National Research University Higher School of Economics
Nizhny Novgorod
Faculty of Management
Course Syllabus
“Marketing and Innovations
(New Product Development and Consumer Adoption Process)”
080200.68 – Management
Master Program in Marketing
Prepared by:
Fomenkov Denis, Candidate in Economics, dfomenkov@hse.ru
ConfirmedbyMarketing Department«___»____________ 2012г.
Head of Marketing Department Fomenkov Denis _____________________
Recommended by Faculty of Management «___»_____________ 2012г.
Dean Kuznecova Julia _________________________
Approvedby UMS NRU HSE – Nizhny Novgorod «___»_____________2012г.
Chairman Prof. Petruhin Nicolaj ______________________
Niznny Novgorod, 2012
Course Description
Innovations are becoming the main source of sustainable competitive advantage for companies
around the world. As marketing science deals with competitive advantage it should provide solid
framework for innovations. Course “Marketing and Innovations” provides comprehensive
understanding of innovations from marketing science perspective. The course is for students that
are interested in commercialization of innovations both in small entrepreneurial companies and
large corporations. It’s heavily based on cases taken from different high-tech industries and cover
such areas as classification of innovations from marketing perspective, NPD models, opportunity
development, feasibility study, strategic market planning in high-tech firms, barriers to R&Dmarketing collaboration, technology and product management, adoption and diffusion of
innovations, factors affecting adoption of innovation, aligning market research with type of
innovation and so on. This course will help students avoid serious marketing mistakes in
commercialization of innovations and maximize marketing input at every stage of innovation
process.
Course outcomes
The main objective of the course is to provide students with contemporary marketing knowledge
that allows them to make reasonable and appropriate marketing-related decisions in context of
new product development and commercialization of innovations. Upon completion, students
should be able to apply marketing tools and concepts to develop and deliver
successful marketing strategies required for innovative new products and services.
Student Outcomes and Competencies
At the completion of the course requirements, the student will be able to:
 Discuss the role and contributions of marketing within innovation process in
organizations;
 Define the basic vocabulary appropriate to the field of high-tech marketing and marketing
of innovations;
 Describe the relationship between marketing and other major business activities in new
product development;
 Develop and deliver marketing strategies for innovations;
 Develop feasibility study for new products and technologies;
 Apply appropriate marketing research methods for analyzing new markets;
 Develop integrated marketing communication campaign for new products;
 Develop marketing plan for innovation;
 Distinguish among different types of innovations;
 Set appropriate price on new products;
 Understand factors that influence consumer adoption process;
 Identify the model of innovation process within organization.
At the completion of the course requirements, the student will have the following competences
Competence
Type of
competen
ce
Descriptors
Forms and methods of
studying assisting in
acquiring and developing
competences
Способен находить и
оценивать новые
рыночные возможности,
формировать и
оценивать бизнес-идеи,
разрабатывать бизнеспланы создания нового
бизнеса
ПК-25
Be able to recognize
entrepreneurial opportunities and
apply knowledge and skills to
exploit them for opening new
businesses.
Conventional lectures and
expository
lessons.Workshops. Casestudieson marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
Способен организовать
многостороннюю (в том
числе, межкультурную)
коммуникацию и
управлять ею
СК-7
Beabletoworkinmulticulturalproj
ectteam,
showknowledgeofculturalpeculia
rities; have capable oral
communication
skillstoprovehis/herpointofview,
estimateandinterpretfeedback.
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
Способен к осознанному
выбору стратегий
межличностного
взаимодействия
ПК-4
Show teamwork skills; apply
appropriate methods and means
to actual situations for making
decisions and estimation of
commercial and technological
risks.
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
Способен выявлять и
формулировать
актуальные
научные
проблемыв
области
менеджмента, обобщать
и критически оценивать
результаты, полученные
отечественными
и
зарубежными
исследователями
по
избранной теме
Способенвыявлять
данные, необходимые
ПК-10
Beabletodemonstratetheknowled
geofcontemporaryproblemsandtr
endsinmarketinginnovationsand
most recentresultsofresearches.
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
ПК-11
Beabletodefinedatanecessarytoes Conventional lectures and
timateinnovation. Be able to
expository
Competence
для решения
поставленных
исследовательских задач
в сфере управления;
осуществлять сбор
данных, как в полевых
условиях, так и из
основных источников
социальноэкономической
информации: отчетности
организаций различных
форм собственности,
ведомств и т.д., баз
данных, журналов, и др.,
анализ и обработку этих
данных, информацию
отечественной и
зарубежной статистики
о социальноэкономических
процессах и явлениях
Способен разрабатывать
корпоративную
стратегию, стратегию
бизнеса и
функциональные
стратегии организации
Способен выявлять
данные, необходимые
для решения
поставленных
управленческих и
предпринимательских
задач; осуществлять
сбор данных и их
обработку
Topics covered
Type of
competen
ce
ПК-21
ПК-26
Descriptors
Forms and methods of
studying assisting in
acquiring and developing
competences
apply appropriate methods to
collect and analyze data for
making judgments about market
potential of new product.
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
Be able to apply marketing tools
to analyze and develop corporate
strategy which cover such fields
as product portfolio
management, new product
development and launch of new
products. Be able to demonstrate
the knowledge of marketing
interaction with other functions
in organization in new product
development process.
