Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
National Research University Higher School of Economics
Nizhny Novgorod
Faculty of Management
Course Syllabus
“Marketing of High-Technology Products and Innovations”
38.04.02. – Management
Master Program in Marketing
Prepared by:
Fomenkov Denis, Candidate in Economics, dfomenkov@hse.ru
ConfirmedbyMarketing Department«___»____________ 2014г.
Head of Marketing Department Fomenkov Denis _____________________
Recommended by Faculty of Management «___»_____________ 2014г.
Dean Kuznecova Julia _________________________
Approvedby UMS NRU HSE – Nizhny Novgorod «22» September 2014г.
Chairman Prof. Petruhin Nicolaj ______________________
Niznny Novgorod, 2014
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
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.
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
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
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
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
Competence
исследователями
по
избранной теме
Способенвыявлять
данные, необходимые
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
Type of
competen
ce
Descriptors
Forms and methods of
studying assisting in
acquiring and developing
competences
discussions. Guest lectures.
ПК-11
Beabletodefinedatanecessarytoes
timateinnovation. Be able to
apply appropriate methods to
collect and analyze data for
making judgments about market
potential of new product.
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-21
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.
ПК-26
Conventional lectures and
expository
lessons.Workshops. Casestudies on marketing
innovations issues.
Seminars.Group exercises
and projects.Games and
simulations.Roleplay. Selfhelpgroups. Class
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
Competence
Type of
competen
ce
Forms and methods of
studying assisting in
acquiring and developing
competences
Descriptors
discussions. Guest lectures.
Topics covered
№
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
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
2
4
12
2
4
12
2
4
12
18
2
2
14
18
2
4
12
2
2
14
2
2
14
2
2
14
2
2
14
2
2
14
20
32
118
18
18
18
18
18
18
18
18
180
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
2nd year
1
2
3
4
5
6
7
8
9
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
4
4
4
6
6
4
6
4
4
6
4
4
8
2
8
4
4
8
4
4
8
2
4
4
4
4
2
38
40
48
12
16
20
10
16
16
16
10
10
126
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
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
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.
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
 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
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра











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
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
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.
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
 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
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
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
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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
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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
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(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
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 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)
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
8.
9.
10.
11.
12.
13.
14.
15.
16.
Types of control
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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
Параметры
4
2
*
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
Национальный исследовательский университет «Высшая школа экономики»
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для направления 38.04.02. «Менеджмент» подготовки магистра
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?
Национальный исследовательский университет «Высшая школа экономики»
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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?
Национальный исследовательский университет «Высшая школа экономики»
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для направления 38.04.02. «Менеджмент» подготовки магистра
68. What is a knowledge-based economy? What are some of its characteristics?
Appendix A
National Research University Higher School of Economics
Nizhny Novgorod
Faculty of Management
Practical trainings and workshopson the course
“Marketing and Innovations
(New Product Development and Consumer Adoption Process)”
38.04.02. – Management
Master Program in Marketing
Prepared by:
Fomenkov Denis, Candidate in Economics,dfomenkov@hse.ru
Национальный исследовательский университет «Высшая школа экономики»
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для направления 38.04.02. «Менеджмент» подготовки магистра
1.Identifying type of innovation from marketing perspective.
Students are to identify type of innovations for following projects. Then they are
supposed to describe main elements of innovation (problem, concept, incoming
recourses) and risks (technological and market).
1.1 SwitchCommuterBikeFoldsUp toWheelSize
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Australian student designer Robert Dumaresq recently took Gold at the
Australian International Design Awards, Dyson Student Category. The bike
which folds up to the size of a wheel in “one smooth motion,” was designed in
response to the Victorian government’s move to ban bikes on public transport.
Claiming to be one of the fastest folding bikes around, the Switch Commuter is
both durable and light-weight, manufactured using carbon fibre and aluminum.
No word yet on whether Dumaresq is planning a commercial release of his
design.
1.2Wired LookingGlass
The Cybertecture mirror has an inforgraphic display, measures 800 x
500 x 50mm, has stereo speakers, a WiFi connection and even fog-resistant
glass. The mirror will connect with a cloud based digital profile so it can relate
contextual information such as the local weather before you leave in the
morning – or readings presented from a scale will help you monitor how your
weight watching program is doing (via a display on the mirror or a web-based
portal).
