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Product Strategy for High Technology Companies (Hardcover)
by Michael E. McGrath
| Category:
Product management, Product development, High-tech marketing, Product strategy |
| Market price: ¥ 430.00
MSL price:
¥ 388.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A unmatched user guide to high-tech product strategy, we highly recommend this book to all high-tech product managers. |
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Author: Michael E. McGrath
Publisher: McGraw-Hill; 2nd edition
Pub. in: October, 2000
ISBN: 0071362460
Pages: 400
Measurements: 9.1 x 6.1 x 1.3 inches
Origin of product: USA
Order code: BA01436
Other information: ISBN-13: 978-0071362467
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- MSL Picks -
In his richly illustrated Product Strategy for High Technology Companies, Michael E. McGrath rightly describes product strategy as a management process. Like any process, product strategy defines structure, timing, responsibilities, and skills. The process architecture reproduced on page 359 provides a practical framework starting with the definition of core strategic vision. Core strategic vision requires answering three questions: 1. Where do we want to go? 2. How will we get there? 3. And most critical Why will we be successful? Core strategic vision determines the criteria used for reaching a strategic balance in the product development process: Focus vs. diversification, short-term vs. long-term, current product platform vs. new product platform, business Alpha vs. business Beta, research vs. development, and high risk vs. low risk. Available resources influence the outlook of strategic balance.
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.
(From quoting Serge Steenkiste, USA)
Target readers:
Product directors/managers, brand directors/managers, and marketing directors/managers, especially those in high-tech sector.
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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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From Publisher
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.
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Serge Steenkiste (MSL quote) , USA
<2008-07-15 00:00>
In his richly illustrated Product Strategy for High Technology Companies, Michael E. McGrath rightly describes product strategy as a management process. Like any process, product strategy defines structure, timing, responsibilities, and skills. The process architecture reproduced on page 359 provides a practical framework starting with the definition of core strategic vision. Core strategic vision requires answering three questions: 1. Where do we want to go? 2. How will we get there? 3. And most critical Why will we be successful? Core strategic vision determines the criteria used for reaching a strategic balance in the product development process: Focus vs. diversification, short-term vs. long-term, current product platform vs. new product platform, business Alpha vs. business Beta, research vs. development, and high risk vs. low risk. Available resources influence the outlook of strategic balance.
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. |
Conger Gabel (MSL quote), USA
<2008-07-15 00:00>
Translating a strategic vision into a family of world-class product offerings is a capability that many companies do not possess. Michael McGrath lays out a clear and concise framework for how a company can establish this critical capability. All too often, a company will develop a series of products, on a one-off basis, that are only loosely, if at all, coupled with the company's vision of where it wants to go. This is a sure formula for disaster in today's competitive world. Drawing on examples from many different industries, McGrath shows how a company can establish a flexible and robust approach to this "fuzzy front end" of product development.
In my own work, I have had the opportunity to deploy the ideas and concepts contained in this book. I have found them to be extremely powerful and highly recommend them to all product development executives and professionals. |
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