Be able to recognize type of
innovation and prove
implementation of different
methods for marketing analysis.
Be able to forecast sales of new
product and deeply analyze
demand on innovation. Be able
to conduct analysis of
competitors.
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
discussions. Guest lectures.
№
Topic
Sum
Duration (hours)
Practical
Lectures
training and
workshops
Unassisted
preparation
for classes
1st year
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
Review of Russian Innovation System.
Assignment №7.
Types of Innovations From Marketing
Science Perspective and Common
Characteristics of High-Tech Environment.
Assignments №1, 8.
Models of Innovation Process, New Product
Development and Cross-Functional
Interaction.
Assignments №2,3,9.
«Stage-Gate» approach to NPD
Partnerships and Strategic Alliances in New
Product Development.
Assignments №4.
Marketing Research and Innovations.
Assignment №5.
Consumer Behavior, Segmentation and
Adoption Process.
Assignment №12.
Technology and Product Management.
Assignments №13,14.
Marketing Communications For Innovations.
Assignment №15.
Sales, Distribution Channels and Supply
Chain Management in High-Tech Markets.
Assignment №16.
Всего
2nd year
Strategic Market Planning in High-Tech
Firms and Corporate Culture.
Assignments №10,11.
Competitive Analysis and Pricing
Considerations.
Assignment №6.
Business Models
Montreaux Chocolate Case-study
Facebook Case-study
Bluefin Labs: The Acquisition by Twitter
Case-study
TaKaDu Case-study
Bitmaker Labs: Innovation on Hold Casestudy
Proteus Biomedical: Making Pigs Fly CaseStudy
Всего
18
2
4
12
2
4
14
2
4
18
2
10
20
2
4
14
2
4
16
2
4
14
2
4
12
2
4
12
2
4
12
20
52
144
4
4
4
6
6
4
6
4
4
6
4
4
4
2
4
4
4
4
4
4
2
2
4
2
4
4
4
38
40
30
20
24
32
20
22
20
18
18
18
216
12
16
16
10
12
12
10
8
12
108
Outline of Lectures and Readings
1.Review of Russian Innovation System.
Key Issues
 Innovation, Theoretical Conception, Technical Invention, Commercial
Exploitation.
 ScienceandTechnologyBase in Russia. TechnologicalDevelopments.
NeedsofMarket.
 IMAQatKyushu University.
 Global Trends (Russia, China, Brazil, India, Vietnam, Cambodia, Bangladesh,
Indonesia).
 Russia’s Current Innovation Policy Spaceand Advanced Country’s Archetypical
Innovation Policy Space.
 Size Structure of Firms in Russia.
 R&D Personnel by Occupation inRussia and Selected Countries.
 Scientific Publications and Co-Authored Articles inRussia and Selected Countries.
 Levels of Innovativeness in the Regions of Russia.
 World Development Indicators (Russia And Selected Countries).
Readings
1. Shahid Yusuf, Kaoru Nabeshima (2012) Some Small CountriesDo It BetterRapid Growth
and Its Causes inSingapore, Finland, and IrelandThe World Bank (Chapter 2. How Sifire
Compressed Development, Chapter 3. Elements of a Learning Economy).
2. OECD (2011), OECD Reviews of Innovation Policy: Russian Federation 2011, OECD
Publishing.http://dx.doi.org/10.1787/9789264113138-en (Overall assessment and
recommendations, Chapter 1. Economic performance and framework conditions for
innovation, Chapter 2. Innovation actors).
3. Raj M. Desai, Itzhak Goldberg (2008) Can Russia Compete?Brookings Institution Press
4. Arr, Austin (2012) Are Accelerators Losing Speed? Fast Company. Sep2012, Issue 168,
p51-56.
2.Types of Innovations from Marketing Science Perspective and Common
Characteristics of High-Technology Environment.
Key Issues
 TypesofInnovations: ProductInnovation, ProcessInnovation, OrganizationalInnovation,
ManagementInnovation, Production Innovation, Commercial and Marketing Innovation,
Service Innovation.
 Market-Pull Innovations and Technology-Push Innovations.
 IncrementalandRadicalInnovations.
 ProductVersusProcessInnovations. ArchitecturalVersus Component Innovations.
Sustaining Versus Disruptive Innovations. Difference Between Breakthrough And
Disruptive Innovation.
 Do Different Types of Innovation Rely on Specific Kinds of Knowledge Interactions?
 Base of The Pyramid Strategies.
 The Contingency Model for Hi-Tech Marketing. Examples of Implications of
Contingency Theory.
 Common Characteristics of High-Tech Environment. MarketUncertainty.
TechnologicalUncertainty. Competitive Volatility.
 FUD Factor: Consumer Fear, Uncertainty, and Doubt.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter 1. Introduction to the World of HighTechnology Marketing)
2. Franz Todtling,Patrick Lehner, Alexander Kaufmann (2009), Do Different Types of
Innovation Rely on Specific Kinds of Knowledge Interactions? Technovation 29, pp. 59–
71
3. Gerard J. Tellis, Jaideep C. Prabhu, & Rajesh K. Chandy (2009) Radical Innovation
Across Nations:The Preeminence of Corporate Culture, Journal of Marketing Vol. 73
(January 2009), 3–23
4. Song, X.M.,Montoya-Weiss,M.M. (1998) Critical Development Activities for Really New
Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.
