing.

  • AligningMarketResearchwithTypeofInnovation.

  • Marketing Research Constrained by User Experience. The Effect of Prior Experience on Users’ Ability to Generate Or Evaluate Novel Products.Similarity-Dissimilarity Ranking.

  • Lead Users. Analyzing Lead User Data. Projecting Lead User Data onto the General Market of Interest.

  • Customer Visits. ElementsofEffectiveCustomerVisitPrograms.

  • InsightsFromEmpathicDesign. Process to Conduct Empathic Design.

  • Steps in the Lead User Process.

  • Conjoint Analysis.

  • Quality Function Deployment. Implementation of Quality Function Deployment.

  • Biomimicry.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter6 Marketing Research in High-Tech Markets).

  2. Roberto Verganti (2011) How Companies Can Systematically Create Innovations That Customers Don’t Even Know They Want, Harvard Business Review, October, pp. 114-120

  3. Eric Von Hippel (1986), Lead Users: A Source of Novel Product Concepts, Management Science, Vol.32, No.7

  4. Hoeffler,.S (2003), Measuring Preferences for Really New Products, Journal of Marketing Research,Vol.40, No.4, pp. 406–420

  5. Page A. L., Rosenbaum, H.F (1992), Developing an Effective Concept-Testing Program for Consumer Durables, Journal of Product Innovation Management, Vol.9, No.4, pp. 267–277.

  6. Peng, L. Finn, A (2008), Concept Testing: the State of Contemporary Practice, Marketing Intelligence and Planning, Vol.26, No.6, Pp. 649–674.



7.Consumer Behavior, Segmentation and Adoption Process.
Key Issues

  • Issues in Understanding High-Tech Customers.

  • Design Thinking Factors.

  • Adoption and Diffusion of Innovations.

  • Factors Affecting Adoption of Innovation. Relative Advantage. Compatibility. Complexity. Trialability. Ability to Communicate Product Benefits. Observability.

  • Categories of Adopters. Innovators. Early Adopters. Early Majority. Late Majority. Laggards. Crossing the Chasm. Identify a Beachhead. Inside the Tornado.

  • Innovation-DrivenSegments. Market-DrivenSegments.

  • Customer Migration Decisions.

  • Consumers’ Paradoxical Relationships with Technology And Unintended Consequences.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter7 Understanding High-Tech Customers).

  2. Daniel Yankelovich and David Meer (2006) Rediscovering Market Segmentation, Harvard Business Review, February, pp.122-131

  3. Segmenting When It Matters, Business Strategy Review Spring 2010, pp. 46-49.

  4. Jill Avery and Thomas Steenburgh (2012), Target the Right Market. A software company debates its strategic focus, Harvard Business Review, October, pp.119-123.

  5. Arun Lakshmanan & H. Shanker Krishnan (2011), The Aha! Experience: Insight andDiscontinuous Learning inProduct Usage, Journal of Marketing, Vol. 75 (November 2011), 105–123

  6. Cameron Philip (2007), Innovation and new product development: Sky+, a mini case study, The Marketing Review, 2007, Vol. 7, No. 4, pp. 313-323.

  7. Jacob Goldenberg, Sangman Han, Donald R. Lehmann, & Jae Weon Hong (2009), The Role of Hubs in the Adoption Process, Journal of Marketing, Vol. 73 (March), pp. 1–13.


8.Technology and Product Management.
Key Issues

  • Technology Mapping.

  • Technology Identification. Patent Data Analysis. Use of a Matrix Map. Technology Classification by Matrix Map.

  • Make Decisions about Technology Additions. Make Decisions about Commercializing, Licensing. Ongoing Management. Technology Transfer Considerations.

  • Product Architecture. Modularity. Platforms. Derivatives. CustomizingComplexProducts.

  • ModularDesigns. IBM’s Experience. Visible Design Rules.Competing in aModular Environment.

  • Product Architecture. The Arrangement of Functional Elements. A Function Structure. A Typology of Product Architectures. Types of Mappings From Functional Elements to Physical Components. Interface Coupling. Types of Modular Architectures: Slot, Bus and Sectional.

  • Developing Services as Part of the Hi-Technology Product Strategy.

  • Product Change. Product Architecture Determines How The ProductCan Be Changed. Change Within the Life of a Particular Artifact. Change Across Generations of the Product. Product Variety.Variety and Flexibility.

