marketing product strategy_pp
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Product Strategy I
T-109.410 Technology Management21.10.2004
Eino KivisaariResearcher, M.Sc.Technology Management & ICT Business
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”Product strategy begins with a strategic vision that states where a company wants to go, how it will get there, and why it will be successful.”
”Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.”
(McGrath 2001)
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Competitive Product Strategy
Competitive Strategy FundamentalsPrice-Based Product Differentiation
”Product differentiation strategy provides the primary source of competitive advantage for most high-technology products” (McGrath 2001)
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Michael E. McGrath: Product Strategy for High Technolgy Companies
Not available at HUT library
Amazon et al ~35 €
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Topics of this lecture
Product Platform StrategyProduct Line StrategyLeveraged ExpansionSustained DifferentiationFirst-to-Market vs. Fast-Follower Strategy
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What is Product Strategy??
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Product Platform Strategy
Platform is an architecture of the common elements implemented across a range of products
One element in the platform usually represents a defining technology
Dictates life cycle, capabilities, limitationsImportant to understand the role of a defining technologyThe choice if defining technology is perhaps the most critical strategic decision that a hi-tech company makes
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Product Platforms
Product 1
Product 2
Product 3
Product 1A
Product 1B Product 1C
Element AElement BElement C
Segment A
Segment B
Segment C
Common PlatformElements
Unique product elements and common channel elements of product line
Product 5
(McGrath 2001)
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Benefits of Platform Strategy
Focuses management on key decisions at the right time
Simplifies the strategy processs, helps concentrating on critical decisions
Enables rapid & consistent product developmentEncourages a long-term view on product strategy Can leverage operational efficiencies
Manufacturing costsDesign costsMakes marketing and support easier
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Example of Product Platforms:
Apple Computer Platform:Mac OSMotorola processorsEasy-to-use GUI
Which are supporting, which are defining technologies?
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Open Interfaces in Product Platforms
A product portfolio based on open interfacesAllows other manufacturers to participateGives the company a smaller portion of the entire market, but…
…makes the market significantly biggerA piece of a big cake may well be a lot bigger than the small cake!
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Examples of Open Interface Strategy
Sun Microsystems: JavaNokia: SymbianIntel: AGP
Motivation in each case: to enlarge a market where you are a rather strong player yourself
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Product Line Strategy
A time-phased plan for developing products from a common platform, each product targeting a specific market segment
The true potential of a platform strategy is extracted with an effective product line strategy
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Product Line Strategy (contd.)
Covers all primary targeted market segmentsEach product offering should be sufficiently focusedTime-phased scheduling / sequencing
all products cannot be released simultaneouslypriorization
Similar products / product lines are coordinatedTo avoid rework and confusion in marketing and among customers
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Product Line Examples
Nokia Mobile Phones
Everybody knows what I’m talking about! �
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Leveraged ExpansionCase studies show that:
The success of expansions to new product markets depends highly on ability to leverage:
Existing market knowledgeTechnical skills
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Maidique & Zirger (Stanford University, 1984): A study on 158 product launches (50% failed, 50% succeeded)
The result: 8 Principal Factors of Product Success:1. The developing organization, through in-depth understanding of the
customers and the marketplace, introduces a product with a high performance-to-cost ratio.
2. The create, make, and market functions are well coordinated and interfaced.
3. The product provides a high contribution margin to the firm.4. The new product benefits significantly from the existing
technological and marketing strengths of the developing business units.
5. The developing organization is proficient in marketing and commits a significant amount of its resources to selling and promoting the product.
6. The R&D process is well planned and coordinated.7. There is a high level of management support for the product from the
product conception stage to its launch into the market.8. The product is an early entrant.
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Examples of Leveraged Expansion
Texas Instruments: The Little ProfessorApple: PowerBookAdobe: AcrobatMicrosoft
DOS � Windows Windows + Internet � Internet Explorer & MSN
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Sustained Differentiation
…is achieved with vectors of differentiation that are significant to the customer
One very prominent featureorAn appealing combination
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High-Tech Differentiation
Unique featuresMeasurable benefitsEase of useImproved productivityUnique fundamental characteristicsDesign
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Unique features
most commonly usedan ”easy” strategyendlessly adding new features does not give sustained differentiationcan contradict ease of use
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Measurable benefits
reduced eletricity billlonger recording timefaster Internet access
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Ease of use
A very important vector of differentiationSometimes technology advances do not deliver enhanced productivity, because of usability problemsA big challenge in an era when everything is integrated in a single device (mobile phone)
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Improved Productivity
Longer battery lifeBetter quality (of voice communications)More responsive UITechnology advances complemented with good usabilityOften a crucial factor in buyer’s decision making process
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Unique Fundamental Characteristics
Example: The imaging method of Polaroid camerasOften protected by patents
If based on a special technologyNot so common in ICT where interoperability is a fundament
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Design
More and more important in maturing markets…
…such as mobile phones!Hardware Design & User Interface Design
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First-to-Market StrategyMarket share advantageEarlier market & customer experienceInfluence on markets and standardsPossibility to build entry barriersImage benefits, a glamorous strategyBig risks!Somewhat problematic in ICT: as interconnectivity is the rule, market dominance can seldom be achieved
An exception: Cisco
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Fast-Follower Strategy
Wait until market is clarifiedAvoid market education costsNearer in time to eventual market, easier to predictAbility to use newer technologyFast means fast! The name of the strategy is not just ”Follower Strategy” �
Advantages of being fast: Jump ahead and stay ahead
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“Fast product development abilities enable sustained competitive advantage and ability to stay ahead competition” (McGrath 2001)
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See you next week!
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