3.Models of Innovation Process, New Product Development and CrossFunctional Interaction
Key Issues
 The Market-Based View and the Resource-Based View on Innovation.
 Linear Models (Technology Push, Market Pull). Simultaneous Coupling Model.
Interactive Model. Network Model. Open Innovation Concept.
 Three Phases of New Product Development Process: Idea Phase (Idea Generation and
Screening), Concept Phase (Concept Development, Concept Testing, Business Analysis),
Launching Phase.
 Idea Phase:Problem Solution, Lateral Thinking, Mind Mapping, Brainstorming,
Morphological Analysis, Synectics.
 Dimensions of A Market Orientation.
 New Product Development Teams. The Effectiveness of Cross-Functional Teams.
 R&D – Marketing Interaction. Barriers to R&D – Marketing Collaboration. Different
Orientations Between R&D and Marketing Personnel. Achieving R&D – Marketing
Integration. Assessing the Degree of R&D – Marketing Integration.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter 4, Market Orientation and CrossFunctional Interaction)
2. Holger Ernst, Wayne D. Hoyer, & Carsten Rübsaamen (2010),Sales,Marketing, and
ResearchandDevelopment Cooperation AcrossNew Product Development
Stages:Implications for Success, Journal of Marketing, Vol. 74 (September 2010), 80–92
3. Yu-An Huanga, Hsien-JuiChungb, ChadLin (2009), R&D Sourcing
Strategies:Determinantsand Consequences, Technovation29, 155–169
4. Ruth Maria Stock & Nicolas Andy Zacharias (2011), Patterns and Performance Outcomes
of Innovation Orientation, Journal of the Academy of Marketing Science
5. Song, X.M.,Montoya-Weiss,M.M.(1998), Critical Development Activities for Really New
Versus Incremental Products. Journal of Product Innovation Management 15(2), 124–135.
6. Griffin, A., Hauser, J.R. (1996), Integrating R &D and Marketing: AReview and Analysis
of the Literature, Journal of Product Innovation Management, 13 (3), pp. 191-215.
7. Cooper, R.G., Kleinschmidt, E.J. (1995),Benchmarking The Firm's Critical Success
Factors in New Product Development, The Journal Of Product Innovation Management 12
(5), pp. 374-391.
4. «Stage-Gate» Approach to NPD
Key Issues
 What is Stage-Gate?
 Seven Goals of a New-Product Idea-to-Launch System
 Discovery – The Quest for Breakthrough Ideas
 The Front-End Work – From Discovery to Development
 Picking the Winners – Investing in the Right Projects
 Development, Testing, and Launch
 Implementing Stage-Gate
Readings
5.Partnerships and Strategic Alliances in New Product Development
Key Issues
 Partnerships at Apple.
 Some Characteristics of a Knowledge-Based Economy.
 Types of Partnerships.
 Vertical Partnerships. Relationships With Suppliers. Supplier-OEM Vertical Relationship.
Early Supplier Involvement (ESI). Relationships With Channel Members.
RelationshipsWithCustomers.
 Horizontal Partnerships. Complementary Alliances. Competitive Alliances. Industry
Consortium.
 Reasons for Partnering Across the Stages of the Product Life Cycle.
 Setting Industry Standards Strategies. Licensing and OEM Agreements. Strategic
Alliances. DiversificationintoComplementaryProducts. Aggressive Product Positioning.
 Drawbacks of a Licensing Strategy.
 Three Factors Helps a Firm Decide Which Strategy to Pursue. Barriers to Imitation. A
Firm's Skills and Resources. The Existence of Capable Competitors.
 Partnership and Entry Strategies in Foreign Markets.
 Joint Ventures in China.
Reading
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter 5 Partnership, Alliances, and Customer
Relationships Partnerships and Strategic Alliances)
2. Kumar, S.,Snavely,T. (2004) OutsourcingandStrategicAlliances for Product Development:
a Case ofBantaDigitalGroup.Technovation24 (12), 1001–1010.
3. Orly Yeheskel Oded Shenkar. Avi Fiegenbaum, and Ezra Cohen (2001), Cooperative
Wealth Creation: Strategic Alliances in Israeli Medical-Technology Ventures, Academy
OfManagement Executive,Vol. 15.
4. Zhao, Y.,Calantone,R.J., (2003), The Trend Toward Outsourcing in New Product
Development: Case Studies in Six Firms. International Journal of Innovation
Management, Vol.7(1), pp.51–66.
6.MarketingResearchandInnovations
Key Issues
 Market Research Expenditures & Market Research Staffing.
 AligningMarketResearchwithTypeofInnovation.
 Marketing Research Constrained by User Experience. The Effect of Prior Experience on
Users’ Ability to Generate Or Evaluate Novel Products.Similarity-Dissimilarity Ranking.
 Lead Users. Analyzing Lead User Data. Projecting Lead User Data onto the General
Market of Interest.
 Customer Visits. ElementsofEffectiveCustomerVisitPrograms.