  • Product Performance. Local Performance Characteristics and Modular Architectures. Global Performance Characteristics and IntegralArchitecture.

  • Differences in Product Development Management According to Architectural Approach.

  • Component Standardization. What are the Implications of Standardization?

  • Intellectual Property Considerations. Types of Intellectual Property Protection. Rationale for Protection of Intellectual Property. Managing Intellectual Property.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter8 Technology and Product Management).

  2. Sunghae Jun, Sang Sung Park, Dong Sik Jang, (2012),Technology Forecasting Using Matrix Map and PatentClustering, Industrial Management & Data Systems, Vol. 112 Iss: 5 pp. 786 – 807

  3. Qu, T.; Bin, S.; Huang, George Q.; Yang, H. D. Two-Stage Product Platform Development for Mass Customization, International Journal of Production Research. Apr2011, Vol. 49 Issue 8, p2197-2219. 23p.

  4. Liu, Zhuo; Wong, Yoke San; Lee, Kim Seng, Modularity Analysis and Commonality Design: a Framework for the Top-Down Platform and Product Family Design, International Journal of Production Research. Jun2010, Vol. 48 Issue 12, pp. 3657-3680. 24p.

  5. Carliss Y. Baldwin and Kim B. Clark (1997) Management In an Age of Modularity, Harvard Business Review, October.

  6. Karl Ulrich (1993), The Role of Product Architecture in the Manufacturing Firm, Research Policy 24 (1995) 419-441

  7. Gertner, Jon; Kratochwill, Lindsey. The Risk of a New Machine, Fast Company, Apr2012, Issue 164, p104-133. 8p


9.Marketing Communications for Innovations.
Key Issues

  • Integrated Marketing Communications. Media Advertising. Public Relations/Publicity. Direct Marketing. Trade Shows, Seminars, And Training. Catalogs, Literature, And Manuals. Telemarketing. Personal Selling.

  • Internet Advertising And Promotion. Display Ads. Search Ads. Pricing Models For Online Advertising. Optimizing Site for Search Engine Rankings. Web 2.0 And Web 3.0 Technologies. Viral Marketing. Mobile Marketing. Marketing in Virtual Reality Environment.

  • Website Development. Website Design. Building Site Traffic. Evaluating Website Effectiveness. Geo-Mapping.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter11 Marketing Communication Tools for High-Tech Markets).

  2. Teixeira, Thales (2012), The New Science of Viral Ads, Harvard Business Review. Mar2012, Vol. 90 Issue 3, p25-27

  3. Kuang, Cliff (2012), Good Design Is Good Business, Fast Company. Oct2012, Issue 169, p78-89. 10p.

  4. Hof, Robert D. Facebook's New Ad Model: You, Forbes; 12/5/2011, Vol. 188 Issue 10, p106-110, 4p

  5. Thurston, Baratunde; Bergl, Skylar; Feifer, Jason; Friedell, Dan; Guerra, Erasmo; Karpel, Ari; Kelman, Elizabeth; Lidsky, David; Mccue, Matt; Mullany, Anjali; Rhodes, Margaret; Schomer, Stephanie. The Social Media Road Map. (Cover Story). Fast Company. Sep2012, Issue 168, P68-89. 22p.



10. Sales, Distribution Channels and Supply Chain Management in High-Tech Markets.
Key Issues

  • Issues in Distribution Channel Design And Management.

  • Channel Structure. Direct Channels. Direct Sales. Sales Over The Company Website. Company-Owned Retail Outlets. Indirect Channels.

  • How Big A Sales Force

  • Types Of Intermediaries. Distributors. Resellers. Value-Added Resellers. Systems Integrators. Number Of Intermediaries To Use.

  • Retail Distribution Into Brick And Mortar Stores, Partnerships With Marketing Companies That Have Established Marketing And Distribution Channels, E-Commerce Websites, Licensing To Another Company In Exchange For A Royalty On Sales.

  • Evolution In Channels Structure Over The Technology Life Cycle. Channel Management. Governance Mechanisms. Legal Issues. Channel Performance.

  • Managing Hybrid Channels: Effective Multi-Channel Marketing. Distribution For “Digital” Goods. Understanding Gray Markets. Supply Chain Management Technologies.

Readings



  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter9 Distribution Channels and Supply Chain Management in High-Tech Markets).

  2. Leslie, Mark; Holloway, Charles A. The Sales Learning Curve. (cover story). Harvard Business Review. Jul/Aug2006, Vol. 84 Issue 7/8, p115-123. 9p.

