- Hardcover: 400 pages
- Publisher: McGraw-Hill Professional; 2 edition (1 Oct. 2000)
- Language: English
- ISBN-10: 0071362460
- ISBN-13: 978-0071362467
- Product Dimensions: 16 x 3 x 23.4 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
- Amazon Bestsellers Rank: 434,725 in Books (See Top 100 in Books)
- See Complete Table of Contents
Product Strategy for High Technology Companies Hardcover – 1 Oct 2000
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From the Back Cover
Product Strategy for High Technology Companies2nd EditionMichael E. McGrath
[HEAD] How Today’s High-Tech Leaders―Microsoft, Intel, Motorola, and Others―Continue their Dominance in an Increasingly Competitive Marketplace.
Companies looking to make a mark in today’s crowded high-tech battlefield need two primary elements: a distinctive product and a powerful product strategy. Without both, they simply won’t survive.Product Strategy for High Technology Companies, 2nd Edition, is today’s only book on product strategy written specifically for high-tech companies. Updated and revised to encompass everything from changing product strategies to Web-based technologies, this forward-thinking book provides page after page of market-tested strategies and techniques that include:
• An in-depth examination of the market-proven Core Strategic Vision (CSV) and Market Platform Plan (MPP) Frameworks
• Case studies examining 14 unique differentiation strategies―what worked, what didn’t, and why
• More than 250 examples of product strategy in action, from the success of Microsoft to the equally stunning―at the time―failure of Osborne
The opportunities in today’s wide-open technology marketplace are unparalleled in history. Benchmark yourself against the high-tech leaders―and discover techniques to carve out your own area of expertise and success―with Product Strategy for High Technology Companies.
Product Strategy for High Technology Companies2nd EditionMichael E. McGrath
• How did Xerox, a dominant world leader in light-lens copying, change its strategic focus in time to secure a foothold in the emerging digital technologies arena?
• Which line strategies helped Tylenol leverage its single product―acetaminophen―into a broad-based platform that has sold nearly a quarter-trillion tablets?
• What innovative strategies did Dell Computer use to become a low-price leader in the notoriously razor-thin margin world of personal computers?
Continuous technological change…Short product life cycles…Fast-moving, innovative start-up competitors…
High-technology companies face a number of unique challenges not encountered by companies in other industries. And yet some―Microsoft, IBM, Apple, and Intel, to name just a few―consistently overcome the same obstacles faced by others, and continue to strengthen their competitive positions year after year. How do they do it?Product Strategy for High Technology Companies defines how high-tech companies have used product strategy and product platform strategy to achieve competitiveness, profitability, and continued expansion in the Internet age. Product strategists in high-tech companies will get the latest information on developing successful product policies―including technological change, product differentiation, timing and contingency planning, as well as marketing and financial considerations.
And far from offering a one-sided viewpoint of the marketplace, author Michael McGrath draws on his nearly quarter-century of experience to relate how product strategy works in the real world. McGrath discusses the strategies that allowed Amazon to create and launch numerous products in record time―and their plans for continuing this cycle of innovation and growth. He examines how companies such as Motorola were able to successfully leverage existing product lines, while others such as Wang quickly failed and disappeared.
Product Strategy for High Technology Companies is nothing less than a template for growth in the brutally competitive arena of high technology. Candid, comprehensive, and generous in its use of real-life examples to illustrate strategic realities, it shows today’s emerging technology challengers how to build a solid strategic foundation, leverage the strengths of that foundation, then build from it to assume and maintain a position of leadership―today and well into the 21st century.
About the AuthorMichael McGrath is a cofounder and managing director of Pittiglio Rabin Todd & McGrath (PRTM), a leader in helping technology-based companies develop agile, robust management processes and methodologies. In over two decades of management consulting, he has worked with more than 100 companies in the U.S., Europe, and Asia. McGrath initiated PACE“ (Product And Cycle-time Excellence), PRTM’s product-development consulting practice, and has directed many of PRTM’s projects in reducing time-to-market in a variety of high technology companies. He coauthored the books Product Development and Setting the PACE in Product Development, and has published numerous articles on international manufacturing, product development, and trends in the high-technology industry.
About the Author
Michael McGrath is a cofounder and managing director of Pittiglio Rabin Todd & McGrath (PRTM), a leader in helping technology-based companies develop agile, robust management processes and methodologies. In over two decades of management consulting, he has worked with more than 100 companies in the U.S., Europe, and Asia. McGrath initiated PACE“ (Product And Cycle-time Excellence), PRTM’s product-development consulting practice, and has directed many of PRTM’s projects in reducing time-to-market in a variety of high technology companies. He coauthored the books Product Development and Setting the PACE in Product Development, and has published numerous articles on international manufacturing, product development, and trends in the high-technology industry.
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The book shows clearly how to answer the critical questions: 1) Where do we want to go, 2) How will we get there, and 3) Why will we be successful. It shows how to create a Core Strategic Vision that is the foundation for new product success. And it shows how to use that vision to create highly competitive and profitable product lines, particularly in high technology.
Having tested new product ideas for hundreds of companies over the last 25 years, it is difficult to think of more than a handful who couldn't have benefited from not only reading this book, but doing what it recommends.
development is a terrific way to think about competition.
IMHO, this book is a must-read for all product managers,
product marketers and people involved in strategic decisions,
i.e. all senior executives.
That said, speaking as a five-time startup engineer, the advice
and examples in this book seem geared towards the core product
lines in larger companies, where you can credibly talk about
"two years from now" as opposed to wondering if you'll even be
in business, which is also the problem for new product lines at
large companies. The experience for the book comes from the
PRTM consulting firm, which was made famous for their work with
parallel product development at Intel. We hired them in the
early days at Inktomi, and found mixed success with their
process because we were terrified of immediate failure, and
they wanted to talk about version 3. Obviously, there's a
successful middle ground because Inktomi was a huge success in
the short term, but ultimately lost its strategic direction.
Core strategic vision, strategic balance, core competencies, and competitive strategy are together the foundations on which the often-ignored product platform strategy is built. Product platform strategy is the lowest common denominator of relevant technology in a set of products or a product line. Product failures in high-tech companies frequently can be traced to an incomplete product platform strategy according to McGrath. Strategic balance, product platform strategy, and competitive strategy are together the foundations of product line strategy. Product line strategy is where specific product offerings are defined.
Core strategic vision also influences the competitive strategy that high technology companies must define. McGrath provides an in-depth, practical review of differentiation strategy, pricing strategy, and supporting strategies. Supporting strategies are first-to-market and fast-follower strategies, cannibalization, and global product strategy. McGrath's examination of both time-based strategies and cannibalization is particularly interesting because both subjects are rarely covered in such a luxury of detail. McGrath finally examines the optional expansion strategy and innovation strategy. High technology companies only need them if they want to invest in expansion or innovation.
To summarize, Product Strategy for High Technology Companies is a practical guide to a management process from which even product managers from outside the high tech industry can draw useful lessons and more importantly apply them to their own product strategy.
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