 InsightsFromEmpathicDesign. Process to Conduct Empathic Design.
 Steps in the Lead User Process.
 Conjoint Analysis.
 Quality Function Deployment. Implementation of Quality Function Deployment.
 Biomimicry.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter6 Marketing Research in High-Tech
Markets).
2. Roberto Verganti (2011) How Companies Can Systematically Create Innovations That
Customers Don’t Even Know They Want, Harvard Business Review, October, pp. 114120
3. Eric Von Hippel (1986), Lead Users: A Source of Novel Product Concepts, Management
Science, Vol.32, No.7
4. Hoeffler,.S (2003), Measuring Preferences for Really New Products, Journal of Marketing
Research,Vol.40, No.4, pp. 406–420
5. Page A. L., Rosenbaum, H.F (1992), Developing an Effective Concept-Testing Program
for Consumer Durables, Journal of Product Innovation Management, Vol.9, No.4, pp.
267–277.
6. Peng, L. Finn, A (2008), Concept Testing: the State of Contemporary Practice, Marketing
Intelligence and Planning, Vol.26, No.6, Pp. 649–674.
7.Consumer Behavior, Segmentation and Adoption Process.
Key Issues
 Issues in Understanding High-Tech Customers.
 Design Thinking Factors.
 Adoption and Diffusion of Innovations.
 Factors Affecting Adoption of Innovation. Relative Advantage. Compatibility.
Complexity. Trialability. Ability to Communicate Product Benefits. Observability.
 Categories of Adopters. Innovators. Early Adopters. Early Majority. Late Majority.
Laggards. Crossing the Chasm. Identify a Beachhead. Inside the Tornado.
 Innovation-DrivenSegments. Market-DrivenSegments.
 Customer Migration Decisions.
 Consumers’ Paradoxical Relationships with Technology And Unintended Consequences.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter7 Understanding High-Tech Customers).
2. Daniel Yankelovich and David Meer (2006) Rediscovering Market Segmentation,
Harvard Business Review, February, pp.122-131
3. Segmenting When It Matters, Business Strategy Review Spring 2010, pp. 46-49.
4. Jill Avery and Thomas Steenburgh (2012), Target the Right Market. A software company
debates its strategic focus, Harvard Business Review, October, pp.119-123.
5. Arun Lakshmanan & H. Shanker Krishnan (2011), The Aha! Experience: Insight
andDiscontinuous Learning inProduct Usage, Journal of Marketing, Vol. 75 (November
2011), 105–123
6. Cameron Philip (2007), Innovation and new product development: Sky+, a mini case
study, The Marketing Review, 2007, Vol. 7, No. 4, pp. 313-323.
7. Jacob Goldenberg, Sangman Han, Donald R. Lehmann, & Jae Weon Hong (2009), The
Role of Hubs in the Adoption Process, Journal of Marketing, Vol. 73 (March), pp. 1–13.
8.Technology and Product Management.
Key Issues
 Technology Mapping.
 Technology Identification. Patent Data Analysis. Use of a Matrix Map. Technology
Classification by Matrix Map.
 Make Decisions about Technology Additions. Make Decisions about Commercializing,
Licensing. Ongoing Management. Technology Transfer Considerations.
 Product Architecture. Modularity. Platforms. Derivatives. CustomizingComplexProducts.
 ModularDesigns. IBM’s Experience. Visible Design Rules.Competing in aModular
Environment.
 Product Architecture. The Arrangement of Functional Elements. A Function Structure. A
Typology of Product Architectures. Types of Mappings From Functional Elements to
Physical Components. Interface Coupling. Types of Modular Architectures: Slot, Bus and
Sectional.
 Developing Services as Part of the Hi-Technology Product Strategy.
 Product Change. Product Architecture Determines How The ProductCan Be Changed.
Change Within the Life of a Particular Artifact. Change Across Generations of the
Product. Product Variety.Variety and Flexibility.
 Product Performance. Local Performance Characteristics and Modular Architectures.
Global Performance Characteristics and IntegralArchitecture.
 Differences in Product Development Management According to Architectural Approach.
 Component Standardization. What are the Implications of Standardization?
 Intellectual Property Considerations. Types of Intellectual Property Protection. Rationale
for Protection of Intellectual Property. Managing Intellectual Property.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter8 Technology and Product Management).
2. Sunghae Jun, Sang Sung Park, Dong Sik Jang, (2012),Technology Forecasting Using
Matrix Map and PatentClustering, Industrial Management & Data Systems, Vol. 112 Iss:
5 pp. 786 – 807
3. Qu, T.; Bin, S.; Huang, George Q.; Yang, H. D. Two-Stage Product Platform
Development for Mass Customization, International Journal of Production Research.
Apr2011, Vol. 49 Issue 8, p2197-2219. 23p.
4. Liu, Zhuo; Wong, Yoke San; Lee, Kim Seng, Modularity Analysis and Commonality
Design: a Framework for the Top-Down Platform and Product Family Design,
International Journal of Production Research. Jun2010, Vol. 48 Issue 12, pp. 3657-3680.
24p.
5. Carliss Y. Baldwin and Kim B. Clark (1997) Management In an Age of Modularity,
Harvard Business Review, October.
