• Course Benefits
  • Course Outline
  • Instructor

By Participating in This Course, Your Team will be Able to:

  • Select market segments that are motivated to fully deploy your technology and can strongly influence others to buy.
  • Define and implement complete "whole product" solutions.
  • Create structured interactions with customers that allow them to articulate important unmet business and technical needs.
  • Identify the specific product, service, and relationship achievements necessary to realize competitive advantage.
  • Define sales and marketing programs to beat competition and grow profitably.

Course modules may be configured into 1-day, 2-day, or 3-day formats.

Day One: Identifying Opportunities for Growth

Prioritizing Market Targets :

  • Identifying opinion leaders and influence communities and using them to speed sales.
  • Segmenting your market, by use or application, and by user community.
  • Applying L-shaped early market principles to engineering, marketing, and sales priorities.
  • Using portfolio analysis and the technology adoption model to rank growth opportunities.
  • Identifying market adjacencies that leverage your investments and drive growth.
  • 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:

  • Appreciating the power of the customer’s point of view.
  • Understanding how change in the customer’s environment creates opportunity.
  • Writing a customer problem statement.
  • Defining a competitive, total solution to the customer’s problem.
  • Packaging market partners’ solution elements.
  • 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.
  • Designing an ad hoc listening and learning process.
  • 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 and an evaluation of competitive position.
  • 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.
  • Summary: The secret to beating competition is brutal self-analysis and aggressive campaign execution.

Course Instructor - Chris Halliwell

Chris Halliwell is an independent consultant providing business-to-business strategic marketing services to technology-based companies. She has provided strategic consulting, action learning programs, and process facilitation a number of high tech companies including: Analog Devices, Cisco Systems, ElectroScientific Industries, IBM, Intuitive Surgical, Johnson Electric, Northrop Grumman, Philips, Siemens, St. Jude Medical, and Veeco Instruments. She has mentored several new technology companies in areas such as image sensors, mobile broadband communication services, and digital power. Her teaching activities include frequent presentations of technical marketing concepts to companies such as Baker Hughes, Medtronic, Schneider Electric, and Texas Instruments.

Previously, Ms. Halliwell was a managing partner with Regis McKenna, Inc., where she led the networking and semiconductor partners and practice groups. Prior to Regis McKenna, Inc., Ms. Halliwell held a number of marketing positions at Intel, ultimately directing corporate strategic marketing functions. She began her career selling mainframe computers as a marketing representative for IBM.

Ms. Halliwell has been a guest lecturer in marketing and entrepreneurship at Caltech, the University of California, Berkeley, and Cal Poly San Luis Obispo. She is the director of the strategic technology marketing community, technologymarketingcenter.com. Ms. Halliwell leads the Strategic Marketing of Technology Products, Creating the Market-Driven Organization workshop, one of the top 3 most popular courses in the Caltech executive education program for more than 15 years.

Her degrees from the University of California, Los Angeles, include a master’s in information services, and a master’s of business administration in marketing from The Anderson School.

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How one executive applied concepts from this course to create a market driven organization.
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