Strategic technology marketing is the function and the processes in a technology-driven business that align resources across the organization to focus on high value market segments, complete solutions, and the strategy for competitive advantage.
The Strategic Marketing of Technology Products course delivers proven concepts and practical tools to support managers across a spectrum of experience, from successful executives who need to establish common vocabulary and a repeatable process, to technical executives who are new to the role of leading market strategy teams.
Click on this audio link to learn how one executive applied concepts from the course to create a market-driven organization: Getting Engineering and Marketing on the Same Page Using Voice of the Customer.
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Benefits
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Contents
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Who Should Attend
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Instructor
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Hours & Credits
- Select market segments that are motivated to fully deploy your technology and can strongly influence others to buy
- Reduce the time it takes for engineering and marketing to define and implement winning solutions for target market segments
- Create a structured voice of the customer (VoC) interaction with customers that allows them to articulate important unmet business and technical needs
- Identify the specific product, service, and relationship achievements necessary to deliver value to customers
- Define sales and marketing strategies to beat competition and grow profitably
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Day One: Identifying Opportunities for Growth
Prioritizing Market Targets
- Identifying opinion leaders and influence communities in the market and using them to speed sales
- Transferring the implications of the L-shaped early market to your engineering, marketing, and sales priorities
- Using portfolio analysis and the technology adoption model to rank growth opportunities
- Segmenting your market, by use or application, and by user community
- Ordering segments for solution definition
- Summary: Winning a market is like winning a war—first you need a map of the territory
Exercise: Create your market segment map and the order in which you will take territory.
Day Two: Creating a Competitive Product Strategy
Using the Whole Product Concept
- Understanding the power of the customer’s point of view
- Writing a customer problem statement
- Defining a competitive, total solution to the customer’s problem
- Packaging market partners’ solution elements
- Responding to the differences in solution requirements of different segments and buyers
- Summary: The customer’s point of view is the source of competitive advantage
Exercise: Write a customer problem statement
Defining a Solution Strategy
- Defining and measuring competitive differentiation
- Prioritizing solution vectors and elements
- Aligning core technology development to customer success metrics
- Meeting competitive cost-of-use benchmarks
- Identifying unique value to prevent price erosion
- Putting it all together into a statement of competitive solution metrics and strategy
- Summary: Defining solution metrics will motivate your team and allow members to measure
competitiveness
Exercise: Write a solution strategy statement
Day Three: Beating the Competition
Listening to Customers
- Making the case for cross-functional participation in the listening process
- Planning a structured program of customer visits
- Ensuring an open-ended discussion
- Overcoming listening challenges in Asia
- Documenting and synthesizing what you learn from customers
- Summary: When marketing and development listen to customers as a team, they define more
competitive solutions faster
Achieving Competitive Advantage
- Getting started with an environment scan
- Selecting and implementing one of four fundamental competitive maneuvers
- Focusing the market’s agenda on your competitive differentiation
- Establishing the ultimate competitive weapon: market leadership
- Using online social media tools to reinforce your market leadership
- Summary: The secret to beating competition is brutal self-analysis and aggressive campaign
execution
Exercise: Explore the Technology Marketing Center at www.technologymarketingcenter.com |
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Strategic technology marketing issues are critical to executives responsible for leading or coordinating the activities of marketing, technical support, and engineering functions in technology-driven organizations.
We recommend team participation from companies, including executives from general management, marketing, sales, and engineering. |
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Day 1 - 8:30 AM - 4:30 PM
Day 2 - 8:00 AM - 4:00 PM
Day 3 - 8:00 AM - 4:00 PM
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CEU :
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2.1 |
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| Download Course Brochure (PDF) |
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Special Features
 The Technology Marketing Center is an online community to continue your learning: filled with case studies, discussions, and executive interviews by former participants of the Strategic Marketing of Technology course. Our Caltech IRC instructor, Chris Halliwell, is the director of this site.
Participants are invited to attend a dinner the first evening of the course, providing an oppportunity to share information and ideas with the instructors and other participants.
Comments from Past Participants
"I first found Chris Halliwell online when she interviewed a marketing executive online at www.technologymarketingcenter.com. I came to this course to learn more and was excited and engaged for the duration of the program. I found understanding the whole product concept and the voice of the customer process invaluable."
Christopher P. Willis
EVP, Marketing & Strategic
Alliances
Pyxis Mobile
“The strategies and the 'how to' approach to marketing technology products offered in this course are great. The interaction with the instructor, Chris Halliwell, and her ability to respond in context and keep the class focused, are the true values of the course.”
Gene Fraser
Vice President and Deputy
Integrated Systems Western Region
Northrop Grumman Corporation
"The Strategic Marketing of Technology Products course has outstanding material that is very relevant to technology marketing. A number of the concepts taught in the course will be very useful in our organization. Chris Halliwell's extensive experience and the interaction with other attendees during class discussions and exercises add great value."
Deborah Mills
Director of Early Stage Marketing
Corning, Inc.
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