This description is based on
a previous semester’s version of the course.
We will update it when we receive a new one.
COURSE NUMBER: MBA264.1
This course is
cross-listed with the Evening and Weekend MBA Program
COURSE TITLE: Marketing Strategy for High Technology
Organizations
UNITS OF CREDIT: 3 units
INSTRUCTOR: Peter Wilton
E-MAIL ADDRESS: wilton@haas.berkeley.edu
CLASS WEB PAGE LOCATION: http://www.study.net
MEETING
DAYS/TIME: Thursdays,
6:00 p.m. to 9:30 p.m.
PREREQUISITES: Core Marketing Management
CLASS FORMAT: The class includes a wide variety of
learning approaches, including lectures, guest speakers, case studies, strategy
planning templates, and software tools for assessing the effectiveness of
marketing strategies for high technology products and services.
REQUIRED
READINGS:
Textbook + course reader + case studies. Soft copies of class lecture
notes and planning templates will be made available to enrolled students
BASIS FOR FINAL GRADE: Individual participation, based
upon in-class participation, completion of class assignments, and
extra-curricular contributions. A wide variety of individual participation
formats is encouraged. Final paper and presentation of team-based marketing
strategy assignment
ABSTRACT OF COURSE'S CONTENT AND OBJECTIVES:
The universe of technology products and services continues to change in ways
that put new pressures on product marketers:
· traditionally
profitable (and differentiated) products and market sectors face increasing
competitive pressure both from commoditization at the low end and alternative
disruptive technology platforms at the high-end;
· the scope and
nature of competing and substitute products/service offerings continue to
morph, blurring market boundaries and increasing the complexity of the R&D
and product management tasks;
· new pricing and
ownership models for technology products and services (especially software,
utility computing, etc.) pose significant market education and product
integration challenges;
· technology
vendors continue to migrate higher up in the customer value chain, focusing
upon business-level issues and deliverables, and engaging decision-makers and
influencers beyond the IT function;
Collectively,
these and other developments are placing new demands on the marketing of
high-technology products and services. In particular, technology marketers are
being challenged to find and articulate clear differentiation opportunities, to
integrate more effectively across product lines, and to develop new definitions
and ways of demonstrating customer value. Product-level value propositions,
crafted at the generic level, without meaningful customer input, are unlikely
to yield significant returns on marketing investments.
"High-Technology
Marketing Management" is intended to address many of these challenges,
equipping technology marketers with a set of tools and frameworks for more
effectively executing the key tasks of managing, messaging, and positioning the
high-technology product.
FOCUS:
"Marketing Strategy for High-Technology Organizations" structures the
technology marketing task into three layers. At the conceptual level, the course presents a framework for
innovation management, outlining the process for developing market-relevant
innovation (balancing engineering-lead against customer-lead product
development), comparing the development trajectories of sustaining
(incremental) versus reframing (disruptive) innovation, and drawing
implications for how the marketing program needs to be adapted for each type of
innovation, often referred to as contingency marketing.
This
section of the course will also introduce alternative organizational designs
for managing the technology development and marketing process.
At
the strategic decision-making level,
the course introduces a set of interrelated decisions comprising the
'technology marketing hierarchy'. This hierarchy guides the technology marketer
through decisions concerning:
· technology
development strategy (managing the technology portfolio);
· technology
commercialization strategy (technology valuation and value-recapture strategy:
the end-products/sale/license decision);
· market timing
and market-entry strategies (first-mover versus follower strategies);
· the technology
growth objectives (mix of revenue, market share, and profitability);
· the market
growth focus (mix of target markets and customer segments, including differences
between B2B and B2C technology markets);
· the customer
growth focus (mix of new customer acquisition versus penetration of the current
installed base);
· competitive
product differentiation and uniqueness;
· alternative
customer value-creation platforms (the alternative strategic platforms through
which the firm intends to create value for the customer and position the
technology);
· nested customer
value propositions;
· the go-to-market
strategy, including partnering and alliancing
strategy;
· managing the
technology life cycle, highlighting the tasks, benefits, and risks associated
with each stage of technology life cycle, and the appropriate strategic and
tactical responses for managing the transitions between stages, with the
ultimate aim of maintaining the industry marketer leadership position
throughout the innovation life cycle.
At
the tactical
level, the course provides technology marketers with practical tools
for market definition, market sizing, technology substitution analysis, new
product design (determining customer-utility-maximizing product attribute
trade-offs), estimating new product adoption rates, and estimating product ROI.
The course also introduces a customer ROI model for quantifying both the
economic value and intangible benefits created for the customer, and from this,
determining the appropriate pricing and value recapture strategy for the
technology.
OBJECTIVES:
Upon completion of this course, students will be able to:
· Understand and
manage the sequence of decisions required to enable effective technology
product marketing
· Understand and
measure the economic value of alternative technology growth strategies
· Assess the
strategic impact of specific product initiatives on market and competitor
behavior, and be able to manage the risks inherent in high impact innovation
· Articulate
effective value propositions that clearly differentiate the firm from its
competitors in both the immediate- and the long-term
· Understand and
measure customer ROI for technology products & services
· Understand and
measure the customer utility for specific combinations of product attributes
and performance levels, enabling the design of optimally configured market
offerings
· Estimate market
shares and adoption rates for alternative technology offerings within a given
market segment
· Understand and
manage value-based pricing decisions for technology products
· Understand and
manage the key industry marketing tasks associated with effective technology
commercialization, from launch through to market saturation
· Understand and
mitigate the risks of stalled product adoption
· Understand and
measure product ROI to the firm
BIOGRAPHICAL SKETCH:
Dr.
Peter Wilton teaches strategy, marketing, and international management in the
Haas School of Business at the Haas School of Business, University of
California, Berkeley. He has also served as a Visiting
Professor at the Graduate School of Business at Stanford University, and on the
faculties of Duke and Purdue Universities in the United States, the University
of Melbourne, and the Australian Graduate School of Management in Australia, as
well as the executive programs of the University of Michigan, the University of
Chicago and Pennsylvania State University.
Dr.
Wilton has been the recipient of numerous awards and fellowships for his work
in management, including several from the prestigious National Science
Foundation, as well as the Marketing Science Institute. He has been the
recipient of the Australian Overseas Fellowship in Management and the Market
Research Society of Australia Prize. In the US, he has been recognized by
Business Week magazine as one of the country's leading business instructors. In
addition, he has been recognized in the "Who's Who" Registry of
Leading American Executives.
Most
recently, Dr. Wilton received recognition from the International Society for
Performance Improvement for "outstanding instructional intervention"
Dr. Wilton has published widely, his articles on management appearing in
numerous leading journals, including the Journal of Marketing Research,
Management Science, the Journal of Consumer Research, the Journal of Retailing,
the Journal of Business & Economic Statistics, European Research, and
elsewhere.
In
addition to his teaching activities, through his private consulting company
known as ORBIS Associates, Dr. Wilton also provides a range of strategic
management and executive development services to a list of clients representing
diverse industries and regions of the world. As a specialist focus, Dr. Wilton
actively assists organizations to develop more effective customer loyalty
strategies and profitability through the design and deployment of integrated
customer experience architectures.