6. Karl Ulrich (1993), The Role of Product Architecture in the Manufacturing Firm,
Research Policy 24 (1995) 419-441
7. Gertner, Jon; Kratochwill, Lindsey. The Risk of a New Machine, Fast Company,
Apr2012, Issue 164, p104-133. 8p
9.Marketing Communications for Innovations.
Key Issues
 Integrated Marketing Communications. Media Advertising. Public Relations/Publicity.
Direct Marketing. Trade Shows, Seminars, And Training. Catalogs, Literature, And
Manuals. Telemarketing. Personal Selling.
 Internet Advertising And Promotion. Display Ads. Search Ads. Pricing Models For Online
Advertising. Optimizing Site for Search Engine Rankings. Web 2.0 And Web 3.0
Technologies. Viral Marketing. Mobile Marketing. Marketing in Virtual Reality
Environment.
 Website Development. Website Design. Building Site Traffic. Evaluating Website
Effectiveness. Geo-Mapping.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter11 Marketing Communication Tools for
High-Tech Markets).
2. Teixeira, Thales (2012), The New Science of Viral Ads, Harvard Business Review.
Mar2012, Vol. 90 Issue 3, p25-27
3. Kuang, Cliff (2012), Good Design Is Good Business, Fast Company. Oct2012, Issue 169,
p78-89. 10p.
4. Hof, Robert D. Facebook's New Ad Model: You, Forbes; 12/5/2011, Vol. 188 Issue 10,
p106-110, 4p
5. Thurston, Baratunde; Bergl, Skylar; Feifer, Jason; Friedell, Dan; Guerra, Erasmo; Karpel,
Ari; Kelman, Elizabeth; Lidsky, David; Mccue, Matt; Mullany, Anjali; Rhodes, Margaret;
Schomer, Stephanie. The Social Media Road Map. (Cover Story). Fast Company.
Sep2012, Issue 168, P68-89. 22p.
10. Sales, Distribution Channels and Supply Chain Management in High-Tech
Markets.
Key Issues
 Issues in Distribution Channel Design And Management.
 Channel Structure. Direct Channels. Direct Sales. Sales Over The Company Website.
Company-Owned Retail Outlets. Indirect Channels.
 How Big A Sales Force
 Types Of Intermediaries. Distributors. Resellers. Value-Added Resellers. Systems
Integrators. Number Of Intermediaries To Use.
 Retail Distribution Into Brick And Mortar Stores, Partnerships With Marketing
Companies That Have Established Marketing And Distribution Channels, E-Commerce
Websites, Licensing To Another Company In Exchange For A Royalty On Sales.
 Evolution In Channels Structure Over The Technology Life Cycle. Channel Management.
Governance Mechanisms. Legal Issues. Channel Performance.
 Managing Hybrid Channels: Effective Multi-Channel Marketing. Distribution For
“Digital” Goods. Understanding Gray Markets. Supply Chain Management Technologies.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter9 Distribution Channels and Supply
Chain Management in High-Tech Markets).
2. Leslie, Mark; Holloway, Charles A. The Sales Learning Curve. (cover story). Harvard
Business Review. Jul/Aug2006, Vol. 84 Issue 7/8, p115-123. 9p.
3. Gilliland, Michael; Guseman, Sam. Forecasting New Products by Structured Analogy
Journal of Business Forecasting. Winter2009, Vol. 28 Issue 4
2nd YEAR
1. Marketing Strategy and Corporate Culturein High-Tech Firms
Key Issues
 Frameworks to Set Marketing Priorities and to Allocate Resources. “Rule-Of-Thumb”
Approaches. Matrix-Based Strategic Approaches. Statistical Analyses. Decision
Modelling Approaches.
 Customer-Led and Market-Oriented Companies.
 Framework for Strategic Market Planning in Hi-Tech Firms.
 Competitive Advantage. Resources and Competencies. Core Competencies.
 Test of Competitive Advantage. Evaluating Competitive Advantage.
 Key Strategy Decisions. The “All Benefits” Value Proposition. The “Favorable Points of
Difference” Value Proposition. The “Resonating Focus” Value Proposition.
 Strategy Types. Product Leader (Prospector). Fast Follower (Analyzer). Customer
Intimate (Differentiated Defender). Operationally Excellent (Low-Cost Defender).
 Strategy Creation: Approaches and Structures.
 Emergent Versus Formal Planning.
 Marketing Performance Measurement.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter 2, Strategic Market Planning in HighTech Firms)
2. Ranjay Gulati, Jason Garino (2000), “Get the Right Mix of Bricks and Clics,” Harvard
Business Review, May-June
3. Martin S. Schilling (2009), Beyond Matrices and Black-Box Algorithms: Setting
Marketing Priorities with Marketing Strategy Conferences, Journal of Marketing
Management, Vol. 25, No. 5-6, pp. 571-590
4. Amazon, Apple, Facebook, and Google. Fast Company. Mar2012, Issue 163, p72-81. 6p
5. Safian, Robert (2012), Generation Flux. (Cover Story),Fast Company, Feb2012, Issue
162, p60-97, 13p
2. Competitive Analysis and Pricing Considerations.
Key Issues
 Short, Volatile Product Life Cycle. Preassure on Price/Performance Rations. Network
Externalities. Unit-One Cost. Customers’
 The 3C’s of Pricing. Costs. Competition. Customers. Consolidation the 3C’s into
Successful Strategy.
