Value Propositions through Innovation for High Technology...
Transcript of Value Propositions through Innovation for High Technology...
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Value Propositions through Innovation for High Technology Companies
Gestione dell’Innovazione
a.a. 2004/2005
AB
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Agenda
What is a value proposition?High technology market segmentationProduct functional capabilities and customer benefitsWhat is a “whole product”?Value propositions through Innovation
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Challenge: Create a Value Proposition
TechnologyProduct
ValuePropositionBenefits
MarketNeedProblem
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The Value Proposition
A combination of a product’s functional capabilities, customer benefits and a business modelwhich creates a value for a specific customer segmentSolves a market “need”Its what you sell
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High Technology - Market Segmentation What is a “Market Segment”?
Set of potential customersWho have similar needs Who reference each other when buyingAre alike in the way they:
View and evaluate productsPerceive valuePurchase products
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Housing Market Segments
ApartmentsCondosTrailer homesSingle family tract homesCustom built luxury homesManufactured home
HotelsMotelsPrisonsRetirement homesNursing homesMilitary basesCollege dorms
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Why Define a Market Segment?
Easier to understand customer needsCan design the product to a narrower set of customer requirementsEasier to become a leader in a smaller market (Big fish in small pond)More effective use of marketing dollarsGenerally more profitable
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Profit Impact of Marketing Strategies (PIMS) 1/2
Originally a General Electric studyNow the Strategic Planning InstituteStudied 2600 business units since1960sEvaluated 28 factors related to ROIDetermined the factor that most affected ROI was market share
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Profit Impact of Marketing Strategies (PIMS) 2/2
ROI = profit return on invested capital
Firms with market shares over 40% have an average ROI of 2 1/2 times more than firms with market shares under 10%
Increasing market share by 10% results in an additional 5% increase in ROI
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Profitability Increases with Market Share 1/2
Market share of up to 10% = 13.2% ROI10% - 20%, ROI = 18.0%20% - 30%, = 23.6%30% - 40%, = 24.4%Over 40% market share, ROI = 32.3%
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Profitability Increases with Market Share 1/2
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Strategy:
Define market segment small enough to allow you to capture 25% to 30% share in a few years
Be a “Big fish in small pond”
Don’t enter a market that already has more than 3 or 4 strong competitors
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A Market Segmentation - Example
Do You Recognize any of these U.S. Firms?
Codar TechnologyElta ElectronicsDatametricsRaymond EngineeringOption Computers
In what market segment do they compete?
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Industrial ,“Ruggedized” Personal Computers
Segment of the worldwide PC marketIndustrialMilitary
PCs to military forces worldwideInstalled in planes, tanks, vehicles, missile launchers, shipsA well defined market segment
$1 billion worldwide, 13% CAGR
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Product Issues in “Ruggedized” PC Segment
Precise design and military specsEnvironmental design requirementsHigh reliability, MTBF performanceVariety of power sourcesStronger, sealed cases, rack mountedExtensive acceptance testsMilitary labeling in many languages
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Product Packaging “Ruggedized” PC Segment
Extensive documentation per mil-specsSpare parts programsMaintenance supportExtensive and detailed warrantyPhysical packagingShipping requirements
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Sales Processes “Ruggedized” PC Segment - 1/2
Formal proposal, bidding processVery long, formal sales cyclesPricing may vary: cost plus fee, competitive fixed price, CPIF, etc.Federal acquisitions regulations apply in U.S.