  3. Gilliland, Michael; Guseman, Sam. Forecasting New Products by Structured Analogy Journal of Business Forecasting. Winter2009, Vol. 28 Issue 4



2nd YEAR
1. Marketing Strategy and Corporate Culturein High-Tech Firms
Key Issues

  • Frameworks to Set Marketing Priorities and to Allocate Resources. “Rule-Of-Thumb” Approaches. Matrix-Based Strategic Approaches. Statistical Analyses. Decision Modelling Approaches.

  • Customer-Led and Market-Oriented Companies.

  • Framework for Strategic Market Planning in Hi-Tech Firms.

  • Competitive Advantage. Resources and Competencies. Core Competencies.

  • Test of Competitive Advantage. Evaluating Competitive Advantage.

  • Key Strategy Decisions. The “All Benefits” Value Proposition. The “Favorable Points of Difference” Value Proposition. The “Resonating Focus” Value Proposition.

  • Strategy Types. Product Leader (Prospector). Fast Follower (Analyzer). Customer Intimate (Differentiated Defender). Operationally Excellent (Low-Cost Defender).

  • Strategy Creation: Approaches and Structures.

  • Emergent Versus Formal Planning.

  • Marketing Performance Measurement.

Readings


  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter 2, Strategic Market Planning in High-Tech Firms)

  2. Ranjay Gulati, Jason Garino (2000), “Get the Right Mix of Bricks and Clics,” Harvard Business Review, May-June

  3. Martin S. Schilling (2009), Beyond Matrices and Black-Box Algorithms: Setting Marketing Priorities with Marketing Strategy Conferences, Journal of Marketing Management, Vol. 25, No. 5-6, pp. 571-590

  4. Amazon, Apple, Facebook, and Google. Fast Company. Mar2012, Issue 163, p72-81. 6p

  5. Safian, Robert (2012), Generation Flux. (Cover Story),Fast Company, Feb2012, Issue 162, p60-97, 13p

2. Competitive Analysis and Pricing Considerations.


Key Issues

  • Short, Volatile Product Life Cycle. Preassure on Price/Performance Rations. Network Externalities. Unit-One Cost. Customers’

  • The 3C’s of Pricing. Costs. Competition. Customers. Consolidation the 3C’s into Successful Strategy.

  • Customer-Oriented Pricing. Implications of Customer-Oriented Pricing.

  • Solutions To The Technology (Pricing) Paradox.

  • Outright Sale Of Know-How Versus Licensing Agreements. Usage Restrictions.

Readings



  1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology Products and Innovations: Jakki Mohr. (Chapter10 Pricing Considerations in High-Tech Markets).

  2. Ho, Jonathan C.; Chung-Shing Lee (2008), The DNA Of Industrial Competitors, Research Technology Management. Jul/Aug2008, Vol. 51 Issue 4, p17-20. 4p.

  3. Jun Li; Netessine, Serguei (2012) Who are my Competitors? Let the Customer Decide, INSEAD Working Papers Collection. 2012, Issue 84, p1-33. 35p.

  4. Sørensen, Hans Eibe (2009), Why competitors matter for market orientation, European Journal of Marketing. 2009, Vol. 43 Issue 5/6, p735-761. 27p


4. Business Models


5. Montreaux Chocolate Case-study


  • Consumer marketing;

  • Forecasting;

  • International R&D;

  • Market research;

  • Product positioning;

  • Quantitative analysis

Andrea Torres, director of new product development at a high-end chocolate confectionery company, leads her team through a carefully sequenced program of market research to support the development and launch of a new product, healthy dark chocolate with fruit. This is the first time Montreaux USA, an offshoot of a Swiss confectioner, has created a product specifically for U.S. chocolate consumers. The case explains the steps Torres and her NPD team have completed and describes the decisions that lie ahead, a few months in advance of the anticipated launch. A challenging situation is intensified by a competitor also having tested a dark-chocolate-with-fruit product that was likely to be introduced into the U.S. marketplace in the near future. Students must perform a quantitative analysis as part of their work.



5. Facebook Case-study


  • Advertising media;

  • Different ways of monetizing social relationships.

