marketing trips & traps

TechnologyMarketingSolutions

CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

1

Technology

Marketing

Kevin Wright Program Director, IBMAdjunct Professor, Duke, NC State

Solu

tions

Com

pSci

196

Jan

26th

2011


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

2

Kevin Wright, IBM, Program Director , Enterprise Process Simplification

Current Role

• Newly formed group whose mission is to create an integrated toolkit for IBM’s process simplification efforts and drive key cross-enterprise projects to help IBM achieve the 2015 strategic roadmap objectives. . •Adjunct Professor, Duke University, NC State

Education• BSEE (Ohio University)• MS Computer Integrated Systems (Lehigh University)• MBA (Duke)

Job Assignments (25+ yrs)(IBM, General Electric)

• Services, Development, Quality, Manufacturing, Procurement, Marketing, Test, Programmer, Project Management, Program Management, Business Area Management, New Offerings Development, Extreme Blue Site Manager, Corporate Strategy

Technologies

• Semiconductors, Automotive, Personal Computers, Power Supplies, Keyboards, Software, Emerging Business Development, Technology Services

Presenter

Presentation Notes

Quick overview of who I am . Lived on both sides (technical and business) , many different functions, verbal history, common themes and principles Here to give you your money’s worth Too little (Easy / Low value) Too much / Not relevant (hard / minimal value) Not here to read the book to book to you Challenge you think Recognize ambiguity, conflicting influences Uncertainty in answers Help you see “dead people” In everyday situations In-exact science Services Dynamics Unpredictable Changing Meeting expectations Everyone Several services engagements each day Develop many solutions per day Ability to forecast (ask about accuracy and prediction) Forecast flight of butterfly What is my purple Cow Chaos Quote PET / MET Scale


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

3

New Science

Speech Translator

BTO

CIM

Early Laptops

Original PCPC for Home


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

4

Approach / How to Benefit

• Lots of information• Giving you a lot of information so you can see the

big picture• Will post charts if you want to go back and look at in

more detail• Goal is to take a way 3-4 major thoughts and

principles you can apply in your various endeavors

• Quiz at end : what are the 3-4 major thoughts


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

5

dina lecture 08162010.ppt

I am here to give you a different perspective?

Count the number of passes made by

1. White Team

2. Black Team

Presenter

Presentation Notes

The video is meant to deliver the point that you can carry bias from previous experience and focus and can end up missing some significant opportunities that could be visible with a wider perspective.

Duke 299.04 Wed 4:40 – 7:25 Spring 2011Kevin M. Wright

The Classic Divide

Technology / Business

Presenter

Presentation Notes

Let’s step back and talk about a challenge businesses and individuals have struggled with for many years. The challenge is the collaboration and communication across the barriers associated with those with a technology led perspective and those with a business led perspective. I have personally been on both sides of this barrier, looking across at the other side. Interestingly enough there are some common stereotypes and misconceptions each side has about the others. One way to start to understand better about how we can collaborate better is to be aware of some of these common perspectives. This in turn may help us understand better how to communicate and collaborate more effectively and efficiently.


Technology and Business

Business People Think Technology People are:

Technology People Think Business People are:

• Naïve about business• Paralysis by Analysis• Facts first, then decisions

• Pessimists• Intelligent but narrow

• Poor talkers• Long winded and complex

• “Winging it” is a sin

• When the ship is sinking, theyare still “drilling holes”

• THEY ALL LOOK ALIKE !

• Technically uninformed• Shoot from the hip• Decision first, then facts

• Optimists• Flashy but shallow

• Poor listeners• Overly simplistic and too net

• “Winging it” is life

• THEY ALL LOOK ALIKE !

• When the ship is sinking, theyare never in sight

Presenter

Presentation Notes

Although some of the points in this slide may exaggerate they do shed light on some interesting points and by inject humor here it may help us to realize that multi-dimensional thinking is also about breaking down stereotypes.


The Future Belongs to Individuals Who Are Adaptable

Presenter

Presentation Notes

Quoted from page 400 of the report “Rising Above the Gathering Storm” (2007) Rising Above the Gathering Storm: Energizing and Employing America for a Brighter Economic Future Committee on Prospering in the Global Economy of the 21st Century: An Agenda for American Science and Technology, National Academy of Sciences, National Academy of Engineering, Institute of Medicine http://www.nap.edu/catalog/11463.html


Adaptable, Forward-Looking, Knowledgeable, Innovative

Science and Engineering

Math and Operations Research

Computer Science & Info. Systems

Industrial and Systems Engineering

Business and Management

Economics and Social Sciences

Business Anthropology

Organizational Change & Learning

Presenter

Presentation Notes

A short hand for a key set of skills has been developed “ T Shaped” people T-shaped people – professionals who have deep knowledge in one or two fields, but also have a broad knowledge across other fields critical to solving complex service sector challenges. These individuals blend technical, management and social science skills.


