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Bringing High Technology to Market: Successful Strategies Employed in the Worldwide Software Industry

2006; Wiley; Volume: 23; Issue: 6 Linguagem: Inglês

10.1111/j.1540-5885.2006.00220.x

1540-5885

Chris Easingwood, Steven Moxey, Henry Capleton,

Digital Platforms and Economics

The launch stage can be critical for many new products, but particularly so for technology‐intensive ones. This study examines this key stage in a high‐tech sector: the worldwide computer software industry. Using a research instrument developed across a number of high‐tech sectors, but adapted to the targeted sector, it describes a worldwide telephone‐based survey of 300 organizations, resulting in 190 interviews, a response rate of 63%. It shows that five distinct and interpretable strategies are employed: (1) alliance strategy involves forming early strategic alliances as well as tactical alliances at the execution stage together with the development of unique distribution channels; (2) targeted low risk attempts to reduce the risk of adoption among identified segments by producing versions of the product specifically customized to the segments; (3) low‐price original equipment manufacturer (OEM) is the only price‐driven strategy and combines low price with channel building to OEMs who are looking for attractive price‐to‐performance ratios; (4) broadly based market preparation is an early‐stage strategy that concentrates on educating the market vis‐à‐vis the technology and developing channels; and (5) niche‐based technological superiority uses a technologically superior product to dominate a niche and corresponds closely to the chasm‐crossing strategy expounded by Moore and others. Regarding superior product performance, successful software companies first of all engage in a broadly based preparation of the market but switch to a targeted strategy at the following stages of positioning and execution, built around superior technological performance and reduced risk. A somewhat different mix of strategies is adopted when the objective is superior market development, namely opening up new markets, reaching new customers, and developing new product platforms. Again the mix includes broadly based market preparation, this time along with alliances. This strategy is very much about working with partners. The broadly based market preparation strategy is key for both objectives, is long term in nature, and avoids narrowly defined niches. It seems that starting broad based and narrowing down, perhaps to a niche, only at a later stage when this is clearly the appropriate thing to do, pays dividends.