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
But is this yet another student concept? Engadget says that this isn’t just
more vapor-rich ware (nice phrase!) – but the Hong Kong based inventor,
James Law, plans to ship 2 million of these in the next three years at a price tag
of around $8,000.
1.3 Eye-Tracking
Researchers at the Fraunhofer Institute for Digital Media Technology in
Germany are creating a vehicle-based system called Eyetracker that monitors a
drivers face for signs of drowsiness. When certain patterns in eye and facial
movements that indicate a lack of awareness are detected, the system triggers
warnings to keep the driver alert. Debuting at the VISON trade fair in Stuttgart
next month, the system is driven by two separate, small cameras mounted in
the car, linked to a small matchbook-sized processor.
Professor Husar of the IDMT explains below:
“What we have developed is a small modular system with its own
hardware and programs on board, so that the line of vision is computed directly
within the camera itself. Since the Eyetracker is fitted with at least two
cameras that record images stereoscopically – meaning in three dimensions –
Национальный исследовательский университет «Высшая школа экономики»
Программа дисциплины «Маркетинг и инновации»
для направления 38.04.02. «Менеджмент» подготовки магистра
the system can easily identify the spatial position of the pupil and the line of
vision.”
1.4 TheFittingRoomExperience
Using a unique blend of augmented reality, app technology, and social
media, Macy’s and LBi have re-invented the dressing room experience for
New Yorkers visiting Macy‟s Herald Square store through November of this
year.
Customers enter a dressing booth outfitted with with a 72-inch multitouch mirror and an iPad. The customer then selects clothing from the iPad
application and transfers the items on their body‟s image on the mirror with a
flick of the wrist. Naturally, photos of customers in various outfits can be
shared on their social network using emails or SMS (with the purpose of
getting live feedback from their friends).
This innovation demonstrates how retail can be a primary driver in
furthering the integration between digital and physical space.
1.5 VersatileScissors
The Fiskars Cuts+More Scissors bills itself as „quite possibly the world’s
most versatile scissors, and rightly so. This Swiss Army Knife-inspired tool
does so much more than just basic cutting. Detach its one half and it becomes a
titanium-coated knife. Don’t have a bottle opener to open that chilled beer? No
problem, this multi-functional device has a bottle-opening notch. The
Cuts+More Scissors also has cutouts for a variety of materials such as wires,
ropes and even packing-tape. It also features on-board sharpening slots to keep
its blades like new and comes with a lifetime warranty.
1.6 iPhoneFlashMeasures User’s Pulse
One of the themes that came up during our research for the PSFK Future
of Health report was the idea of the DIY Checkup, the appearance of mobile
apps and peripherals that bring diagnostic tools in some shape away from
medical centers and closer to individuals. These systems may not completely
replace the expertise and quality of medical professionals and high- end
equipment, but they do give people a better sense of conditions that they would
not have available otherwise, so that they can make better decisions about
whether to immediately consult with a physician.
One example that we’ve run into is the above application Pulse Phone
that operates on iPhone 4 devices with camera flash. Using flash lighting to
illuminate a persons finger as they hold it over the camera, the application can
detect small changes in color and brightness as blood moves through to detect
the pulse. The video detection method is an improvement over other audiobased pulse-detection methods that have surfaced to date without much success.
1.7 ACreditCard ForTheVisuallyImpaired
Kwon Ki Nam, a designer based in Denmark, has developed a user
friendly concept credit card for the blind. Biometric software uses the card
holder’s fingerprint instead of their signature, and a changeable Braille display
makes transactions easier and more secure. A built-in speaker verbalizes the
products being paid for and guides them through the transaction.
1.8 FlyRad:AMotorized UnicycleForSkaters
While it does come across as being a little impractical, the FlyRad
unicycle presents a novel way for individual transportation. It was invented by
Thomas Rank and comes in 3 sizes. To steer, the user must use their in-line
skates. Weight is distributed nicely as the user can sit, stand, or squat and be
dragged along the road by the machine. The FlyRad recently won a silver medal
from the iENA 2010 in Germany and is planned to be available to the public in
2011.