What Skills Should a Services Thought Leader Have ?

I. Theoretical & Practical Foundations

1. Concepts & Questions

2. Tools & Methods

II. Disciplines & Expert Thinking

3. History & Evolution: Economics & Law

4. Customer: Marketing & Quality Measure

5. Provider: Operations & Productivity Measure

6. Authority: Governance & Compliance Measure

7. Competitor: Design & Sustainable Innovation Measure

8. Privileged Access: Anthropology & People Resources

9. Owned Outright: Engineering & Technology Resources

10. Shared Access: Computing & Information Resources

11. Leased/Contract: Sourcing & Organization Resources

12. Future & Investment: Management & Strategy

III. Professions & Complex Communication

13. Mindset & Entrepreneurship

14. Science & Leadership

T-shaped professionals are awareand in high demand because theyhave both depth and breadth

complex communication

expert thinking

Courtesy of Jean Paul Jacob

Presenter

Presentation Notes

Summary of I and T shaped professionals On I and T shaped professionals, generalists, specialists, interactional expertise, and contributory expertise -- and the needs of the future workforce ---------------------------------------------------------- I-shaped professionals are deep specialists. Specialist is a synonym for I-shaped people. The world needs them and will always need them. I-shaped does not go away. From a discipline perspective, specialists are said to have "contributory expertise" as they can contribute to the development of the field, and solve the hard problems that the discipline has compiled a body of knowledge to solve. A generalist is said to have "interactional expertise," so they can talk with someone and understand the terms and concepts, but does not have deep knowledge to solve problems or contribute new knowledge to the field. Generalists are needed to connect specialists (or I-shaped professionals) who might not otherwise talk with each other. T-shaped professional are deep specialists ("contributory expertise" in their home discipline), but also have "interactional expertise" across a wide range of disciplines and business functions. T-shaped professionals have all the advantages of a I-shaped professional combined with a generalist. T-shaped tend to be rarer than I-shaped. T-shaped tend to be more flexible in working on teams than I-shaped. T-shaped tend to learn new areas faster than I-shaped (though not always, depends on the learning skills of the I-shaped). The major author on Interactional Expertise and Contributory Expertise is Harry Collins. http://www.cf.ac.uk/socsi/contactsandpeople/academicstaff/C-D/professor-harry-collins-overview.html http://en.wikipedia.org/wiki/Interactional_expertise The major author on the study of the right ratio of generalists to specialists in an organization is Kathleen Carley, CMU http://www.casos.cs.cmu.edu/bios/carley/carley.html http://www.casos.cs.cmu.edu/events/conferences/2000/pdf/Marcelo-Cataldo.pdf =================================== On I and T shaped professionals, generalists, specialists, interactional expertise, and contributory expertise -- and the needs of the future workforce ---------------------------------------------------------- I-shaped professionals are deep specialists. Specialist is a synonym for I-shaped people. The world needs them and will always need them. I-shaped does not go away. From a discipline perspective, specialists are said to have "contributory expertise" as they can contribute to the development of the field, and solve the hard problems that the discipline has compiled a body of knowledge to solve. So what characteristics should the person who is competing in the 21st century aspire to have? One proposed model has been dubbed the “T Shaped Person”. This person is both a subject matter expert in one or more areas and also has the ability to integrate across multiple other disciplines. They have theoretical / practical foundations, can operate with experts with various other disciplines and have the key people skills to be emphatic and strong leaders. A generalist is said to have "interactional expertise," so they can talk with someone and understand the terms and concepts, but does not have deep knowledge to solve problems or contribute new knowledge to the field. Generalists are needed to connect specialists (or I-shaped professionals) who might not otherwise talk with each other. T-shaped professional are deep specialists ("contributory expertise" in their home discipline), but also have "interactional expertise" across a wide range of disciplines and business functions. T-shaped professionals have all the advantages of a I-shaped person combined with a generalist. T-shaped tend to be rarer than I-shaped. T-shaped tend to be more flexible in working on teams than I-shaped. T-shaped tend to learn new areas faster than I-shaped (though not always, depends on the learning skills of the I-shaped). The major author on Interactional Expertise and Contributory Expertise is Harry Collins. http://www.cf.ac.uk/socsi/contactsandpeople/academicstaff/C-D/professor-harry-collins-overview.html http://en.wikipedia.org/wiki/Interactional_expertise The major author on the study of the right ratio of generalists to specialists in an organization is Kathleen Carley, CMU http://www.casos.cs.cmu.edu/bios/carley/carley.html http://www.casos.cs.cmu.edu/events/conferences/2000/pdf/Marcelo-Cataldo.pdf The practical starting point for all science and engineering disciplines interested in service research is to add course material that helps their students understand the growth of the service economy and the innovation needs related to service systems… eventually specific service science and service systems engineering degrees will be offered. Perspective: Every discipline can prepare their students better to be innovators in the service economy – make them T-shaped! Both deep and broad. For example, CMU Kathleen Carley’s computational organization theory experiments around specialists and generalists – shows the more change in the world the more the breadth helps improve adaptiveness and performance. Service scientists are both deep and broad. They speak the language of many disciplines, and are deep in at least one area. ------------------- Today, Services Research is the fastest growing part of IBM Research – the number of people focused on service innovation has increased by more than a factor of ten over the last three years, and now accounts for more than 1/6 of the over 3000 researchers in IBM Research. When we started the first service research group totally focused on services three and half years ago in IBM Research, it immediately became clear that service research is multidisciplinary in nature. To be successful, we’d need to attract more t-shaped people – who had both depth in some area relevant to service innovation, but breadth as well – so they could speak the languages of business, technology, and social-organizational change. Source: Peter Bruegel The Tower of Babel (1563)


