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Informationen zum Autor Authored by Lichtenthal, J David; More, Roger Zusammenfassung Develops and applies a 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 book is useful to managers in technology-intensive companies, technical, R&D, and engineering managers. Inhaltsverzeichnis 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 Fl...