1.9 WindscreenMonitorHelps AvoidBlind Spots WhileDriving
Designer Ho-Tzu Cheng has conceptualized a device that can help
drivers overcome blind spots while driving and prevent potential accidents. The
Full Rear-View Windscreen Monitor consists of micro cameras installed on the
car’s exterior and a windscreen display; the cameras capture the car’s
surroundings and show real-time images on the upper part of the windscreen,
so the driver is more aware of the road to the side and behind the car. The
system works in low visibility conditions as well, to ensure a safer drive.
1.10 Alas
Busy parents, how do you do it? In the process of tearing yourself away
from your work emails and desk, picking your child up from school, preparing
dinner, and tucking them in at night, you also must find the time to nurture and
inform those young, creative minds of yours. Alas, a handy tool has arrived to
help when weary parents need a night away.
The In Your Own Words Storyteller is comprised of a book and pen
recorder, providing your little one with a customised bedtime reading
experience even if there’s no familiar family member around. All Mommy,
Daddy, Grandma or older brother or sister have to do is record a segment of the
book into the child-friendly pen programmed with specifically coded stickers,
which are then attached to a particular page of the book. The child then places
the pen over the sticker on the book’s page and the recording will play. Each of
the 600 stickers are encoded with a series of dots, like a barcode, which can
then be programmed to the pen and stored in the pen’s in-built memory. The set
also includes 40 stickers with different pre-programmed sound effects such as a
laughing baby or ticking clock.
A great invention for busy, single, and travelling parents, though nothing
can fully replace Mommy or Daddy’s theatrical real time bedtime story, the In
Your Own Words Storyteller puts your child at ease and encourages early
reading skills at the same time.
1.11 Playbutton
Playbutton is a portable MP3 player contained in a wearable button. This
patent pending device holds an entire album and comes complete with play,
pause, skip and volume controls. It features a blank exterior that will be printed
with each album’s cover art, and a pin on the back thatmakes it simple to affix
to clothing or a bag. These buttons are powered by a re-chargeable Lithium
battery
1.12 Nanoparticles CouldTurnTrees Into Streetlights
Dr Yen-Hsun Su from the National Cheng Kung University in Taiwan
has discovered that the leaves of the Bacopa caroliniana tree can produce a
red emission in chlorophyll upon the addition of gold particles. This amazing
fusion of nanotechnology with nature can help the environment in many
different ways; roads can now be well-lit without having to consume a
significant amount of electricity, thus dramatically cutting light pollution and
carbon emission.
National Research University Higher School of Economics Nizhny Novgorod
Course Syllabus “Marketing and Innovations
(New Product Development and Consumer Adoption Process”
Master Program in Marketing (Marketing of Innovation Specialization)
1.13 DigitalTylenol:Microchip
EmbeddedIntoSpineStopsChronicPain
Researchers and designers at the National ICT Australia in Sydney have
constructed a smart chip that, when embedded in the spine, intercepts and blocks pain
messages to the brain.
The chip is housed in a biocompatible casing that is smaller than the head of
a match. In turn, the chip is wired to a larger implanted device containing a battery,
which charges wirelessly from an outside source, and a computer processor.
The chip is embedded to the spine, or another area between the brain and
source of pain. The chip can measure the properties of signals and pick out the ones
that are carrying pain to the nerve center. When the chip detects a pain signal headed
towards the brain, it shoots out a 10-volt electric pulse that blocks the pain signal.
The device is designed for those with serious or chronic back or leg pain,
however, it technically can be used for all kinds of pains throughout the body.
Hype Cycle as a tool to develop technology map
Students have to pick up one technology from Gartner Hype Cycle. Then they
develop five product ideas based on chosen technology. Students must prove the
existence of opportunity for developed ideas.
To performthe task instructor form small groups of 3-4 members each. After
developing ideas students have to discuss following questions:
1.
2.
3.
4.
5.
Why do you think there is an opportunity on the market for your idea?
Please, evaluate technological feasibility of your idea.
Who is your target audience?
What benefits do you offer to your target audience?
What is your value proposition?