Service science is different, because it integrates… Many say that “service science is just ___<see list of disciplines below>____” Most like general systems theory (abstract) and systems engineering (applied)

A ServiceSystem is Complex

Operations R

esearch …Industrial Engineering

Systems Engineering

Organization Theory

Economics &

Law

Multi-agent System

s

Information M

anagement

Gam

e Theory

Managem

ent ScienceM

ngmnt of Info Sys (M

IS)G

eneral Systems

Theory

Anthropology

CS/A

rtificial Intelligences

Information Science

Social Science/ Poli-SciC

ognitive Science/PsychM

arketingO

perations Mngm

nt …

Most disciplines specialize…Service science integrates

Service system entities are dynamic configurations of resources…•people, •technology,•organizations, •shared information• etc

Queuing Theory

Presenter

Presentation Notes

Service science is the study of service systems. Like the story of the blind men and the elephant, each discipline interprets the whole in terms of the part it touches... (trunk = house, tusk = spear, leg = tree, belly = boulder, tail = rope). --------------- Blind men and elephant http://courses.cs.vt.edu/~cs1104/Introduction/junl19i1.gif Perhaps http://dels.nas.edu/ilar_n/ilarjournal/47_2/graphics/47_2_91f1.jpg Today many people will have the perspective of “we do that already”. Service Science is just ……….., pick your favorite discipline of study. Service Science is an integration of multiple disciplines and a variety of perspectives to optimize the service engagement processes.


Service Science

Operations Research and Management ScienceIndustrial & Systems Engineering, Control Theory

Service Marketing, Operations, and Management

Information Sciences and Systems EngineeringManagement of Technology and Innovation

Computational Organization Theory Social and Cognitive Science

Economics & Jurisprudence

Computer Science, Distributed AI, CSCW

Game Theory and Mechanism Design Theory Management of Information Systems

Organization Science, Complexity Management Theory Business Informatics and Document Engineering

Business Anthropology and Learning OrganizationsDecision Science and Knowledge Management

Human Capital Management & Incentive EngineeringQuality, Six Sigma, Statistics, Process Optimization

Computer Aided Market Engineering

Services Thought Leadership Requires Integration Across Many Disciplines

Presenter

Presentation Notes

SSME requires a level of integration across many, many areas which exist in silos today. The value is in weaving the principles and concepts from several different areas with an eye on integration and being proactive in making the key tradeoff decisions. That is the foundation we hope to begin building in this course.