 Customer-Oriented Pricing. Implications of Customer-Oriented Pricing.
 Solutions To The Technology (Pricing) Paradox.
 Outright Sale Of Know-How Versus Licensing Agreements. Usage Restrictions.
Readings
1. Jakki J. Mohr, Sanjit Sengupta, Stanley F. Slater (2009), Marketing of High-Technology
Products and Innovations: Jakki Mohr. (Chapter10 Pricing Considerations in High-Tech
Markets).
2. Ho, Jonathan C.; Chung-Shing Lee (2008), The DNA Of Industrial Competitors, Research
Technology Management. Jul/Aug2008, Vol. 51 Issue 4, p17-20. 4p.
3. Jun Li; Netessine, Serguei (2012) Who are my Competitors? Let the Customer Decide,
INSEAD Working Papers Collection. 2012, Issue 84, p1-33. 35p.
4. Sørensen, Hans Eibe (2009), Why competitors matter for market orientation, European
Journal of Marketing. 2009, Vol. 43 Issue 5/6, p735-761. 27p
4. Business Models
5. Montreaux Chocolate Case-study






Consumer marketing;
Forecasting;
International R&D;
Market research;
Product positioning;
Quantitative analysis
Andrea Torres, director of new product development at a high-end chocolate confectionery
company, leads her team through a carefully sequenced program of market research to support the
development and launch of a new product, healthy dark chocolate with fruit. This is the first time
Montreaux USA, an offshoot of a Swiss confectioner, has created a product specifically for U.S.
chocolate consumers. The case explains the steps Torres and her NPD team have completed and
describes the decisions that lie ahead, a few months in advance of the anticipated launch. A
challenging situation is intensified by a competitor also having tested a dark-chocolate-with-fruit
product that was likely to be introduced into the U.S. marketplace in the near future. Students
must perform a quantitative analysis as part of their work.
5. Facebook Case-study






Advertising media;
Different ways of monetizing social relationships.
Competitive strategy;
Network effects;
Networking;
Social networks
As Facebook topped one billion monthly users in October 2012, the online social network
continued to face questions about how best to monetize its surging traffic. The company could
invest further in new advertising products, which represented the majority of the revenue thus far,
or concentrate on the Facebook Platform and help third-party developers create and distribute
their own applications. After a highly anticipated yet largely disappointing initial public offering
(IPO), Facebook's stock price steadily declined. It became critical for the Facebook team to
identify sustainable growth opportunities, particularly as more of its user base accessed the site
via mobile devices.
6.Bluefin Labs: The Acquisition by Twitter Case-study
 social media metrics
 social media monitoring
 Social TV
Just weeks after Twitter's decision to acquire Bluefin Labs, this case explores how Twitter can use
its social media monitoring data. Bluefin Labs has built a system that gathered millions of online
comments in an effort to build new metrics for TV programs and brand advertising. With data
from Twitter and other social sites, expressions, not just impressions, can now be aggregated and
measured, and used to calibrate brand performance and to sell media time. A second theme of the
case is what is called Social TV, the audience engagement that results when people watch
television with a smartphone or tablet in hand, participating in a virtual community of real time
TV watchers.
7.TaKaDu Case-study
 The challenges of a company trying to scale and move beyond early adopters for its
innovation
 Economic case for customers that care about ROI
 Segment potential business customers and determine who to target.
In December 2012, Amir Peleg, founder and CEO of TaKaDu, reflected on how to position his
young firm for the next fiscal year and beyond. The small Israeli startup had developed an
innovative software system that used patented algorithms and statistical analysis to detect
problems such as leaks, bursts, and faulty equipment within a water utility's infrastructure. Such
problems caused significant water and energy loss at many utilities, led to service interruptions
for consumers, and were only getting worse as the existing infrastructure aged. Since its founding
in 2009, TaKaDu had attracted nine customers from around the world. However, as Peleg and his
executive team debated how to allocate funding for the upcoming year, he needed to decide
whether to focus on R&D to improve and add to TaKaDu's existing software and become the
clear technology leader, or move ahead with its current offering and focus on getting new
customers to penetrate the market as quickly as possible before competition intensified. Some in
the company called for devoting the bulk of TaKaDu's resources to making the system more
easily deployable, as deploying the TaKaDu service with a new customer could take up to two
months. Peleg also wondered if the company should continue to pursue sales leads from
anywhere in the world, or focus on one geographic market (and if so, what region should he
choose)? An Australian water utility had made a public announcement it was accepting bids to
implement a smart water network monitoring system and Peleg wanted to discuss if and how
aggressively TaKaDu should bid on the contract with his management team. TaKaDu already had
one Australian customer, was this the region to focus on?
8. Bitmaker Labs: Innovation on Hold Case-study
 Rapid prototyping
 Revenue models
Inspired by software development boot camps in New York and San Francisco, Bitmaker Labs
has just launched a similar offering but without considering the operational constraints unique to
doing business in Canada. The result is governmental scrutiny just as the business is taking off
with 42 students enrolled, each having paid $7,000 for a nine-week web development boot camp.