Appendix B
National Research University Higher School of Economics
Nizhny Novgorod
Faculty of Management
Self-study on the course
“Marketing and Innovations
(New Product Development and Consumer Adoption Process)”
38.04.02. – Management
Master Program in Marketing
Prepared by:
Fomenkov Denis, Candidate in Economics,dfomenkov@hse.ru
Case-study Montreaux Chocolate
Learning Objectives
 Introduce students to various market research techniques that can be utilized to
test theviability of new products.
 Analyze the market dynamics of the chocolate industry, including the
competitive landscape
 Determine how consumer attitudes, usage, motivations, features, and benefits of
chocolateproducts influence purchase behaviors among identified target
markets.
 Analyze research results to determine the most viable new product opportunities.
 Recommend which one or two of the three testing alternatives should be utilized
to validatethe product line’s marketability projections and sales volume
forecasts, which were derivedfrom preliminary market tests before launching the
Montreaux Chocolate USA product linenationwide.
 Evaluate how to optimally position a new dark chocolate with fruit product in
the U.S. afterthe acquisition of a Swiss-based chocolate company.
Case Questions
1. Discuss the key challenges and marketing issues Andrea Torres must address at
this time.
2. Why do you feel these issues and challenges are key to the success of the new
product line?
3. Evaluate the achievability of the company objectives for Montreaux USA.
Identify the mostsalient aspects of the chocolate confectionery industry, globally
and domestically, that bear ona new product introduction. Provide support for
your conclusions.
4. After analyzing consumer attitudes, usage, motivations, and benefits of chocolate
products toconsumers, how viable are the recommended new product concepts?
Should others beexplored? Please explain.
5. Using the forecast model for the healthy dark chocolate product with fruit tested
in the BASESII test in August 2012, what is your forecast of the demand for the
chocolate product?Hints:Conduct a sensitivity analysis by using the facts
provided regarding consumerawareness, ACV and repeat rates for mediocre,
average, and excellent products.The Excel supplement provided with the case
should prove useful.
6. Evaluate the effectiveness and efficiency of the new product development
process to thispoint. What, if anything would you change? Develop a
comparative assessment of theresearch alternatives under consideration. Which
one or which combination of researchtechniques would you recommend? Please
explain.
Reference Materials for the Case
 MarketLine, Global Confectionery, Industry Profile 0199-0710, November
2012.
 MarketLine, Confectionery in the United States, Industry Profile 0072-0710,
November 2012.
 Mintel Group Ltd., Chocolate Confectionery – U.S., April 2012.
 Euromonitor International, Passport Chocolate Confectionery in the US,
December 2012. Packaged Facts, Chocolate Candy in the U.S., May 2012.
 IBISWorld, Chocolate Production in the US, Industry Report 31135, December
2011
Case-study Bluefin Labs: The Acquisition by Twitter
The case was written with two main teaching objectives in mind:
 To explore social media monitoring in a particular industry context,
one where the possible value to specific managerial decisions can be
more easily debated than is the case for value when the industry
context is quite general,
 To explore social TV, in which TV content gets viewers to participate
in online communities and online community participation feeds back
into TV content development.
Assignment Questions
1. Do you ever tweet, text, or email while watching television? If so, why? What
motivates people to participate in social TV?
2. Whether you do or not, it seems 40 million Americans do. Are their conversations
representative of television viewers? If not, are the data valuable to television
networks? Are they valuable to media buyers? To brand marketers?
3. Dave Poltrack refers to Bluefin’s data as a deep dive and SocialGuide’s as a more
summary picture. What features of the Bluefin system of data collection and
analysis make it a deep dive?
4. Why did Twitter buy Bluefin? What might it do with Bluefin’s capabilities? Was
it wise to shut down sales of its product suite sales?
Case-study Facebook
Teaching Objectives
Facebook’s Platforms is a very broad case that can be used to teach a number of
topics. In thisteaching note I focus on how to use the case two convey three ideas that
have not received extensiveattention before, but are central to my research. First, the
case explores the kinds of unmet socialneeds (social failures) we have when it comes to
interacting with friends. In doing so, we payparticular attention to those that arise out of
norms of interaction in the offline world. Second, thecase allows the instructor to
explore social solutions related to social failures that arise in interactionswith friends.