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

13

Trap: Customers Don’t Want Products or Services


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

14


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

15


Commercials: the Window Into Business Direction


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

16

Trap : Products Become the Only Focus


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

17

dina lecture 08162010.ppt 2005 Peer Insight

Services Dominate Spending in Many “Product Categories”


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

18

dina lecture 08162010.ppt 2005 Peer Insight


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

19



CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

20


2005 Peer Insight


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

21



CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

22



CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

23



CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

24


Product or Service ?

• download speed

• price

• industrial design

• connect-ability

• user interface

• calculator

Phone

“ Internet in your pocket”

…. Steve Jobs

Presenter

Presentation Notes

Let’s take an example from the recent news. I think we would all recognize the iphone. So is the value proposition of this product or services centric? One perspective is definitely product as we could click through a list of product features such as listed in the left hand column. But wait, what does Steve Jobs call the iphone? He says, “it’s the internet in your pocket, your on-ramp to the Web 2.0”. How significantly would the value of the iphone be affected if customers were not helping to create value by engaging in the creation of videos, messages, auctions, etc. Oh, and by the way, what is probably the area where the iphone is viewed as arguably the most mediocre ? Right, as a phone !


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

25

Seth Godin's new book, Purp le Cow is about transformi ng your business by being remarkabl e.


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

26

www. Solution Marketing Strategies.com

Solution Marketing: The process of defining, educating, and providing access to complete and integrated solutions that deliver customer value by helping customers solve their problems.


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

27

27

Marketing PlanTarget Market/Demographics: [Segment Description]Distribution and sales channelsPricing and positioningBranding and strategic positionMedia Mix: [Web Ads/Magazine Ads/Trade

Shows/Billboards/TV/Radio]Marketing and sales team development

Nevada Ventures


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

28

see Treacy & Wiersema: ‘The Discipline of Market Leaders’

Know Your Customers

Competitive edge based on cost (and price competition) is not always sustainable in the long term.

Product leadership is short- lived, too.

Technology moves fast and even products that are not overtaken are easily replicated.

Customer Intimacy is about long-term relationships, therefore provides sustainable advantages.

Product Excellence

Operational Efficiency Customer Intimacy

All three are important, but if you can only excel in one - then choose your focus:

Presenter

Presentation Notes

Operational efficiency companies compete on price, but there is a limit to how much you can reduce costs – below that (when everyone learns cost management and reaches that bottom level) cutting prices is suicidal. Product excellence doesn’t last long, as technology has shortened development cycles and everyone comes up with the same or better-performing products. Products can also be copied. Customers cannot be copied, and relationships are long-term, therefore this competitive direction is sustainable. When you treat different customers (segments) differently according to their value you optimise resource allocation,i.e. reduce costs – achieving Operational Efficiency. When you intimately understand customer needs you are best positioned to develop the right product for them, achieving Product Excellence – this dimension gives you the other two as a ‘free bonus’


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

29

•Gathering information that can provide critical insights into consumer buying habits, needs, choices, and opinions. It helps the organization to implement the most suitable marketing mix for the success.

• Links the consumer, customer, and public to the marketer through information - information used to identify and define marketing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process.

•Specifies the information required to address these issues, designs the methods for collecting information, manages and implements the data collection process, analyzes, and communicates the findings and their implications.”

American Marketing Association

Market research / Market Intelligence


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

30

Primary Research:

•Market surveys, telephonic interviews, questionnaires and focus group interviews.

•Directly contacting the customers.

•Customized according to the research requirements of the company.

•Utilizes sampling techniques and requires statistical methodologies.

Secondary Research:•Processing data already collected by previous researchers. Using previous studies and findings such as reports, press articles and previous market research projects in order to come to a conclusion.

•Information as gathered by government agencies, trade associations, and other organizations.

•Less expensive than primary research , does not require new research methods.

•Main disadvantage: information may be old and obsolete and/or the earlier studies may not have conducted with the same objectives as required in the current situation.