Government investigators raid Bitmaker Labs, confiscating financial documents and threatening
penalties and possible jail time for running an unregistered career college.
9.Proteus Biomedical: Making Pigs Fly Case-Study
 Licensing
 Business development issues in healthcare ventures.
Proteus is a healthcare start-up that has developed technology to embed electronics for computing
and sensing in existing medical devices and drugs. The technology could potentially change the
basis of competition in the pharmaceutical industry. The company is currently considering a
number of licensing and business development deals and must choose which one(s) to pursue.
Overview – assignments
No.
1.
2.
3.
4.
5.
6.
Assignments – Individuals (in LMS)
Identifying type of innovation from marketing perspective.
Morphologicalanalysis (development of multi-dimensional matrix for new products)
Sales-Marketing-R&D cooperation in NPD (test of hypotheses)
Analysis of strategic alliancesin NPD
Marketing research for international startup
Competitive analysis of anew product
No.
7.
Assignments - Group
Comparative analysis of national innovation systems (Singapore, Israel, Germany, Finland,
China, Brazil, India)
Analysis of market and technology risks (case-study “Stem cells storage company”)
"We want to go fromidea to end-market in six weeks" (case-study Intuit )
“Your Strategy Needs a Strategy” (Choose approach to marketing strategy development
for high-tech companies)
8.
9.
10.
11.
12.
13.
14.
15.
16.
Analysis of Tesla Motors marketing strategy
Analysis of adoption process
Analysis of applications for grants
Hype Cycle as a tool to develop technology map
Launch strategy development (guest instructor)
New product sales forecasting
Types of control
Тип кон- Форма контроля
троля
Текущий Test
(неделя)
Homework
Итоговый
Экзамен
1
6
1 год
2 3
5
3
*
4
1
3
2 год
2 3
2
*
Параметры
4
Test, 25 questions (multiple choice, true or false
and open questions).
1. Analysis of new product
development strategic
alliances (2-5 pages, 12
Times New Roman).
2. Competitive analysis of
a new product (3-6 pages,
12 Times New Roman)
3. Analysis of entry barriers 4. Marketing research
and new product
5 open questions
Teaching Strategy
Conventional lectures and expository lessons are only small part of the course.Other classes
includeworkshops, case-studies addressing marketing innovations issues,firm strategies and
market problems in commercialization of innovations, seminars,group exercises and
projects,games and simulations,roleplay,self-helpgroups,class discussions and guest lectures.
In order to stimulate active learning, classes will be discussion-oriented. Quality participation is
based on the quality of the insights exhibited, the student's ability to maintain continuity of
discussion (i.e., pays attention to existing discussion/prior comments) and answer follow-up
questions (which requires some degree of thought about the material - above and beyond mere
reading - prior to class).
Grades and Components of Assessment
1st year
𝑸𝒄𝒖𝒎𝒖𝒍𝒂𝒕𝒊𝒗𝒆 = 𝟎, 𝟑 ∗ 𝑸𝒐𝒏𝒈𝒐𝒊𝒏𝒈 𝒄𝒐𝒏𝒕𝒓𝒐𝒍
+ 𝟎, 𝟒 ∗ 𝑸𝒈𝒓𝒐𝒖𝒑 𝒂𝒔𝒔𝒊𝒈𝒎𝒆𝒏𝒕𝒔 𝒄𝒍𝒂𝒔𝒔 𝒑𝒂𝒓𝒕𝒊𝒄𝒊𝒑𝒂𝒕𝒊𝒐𝒏 𝒂𝒏𝒅 𝒆𝒗𝒊𝒅𝒆𝒏𝒄𝒆 𝒐𝒇 𝒑𝒓𝒆𝒑𝒂𝒓𝒂𝒕𝒊𝒐𝒏
+ 𝟎, 𝟑 ∗ 𝑸 𝒊𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍 𝒂𝒔𝒔𝒊𝒈𝒎𝒆𝒏𝒕𝒔
𝑸𝒐𝒏𝒈𝒐𝒊𝒏𝒈 𝒄𝒐𝒏𝒕𝒓𝒐𝒍 = 𝟎, 𝟔 ∗ 𝑸𝒕𝒆𝒔𝒕 + 𝟎, 𝟒 ∗ 𝑸𝒉𝒐𝒎𝒆𝒘𝒐𝒓𝒌
𝑸𝒇𝒊𝒏𝒂𝒍 = 𝟎, 𝟔 ∗ 𝑸𝒄𝒖𝒎𝒖𝒍𝒂𝒕𝒊𝒗𝒆 + 𝟎, 𝟒 ∗ 𝑸𝒇𝒊𝒏𝒂𝒍 𝒐𝒓𝒂𝒍 𝒆𝒙𝒂𝒎𝒊𝒏𝒂𝒕𝒊𝒐𝒏
2nd year
𝑸𝒄𝒖𝒎𝒖𝒍𝒂𝒕𝒊𝒗𝒆 = 𝟎, 𝟑 ∗ 𝑸𝒉𝒐𝒎𝒆𝒘𝒐𝒓𝒌
+ 𝟎, 𝟒 ∗ 𝑸𝒈𝒓𝒐𝒖𝒑 𝒂𝒔𝒔𝒊𝒈𝒎𝒆𝒏𝒕𝒔 𝒄𝒍𝒂𝒔𝒔 𝒑𝒂𝒓𝒕𝒊𝒄𝒊𝒑𝒂𝒕𝒊𝒐𝒏 𝒂𝒏𝒅 𝒆𝒗𝒊𝒅𝒆𝒏𝒄𝒆 𝒐𝒇 𝒑𝒓𝒆𝒑𝒂𝒓𝒂𝒕𝒊𝒐𝒏
+ 𝟎, 𝟑 ∗ 𝑸 𝒊𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍 𝒂𝒔𝒔𝒊𝒈𝒎𝒆𝒏𝒕𝒔
𝑸𝒇𝒊𝒏𝒂𝒍 = 𝟎, 𝟔 ∗ 𝑸𝒄𝒖𝒎𝒖𝒍𝒂𝒕𝒊𝒗𝒆 + 𝟎, 𝟒 ∗ 𝑸𝒇𝒊𝒏𝒂𝒍 𝒐𝒓𝒂𝒍 𝒆𝒙𝒂𝒎𝒊𝒏𝒂𝒕𝒊𝒐𝒏
Questions for Exam
1.
