Presentation c
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This document summarizes a paper about successful development and commercialization of technological innovation based on a company's strategy type. It finds that companies must develop "contradictory resources and capabilities" to appeal to different types of customers from early adopters to mainstream markets. Specifically, it notes that companies with an analyzer or defender strategy focus on their existing markets, while prospector strategies emphasize skills in customer orientation that allow targeting of new markets. The document concludes that research tools can help reveal new market information that supports innovating products and services to achieve a vision of future markets.
Presentation c
- 1. Successful Development and Commercialization of Technological Innovation: Insights Based on Strategy Type S. F. Slater, J. J. Mohr (2006) Journal of Product Innovation Management 23:26-33 Paper presentation Team C Francesco Clemente Marco D’Alonzo Alessandro Gemignani Federico Montagnani Rossella Sassu Pierluigi Smaldone
- 2. Techies 2,5% EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS Visionaries (13,5%) Pragmatists (34%) Conservatives (34%) Skeptics (16%) Segments of innovation adopters
- 4. Disruptive innovationTechnology Performance Technology A Technology B Time A disruptive innovation is an innovation that helps create a new market and value network, and eventually disrupts an existing market and value network displacing an earlier technology.
- 5. How can industry leaders reinvent themselves by developing and successfully commercializing disruptive innovations that challenge their existing business models? The innovator’s dilemma
- 6. Modifying the initial marketing approach (which was successful with early adopters) so that mainstream customers will also embrace the new technology. Crossing the chasm EARLY MARKETS MAINSTREAM MARKETS LATE MARKET
- 7. Problems coming from innovator’s dilemma and “crossing the chasm” issue are closely related. They both derive from the underlying skill set the firm brings: - to its market strategy, - to its customer orientation. Insights from Market strategies
- 8. Business must develop “contradictory resources and capabilities” to be successful in appealing a wide range of customer types. Analyzers (and) Defenders Customer-led culture Proactive market-oriented culture Prospectors Strategy type and selection of target market
- 9. Analyzers (and) Defenders The tiranny of the served markets EARLY MARKETS MAINSTREAM MARKETS LATE MARKETS Research tools for high-tech markets can reveal new pieces of information that may have impact on developing innovative products and services. A vision of future markets Prospectors Skills in customer orientation
- 10. Research tools for high-tech markets S. F. Slater, J. J. Mohr (2006) 23:31
- 11. Thank You!