Market research / Market Intelligence


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

31

Market Research Many Factors to Consider


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

32

Successful Approach Requires Balancing Multiple Indicators

Right Controls at Right Time


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

33

Mind Your Ps

People

Process

+ Services

Product

Promotion

Price

Place


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

34

Technical Segmentation Consideration Based on Needs

Must consider both needs and awareness of needs


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

35Solutions Marketing – Business and Technical Messages


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

36Solution Paradox: You Can Not Provide All


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

37

Technology Marketing is different because its products…

Presenter

Presentation Notes

rethinking Marketing : New=Good Credibility= important


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

38

• Are skeptical and expect a dialogue

• Don’t have a lot of time to waste

• Can be well informed

• Are uncertain when dealing with new technologies

• Expect customized solutions at low price

Technology Marketing is different because its customers…


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

39

Most importantly: Technology Marketing is different because its Products…

… really change the way you are doing things

Presenter

Presentation Notes

rethinking Marketing


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

40

We live in a world of accelerating change… As measured by customer adoption rates of innovations

Technology Acceleration

0 25 50 100 125 150

Automobile

75

Years

50

100Telephone

Electricity

Radio

Television

VCR

PC

Cellular

Inte

rnet

% A

dopt

ion

Presenter

Presentation Notes

And that innovation is accelerating at an ever quickening pace. A decade ago, a group of experts estimated the half-life of an engineer's technical skills--how long it would take for half of everything an engineer knew about his or her field to become obsolete. For mechanical engineers it was 7.5 years. For electrical engineers it was 5. And for software engineers, it was a mere 2.5 years, less time than it takes to get an undergraduate degree. Today, those numbers are surely even smaller.��Technology is rushing headlong into the future at a pace that takes one's breath away. Personal computers, the Internet, genetic engineering, advanced materials, new forms of chemical synthesis--all these things and more are changing our world swiftly, profoundly, and, in most cases, for the better. But the excitement and the progress come at a cost. Rapid change is not always comfortable, and no one knows this better than the people whose job it is to stoke the technological juggernaut.��Think about it. In some specialties, engineers must update half of everything they know every couple of years, all the while working full-time to design products according to the best standards of the moment--which might change next month. In even the slower-paced fields, engineers must reinvent themselves at least once a decade.��There's more. A generation ago, an engineer could expect to carve out a niche in one well-defined area-- automotive steering systems, say, or chemical plant instrumentation--and remain there for a lifetime. No longer. As technological change accelerates and product lines rise and fall in ever-diminishing life cycles, engineers find themselves switching jobs more often, to the point that those starting out today may hold half a dozen jobs over their careers, even if they manage to remain with the same company throughout. So besides staying abreast of developments in their own specialties, engineers must be prepared to switch nimbly to a new field when the old one peters out.��


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

41

Favourable Characteristics of Technology Innovations

Innovations perceived as having greater:

- relative advantage - compatibility

- trialability - observability

- less complexity - familiarity

will be adopted more rapidly than others


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

42

Technology Adoption and Its Challenges

Lack

of a

ppre

ciat

ion

Translate a hot technology into a business benefit

How much technical competence is necessary?

Market volume

“Crossing Chasm”From ”change agent“ to productivity improvement

Geoffrey Moore 1995, 1999

Early Majority

Late Majority

Early Adopters

Laggards

Innovators

LaggardsLate Majority

EarlyAdopters

Early Majority

Innovators

Presenter

Presentation Notes

1. Verständnislücke: Techies und Visionäre sind im Gespräch Konservative beobachten die Pragmatiker, bevor sie Technologie kaufen aber Visionäre und Pragmatiker respektieren sich gegenseitig wenig�d.h. Erfahrungen sind da,aber nicht die Richtigen! 2. Repro-Perspektive Logik der Kurve funktioniert „im nachhinein“; wenn die Einführung vorüber ist, kann man Personen klar zuordnen. => Nur geringe Vorhersagbarkeit. Das verhalten der Vergangenheit sagt wenig über zukünftiges verhalten aus!


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

43

Time

Marke

tsize

Source: Chasm Institute 2008 LLC.

2009 Category Life Cycle Placement

•Cloud computing•Many web 2.0 applications•Many “green” technologies

•Mobile, web-based b-applications•Solar power•Tablet computers•Social networking (business)•Smartphones

•Consumer games•Social networking (consumer)•Laptops (enterprise)

•HDTV•Laptops (consumer)•Virtual meetings (enterprise)

LaggardsLate Majority

EarlyAdopters

Early Majority

Innovators

Presenter

Presentation Notes

People tend to exhibit socio-economic qualities that place them within certain adopter categories The bell curve is not an inevitability. External factors can influence, such as restricted communication abilities etc.


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

44

Perspective: Avoid Lottery Mentality

Gary Dahl Tom Smykowski

Jeff Hawkins

John SculleyPalm Folio

There is room in the market for a device in-between laptops and cell phones. But Palm Foleo isn't it. It's too close to a laptop.