2.
3.
4.
5.
6.
7.
8.
What is marketing concept?
Why has customer orientation been criticized?
What is the market orientation concept?
What is the customer-led business?
What marketing tools does customer-led business use?
What customer-led businesses could you name?
What is the problem with customer-led?
Why is the value of traditional market research tools limited when it comes to developing
innovative products or services?
9. What is the market-oriented business?
10. What marketing tools do market-oriented business use?
11. What is ‘probe and learn process?
12. What are the contributions of sales in NPD?
13. What is contribution of sales to NPD performance on each stage?
14. What is product development stage
15. What is implementation stage
16. What is launch stage?
17. What is the value proposition? What are the three basic types of value proposition?
18. What are the advantages of being a Product Leader (Prospector)? What are the risks?
19. What are core competencies? Give an example of a firm’s core competencies?
20. What is competitive advantage?
21. Develop a marketing dashboard composed of 10 to 15 key metrics for a Product Leader.
22. What is the culture of innovativeness? What factors make it hard for firms to remain
innovative over time?
23. What is unlearning and why is it important?
24. What are core rigidities? How do they inhibit innovativeness?
25. What is innovator’s dilemma? How does it inhibit innovativeness?
26. What is the purpose of cross-functional product development teams?
27. What are the characteristics of cross-functional teams that produce highly successful
products?
28. What is R&D – marketing interaction? Why is it important in high-tech companies?
29. What are the barriers to effective R&D – marketing interaction?
30. What are the ways to facilitate effective interaction between R&D and marketing
personnel? What is knowledge-based economy? What are some of its characteristics?
31. What is meant by phrase “The World Is Flat”?
32. What are the various types of partnerships a firm might form? Provide an example of
each?
33. What are the various reasons for a firm to form partnership?
34. What are the three factors a company should consider in choosing its strategy to set
industry standards?
35. What are the four strategies a firm has to set industry standards? What are the pros and
cons of each?
36. What is open innovation?
37. Why are new product alliances more difficult to manage than other types of alliances?
How should companies manage these alliances to generate successful new product
innovations?
38. How marketing research techniques must be matched to the type of innovation to ensure
greater success and insight?
39. What is concept testing and how is it used by high-tech marketers?
40. What is conjoint analysis, and how can high-tech marketers use it to refine the product
development process?
41. What is customer visit program?
42. What is empathic design?
43. Who are lead users?
44. What factors influence a customer’s potential adoption of an innovation?
45. What are categories of adopters and their characteristics? What are the appropriate
marketing strategies for each of the categories?
46. What is the chasm?
47. What are the key decisions a company must make to cross the chasm?
48. How does segmentation depend on degree of innovativeness?
49. What are the steps in segmentation?
50. What is the digital convergence?
51. What is a technology map?
52. What is the “make-versus-buy” decision?
53. Describe what-to-sell continuum.
54. What factors affect a firm’s decision about what to sell?
55. What is modularity? What are pros and cons of following a modular approach to product
design?
56. What is a product platform?
57. What is bricks-and-clicks distribution model?
58. The simultaneous presence of market uncertainty, technological uncertainty, and
competitive volatility characterizes most high-tech environments. Explain.
59. What is the FUD factor?
60. What is a dominant design? Why is it important in high-tech markets?
61. What are the factors giving rise to technological uncertainty?
62. What is convergence? How does it contribute to competitive volatility?
63. What is a technology life cycle?
64. What are network externalities?
65. Explain the following types of innovations: incremental versus breakthrough, product
versus process, sustaining versus disruptive, organizational innovations.
66. What is the contingency theory of high-technology marketing? What marketing tools are
appropriately used for incremental innovations? What marketing tools are appropriately
used for breakthrough (radical) innovations?
67. Does high-tech marketing need to be different from marketing of traditional products?
Why?
68. What is a knowledge-based economy? What are some of its characteristics?