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Sales Processes “Ruggedized” PC Segment - 2/2
Extensive purchasing documentationProximity to & contacts with the U.S. Pentagon and/or local militarySales team and management should be ex-military personnelImpacted by politics, budgets, foreign relations, trade restrictionsPosting completion bond is common
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Trade Journals for“Ruggedized” PC Segment
Journal of Defense Electronics
Government Computer News
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Corporate Image in “Ruggedized” PCs
Must have extensive high level contacts in military procurement & government Lobbyists in Washington and/or foreign capitalsMust be profitable & financially stable
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Selling PCs to the military is very different from selling typical PCs to a business
Product requirements are differentProduct packaging is differentSales process is differentCorporate imaging is differentEach market segment has unique set of important requirements
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Another example of a niche market
FanucPaintingRobot
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Fanuc RobotFunctional Capability
100% electric motors
Explosion proof enclosurePositional repeatable accuracy is +/- .02”
Powerful minicomputer
Benefit
Clean, no hydraulic fluid leaksVery safe to operate
Very precise painting
Fast execution, able to store many objects
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Can Segment Markets by:
DemographicsGeographyApplication & UsagePlatformsTechnical Sophistication
PriceDistribution channelCustomersPurchase volumesHardware architecturePsychographics
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Psychographics Segmentationusing the Technology Adoption Curve
“Crossing the Chasm” by Geoffrey Moore
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Moore’s Technology Adoption Curve
Innovator
Early Majority
Late Majority
Laggard1/3 1/31/6
Chasm
Early Adopter
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Moore’s Segmentation:Technology Adoption Curve
Normal population distribution of buyersSegmented into buying groupsUses standard deviation boundariesBased on psychographics: propensity to buy technology based productsIt’s a metaphor, a model
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Moore’s Technology Adoption Curve Segments
Innovators: (Techies) = first 4%Early Adopters (Visionaries) = 13%Early Majority (Pragmatists) = 33%Late Majority (Conservatives) = 33%Laggards (Skeptics) = 17%
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Innovators / Techies
Technology enthusiasts; they love itFirst to buy, even at high pricesWilling to learn, very tolerantGatekeeper role, but minimal buying powerWill bug the heck out of youProblem: Not many of them…3%
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Marketing to Innovators / Techies
Product must be technically interestingProduct must work functionally, not have to be perfectDraft manuals okHave them beta test Want to talk with “techie” developersDeliver papers at conferencesPublish in technical journals
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Early Adopters /VisionariesWant new technology to dramatically improve their business in a strategic mannerWant discontinuous breakthrough improvement in critical business processGoal: improve business, not use technology“Builders” not “maintainers”Project oriented Anxious, champions High risk/high reward typesMake “bet their career” decisionsMountain Climbers
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Marketing To Early Adopter / Visionaries
Sell the “dream”, but clearly define scope & deliverables..watch out!!Relate directly to their business objectiveHave them reference other visionaries who have bought; your best salesmenPrice is secondary: they want it right, complete, quickly & on time
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Early Majority / Pragmatists
Only want incremental improvementEvolutionary not revolutionary productsWant proven, established productsCan’t sell them new, risky technologyCan’t sell them “dreams”, only “reality”Live with their decisions long timeHill climbers at best
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Marketing To Early Majority / Pragmatists
They want:Proven product, based on standardsMany satisfied customers to reference in their own vertical industry To buy whole product from market leadersCompetition: lower prices, other vendor alternatives
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Late Majority / Conservatives
“Back side” of curve = 1/3 populationSignificant opportunity for sales & profitsTechnology adverse; don’t like changeWant only mature whole products, fully packaged and supported....at a low price…buy “off the shelf”Most technology products they buy are sold through retail distribution channels
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Laggards / Skeptics
Last 1/6 of population = 17%Don’t buy any technology unless they are forced toJust now buying microwave ovens & VCRsNot worth talking aboutNot worth me making this slide!
Enough said....
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“Initial Target” or “Beach head” Market
Target Market = 17% of Total Market
Adoption goes from left to right, along the curve
I = 3%EA = 14%
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Early Stage Sales Strategy
You first must sell to Innovators and Early Adopters/VisionariesInitial Target market is 17-20% of the Total Available MarketYou cannot initially sell to Early Majority/ Pragmatists…don’t waste your time & effort…you can’t skip over Early Adopters / Visionaries
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Summary:
Define initial market segment small enough to allow you to capture 25% to 30% market share in a few years
Don’t enter a market that already has more than 3 or 4 strong competitors
First sell to Innovators & Early Adopters
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“Whole” or “Complete” Products
Technology to Customer Benefits
Functional Capabilities
CustomerBenefitsTechnology
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Example: Portable PCs
Functional CapabilitiesLow weightSmall size/volumeLarge storage mediaHigh processor speed MhzHigh amp-hours /volume & /weight in battery
Customer Benefits
Ease of portability
Adequate storage capacityEffective computing power Maximum battery time without power connection
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Example: Fiber Optic Cable
Functional CapabilitiesLow weight cableSmall size cableLess signal loss/ft, attenuationHigh message volume capacity -MB/secImmune to cross talk, RFI and EMI
Customer Benefits
Easier to installFewer retransmission amplifiersEasier to trouble shoot & maintainLower cost/ MBMore clear signals
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Example: DSL Lines
Functional CapabilitiesUses existing twisted pair copper telephone line15-20 times faster than 56kbps dial up modemMinimal additional modem hardware
Customer BenefitsMinimal installation time & cost
No new phone lineMinimal hardware
Enables service operators to sell more broadband servicesCan be incrementally introduced to market
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The “Whole” Product Includes
The Device:Basic core product, invention, what engineers designed, what customers actually use
Product “Packaging” is in addition to the device:Things, processes, services and extras that are “wrapped around” the device to produce a more attractive value proposition
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3 Types of Product “Packaging” – 1/2
1. Product related:Technology platform, technology standards, migration strategy, upgrade policies, ease of conversion, documentation
2. During the sale:Financing, warranty, trade-in allowance, sales process, pricing, terms & conditions
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3 Types of Product “Packaging” – 2/2
3. After the sale:Delivery, installation, training, customer support, user groups, maintenance & parts
All of these topics need to be determined before:Selling the productPreferably before finalizing the product design
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A “Must Have” Reason To Buy
The value proposition is so good that you “must have” it. Examples?