Presenter

Presentation Notes

Pet Rock 1975, 3.95 each, 15 million in 6 months Newton 1989 Palm 1996 Folio May – Sep 2007


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

45

Newton Reception

IPAD


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

46

Tools For Competitive Edge

CompetitionEvery morning in Africa a Gazelle wakes up.

It knows it must run faster than the fastest Lion

Or it will be killed.

Every morning in Africa a Lion wakes up.

It knows it must outrun the slowest Gazelle

Or it will starve to death

It does not matter whether you are a Lion

Or a Gazelle

When the sun comes up

You better be running

Presenter

Presentation Notes

In screen show mode: competition is intense, important to stay in the wave of emerging trends or be left behind. In the second image on this slide you can see where even the lion has realized he needs to get smarter and faster, and use better tools (see the tennis shoes ).


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

47

Outbound Elements of Technology Marketing

Characteristics of technology

Customer profiles

Communication content

Technology decision process

Communication channels / networks

Presenter

Presentation Notes


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

48

Relative Advantage

Measured in economic terms, but social prestige, convenience, and satisfaction are also important

Objective advantages are not so important, it matters if an individual perceives the innovation as an advantage

= Degree to which a technology is perceived as “better”

Presenter

Presentation Notes

the degree to which an innovation is perceived as better than the idea it supersedes the degree of relative advantage may be measured in economic terms, but social prestige, convenience, and satisfaction are also important factors. It does not matter so much if the innovation has a great deal of objective advantage. What does matter if an individual perceives the innovation as advantageous.(p. 15) Put yourself in the position of the potential buyer!


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

49

Triability

• Technology is easier to adopt if it can be tried out in part, on a

temporary basis, or easily dispensed with after trial.

• It‘s a way to find out how it works under one's own conditions

it gives meaning to a technology

= Degree to which a technology can be experimented with on a limited basis

Proof Of Concepts are a common approach

Presenter

Presentation Notes

Innovations are easier to adopt if they can be tried out in part, on a temporary basis, or easily dispensed with after trial. The personal trying out of an innovation is a way to give meaning to an innovation, to find out how it works under one's own conditions. (p. 243) Nuclear waste storage facilities have to be located and built correctly the first time. Reconfigured computers: Sw pre-installed but - you should be able to get rid of it -you must know what you bought and what not => don‘t fool with trust early adopters perceive triability as more important than do later adopters (later adopters are surrounded by peers who adopted the innovation).


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

50

Complexity

• It is the perception of the end user that counts for

achieving public adoption.

• An innovation might look simple from the

viewpoint of the developer.

= Degree to which a technology is perceived as difficult to understand and use.

Presenter

Presentation Notes

Food irradiation is difficult to understand, which is part of the reason it has been slow to be adopted. Unix Workstations with vi vs. a self bought Macintosh computer Personal computers were difficult to learn about when they first were introduced, which slowed their adoption despite their clear relative advantages.


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

51

Compatibility

• Technologies that are incompatible with values and

norms will be adopted much slower because they

require the adoption of a new value system.

= The degree to which technology is perceived as being consistent with existing values, past experiences, and needs of potential adopters

Presenter

Presentation Notes

If it works at all!


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

52

Familiarity

A combination of past experiences and social conformity.

Often, it is the compatibility of a new technology to familiar social and individual concepts and not to existing technologies and processes.

Presenter

Presentation Notes

„A Mobile device“ „Beam me up Scotty“


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

53

Observability

• Observing the advantages of a new technology increases the

chance of adoption significantly.

• After some adopt, observability improves the diffusion effect, a

critical component of technology transfer.

= degree to which the results of a technology are visible to others

Presenter

Presentation Notes

The chances of adoption are greater if people can easily observe relative advantages of the new technology. In fact, after some adopt, observability can improve the diffusion effect, a critical component of technology The advantages of genetically modified foods are not easily observable, at least not at present, for consumers. Therefore, challenges to gm foods carry greater weight than if gm foods had highly visible benefits. Observability is closely linked to what is called „the technology chasm“ – will be discussed later


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

54


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

55


CompSci 196

Trips & Traps

Mkt & Customers

Technology Mkt.

Example

56


Presenter

Presentation Notes

Sometimes I ask people if they are roller coaster people or merry-go-around people. So here is my challenge. Do you want to be part of the excitement of what is new and emerging? Or do you prefer to stay in the same circle of knowledge that you have today? Are you a roller coaster person or a merry go around person.

marketing trips & traps

Documents