  • Competitive strategy;

  • Network effects;

  • Networking;

  • Social networks

As Facebook topped one billion monthly users in October 2012, the online social network continued to face questions about how best to monetize its surging traffic. The company could invest further in new advertising products, which represented the majority of the revenue thus far, or concentrate on the Facebook Platform and help third-party developers create and distribute their own applications. After a highly anticipated yet largely disappointing initial public offering (IPO), Facebook's stock price steadily declined. It became critical for the Facebook team to identify sustainable growth opportunities, particularly as more of its user base accessed the site via mobile devices.


6.Bluefin Labs: The Acquisition by Twitter Case-study


  • social media metrics

  • social media monitoring

  • Social TV

Just weeks after Twitter's decision to acquire Bluefin Labs, this case explores how Twitter can use its social media monitoring data. Bluefin Labs has built a system that gathered millions of online comments in an effort to build new metrics for TV programs and brand advertising. With data from Twitter and other social sites, expressions, not just impressions, can now be aggregated and measured, and used to calibrate brand performance and to sell media time. A second theme of the case is what is called Social TV, the audience engagement that results when people watch television with a smartphone or tablet in hand, participating in a virtual community of real time TV watchers.



7.TaKaDu Case-study


  • The challenges of a company trying to scale and move beyond early adopters for its innovation

  • Economic case for customers that care about ROI

  • Segment potential business customers and determine who to target.

In December 2012, Amir Peleg, founder and CEO of TaKaDu, reflected on how to position his young firm for the next fiscal year and beyond. The small Israeli startup had developed an innovative software system that used patented algorithms and statistical analysis to detect problems such as leaks, bursts, and faulty equipment within a water utility's infrastructure. Such problems caused significant water and energy loss at many utilities, led to service interruptions for consumers, and were only getting worse as the existing infrastructure aged. Since its founding in 2009, TaKaDu had attracted nine customers from around the world. However, as Peleg and his executive team debated how to allocate funding for the upcoming year, he needed to decide whether to focus on R&D to improve and add to TaKaDu's existing software and become the clear technology leader, or move ahead with its current offering and focus on getting new customers to penetrate the market as quickly as possible before competition intensified. Some in the company called for devoting the bulk of TaKaDu's resources to making the system more easily deployable, as deploying the TaKaDu service with a new customer could take up to two months. Peleg also wondered if the company should continue to pursue sales leads from anywhere in the world, or focus on one geographic market (and if so, what region should he choose)? An Australian water utility had made a public announcement it was accepting bids to implement a smart water network monitoring system and Peleg wanted to discuss if and how aggressively TaKaDu should bid on the contract with his management team. TaKaDu already had one Australian customer, was this the region to focus on?



8. Bitmaker Labs: Innovation on Hold Case-study


  • Rapid prototyping

  • Revenue models

Inspired by software development boot camps in New York and San Francisco, Bitmaker Labs has just launched a similar offering but without considering the operational constraints unique to doing business in Canada. The result is governmental scrutiny just as the business is taking off with 42 students enrolled, each having paid $7,000 for a nine-week web development boot camp. Government investigators raid Bitmaker Labs, confiscating financial documents and threatening penalties and possible jail time for running an unregistered career college.



9.Proteus Biomedical: Making Pigs Fly Case-Study


  • Licensing 

  • Business development issues in healthcare ventures.

Proteus is a healthcare start-up that has developed technology to embed electronics for computing and sensing in existing medical devices and drugs. The technology could potentially change the basis of competition in the pharmaceutical industry. The company is currently considering a number of licensing and business development deals and must choose which one(s) to pursue.


Overview – assignments


No.

Assignments – Individuals (in LMS)

1.

Identifying type of innovation from marketing perspective.

2.

Morphologicalanalysis (development of multi-dimensional matrix for new products)

3.

Sales-Marketing-R&D cooperation in NPD (test of hypotheses)

4.

Analysis of strategic alliancesin NPD

5.

Marketing research for international startup

6.

Competitive analysis of anew product







No.

Assignments - Group

7.

Comparative analysis of national innovation systems (Singapore, Israel, Germany, Finland, China, Brazil, India)

8.

Analysis of market and technology risks (case-study “Stem cells storage company”)

9.

"We want to go fromidea to end-market in six weeks" (case-study Intuit )

10.

“Your Strategy Needs a Strategy” (Choose approach to marketing strategy development for high-tech companies)

11.

Analysis of Tesla Motors marketing strategy

12.

Analysis of adoption process

13.

Analysis of applications for grants

14.

Hype Cycle as a tool to develop technology map

15.

Launch strategy development (guest instructor)

16.

New product sales forecasting


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