Critical to success of any new product
Becomes the central theme of the overall marketing strategy, including advertising and promotion
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If you have a technology based product:
The strength of the value proposition must exceed the reluctance, fear and risk of buying a high technology product
Most buyers initially resist buying new technology products
Only a few innovators & early adopters
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If you have a no tech or low tech product:
The strength of the value proposition must exceedthe comfort and habit of customer’s current buying habits and choicesYou have to overcome buyers’ natural inertia to keep on buying the same products and buying them in the same way
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Developing a Value Proposition
Frequently the product is already defined
Then have only 2 variables: Customer and functional capabilities/benefits
Can use a spreadsheet analysis:Rows: Features that provide applicationsColumns: Customer target market segments
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A “Must Have” Reason To Buy
Critical to product launch successWithout it you’ll probably never get to see the chasm, let alone cross itThe strength of the value proposition must exceed customer’s fear and risks of buying a new, high technology discontinuous product
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3 Sources of a “Must Have” Value Proposition
#1 - Provides a dramatic competitive advantage
#2 - Radically improves productivity
#3 - Significantly reduces costs
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“Must Have” #1: Provides a DRAMATICCompetitive Advantage
Advantage not previously availableDramatic, significant, not minorIn a major operational areaExamples are ATM machine, CT scanner, iPod, iTunes, Polaroid camera, Xerox 914 copier, laparoscopic surgery
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“Must Have” #2: It RADICALLY Improves Productivity
Improves productivity of a well-understood critical success factorSuperior price-performanceExamples are CAD software, e-mail, Internet search engines, word processing & spreadsheet software, Sun Sparc workstations, blade servers, laparascopicsurgery
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“Must Have” #3: It SIGNIFICANTLY Reduces Operating Costs
Must be visible, verifiable, significant, quantifiable, easy to prove“Free” offers get attentionExamples are ATM, laparoscopic surgery, Napster, spreadsheet & word processing software, online software distribution
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Final Notes
Difficult to cross the chasm if you only have 1 of the 3 sources of “must have”
Better to have 2 of 3 sources
Best to have all 3 sourcesATMs Laparascopic surgery
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Laparoscopic Surgery – 1/3
Why has this method of surgery become so popular?
Can you determine the sources of the Reason To Buy?
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Laparoscopic Surgery – 2/3
New procedure for hip replacement surgeryTwo 2 inch incisions replaces one 10”Minimal cutting of musclesSame prothesisOut patient basis versus five days in hospitalLess pain and discomfort
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Laparoscopic Surgery – 3/3
Dramatic competitive advantageFaster patient recovery, reduced pain, saferPatients go to doctors & hospitals who do it
Radically improves productivityDoctors spend less time per surgery & post op
Significantly reduces costsLess time in hospital = less costInsurance companies benefit, lower premiums
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A “Must Have” value proposition for Automated Teller Machines
Dramatic competitive advantageOpen 24 hours, much faster transaction time
Radically improves productivityNeed fewer tellers per branchFocus on better service and selling new services
Significantly reduces costsLess paperwork, labor costs91 cents w/teller to 27 cents w/ATM