Through the discussion students discover that effective social solutions work well
whenthey address the normative causes of failures, without introducing new additional
failures. Third, thecase allows students to build on the two concepts to develop the
concept of social strategy, whichallows established firms, such as eBay or American
Express, to leverage social platforms profitably.Social strategies ask that companies
build social solutions for its customers or suppliers, and in returnask these customers to
engage in corporate tasks, which either lower the company’s cost or improveits
willingness to pay. Since companies have only relatively recently started competing in
this way,students usually learn a lot by seeing that firms can gain competitive advantage
by helping itscustomers or suppliers develop better relationships (pretty much in the
same way as Facebook doesfor them)There are numerous issues to cover in the case,
and instructors can be very selective about thekinds of issues they want to cover. At the
very least, instructors should dedicate one 80-minutesession to the case. This will cover
all of the basic issues. I recommend, however, teaching thematerial over two 80-minute
sessions, as this will truly help students appreciate the incredibleopportunities available
through Facebook.
Assignment Questions
1. Why do people use Facebook and what do they do when they are there?
2. Evaluate the success of advertising on Facebook.
3. Evaluate the success of Facebook fan pages.
4. Evaluate Facebook Platform and Facebook for Websites.
5. Which of the three options should Facebook emphasize as it seeks to
monetize.
Appendix C
National Research University Higher School of Economics
Nizhny Novgorod
Faculty of Management
Ongoing control and final exam on the course
“Marketing and Innovations
(New Product Development and Consumer Adoption Process)”
38.04.02. – Management
Master Program in Marketing
Prepared by:
Fomenkov Denis, Candidate in Economics,dfomenkov@hse.ru
Exampleofthetest
1. Приведите примеры рыночных и технологических рисков для описанной ниже
технологии:
Бензо-электрический Lexus — самая свежая из моделей, на которых Google проверяет
свои технологии. Испытания начались несколько месяцев назад. Определение своего
местоположения, «понимание», кто и что находится вокруг — все это в целом пройденный
этап. Нынешние задачи — научить автомобиль ездить по снегу, маневрировать в зоне, где
ведется строительство, а также быстро и правильно реагировать на разнообразные
нестандартные дорожные ситуации. Пока в каждой едущей машине сидят по два оператора, но
вскоре Google собирается выпустить на дорогу уже пустой автомобиль. По состоянию на
середину августа этого года была зафиксирована всего одна авария с участием машины-робота,
причем ее виновником стал человек.
Рыночные риски
a)
b)
c)
d)
e)
Технологические риски
2. К какому типу инноваций относится “freemiumbusinessmodel”1
Process innovation
Product innovation
Commercial/marketing innovation
Organizational innovation
Management innovation
1Freemium
is a business model by which a product or service (typically a digital offering such as
software, media, games or web services) is provided free of charge, but a premium is charged for
advanced features, functionality, or virtual goods.
3. Какие инструменты маркетинговых исследований целесообразно использовать для
улучшающей инновации (incrementalinnovation)?
1.
2.
3.
4.
5.
4. Какие три фактора необходимо учитывать при выборе стратегии установления
отраслевых стандартов?
1.
2.
3.
a)
b)
c)
d)
e)
5. В каких моделях неважен отдел, в котором возникает идея для нового товара
Technology push
Coupling model
Interactive model
Market pull
Network model
6. С помощью какого метода можно обнаружить новые интересные комбинации для
нового товара
a) Метод инвентаризации атрибутов
b) Анализ проблем и возможностей
c) Синектика
d) Морфологический анализ
e) Мозговой штурм
7. Перечислите основные варианты коммерциализации технологии (“whattoselldecision”)
1.
2.
3.
4.
5.
8. Какие факторы влияют на скорость принятия нового товара
1.
2.
3.
4.
5.
9. Постарайтесь дать краткий ответ на вопрос CEO of IPG Photonics2 (“THE COMPANY
CHALLENGE”)
Ваш ответ:
10. Проанализируйте и дайте свою оценку рекламному тексту:
«Усовершенствованная
инновационная формула LEOREX
обеспечивает уникальное физическое
действие на верхние слои кожи.
Самоорганизующаяся сетевая структура из
2IPG
Photonics is the world's leading provider of high power fiber lasers and fiber amplifiers that
are revolutionizing performance and utility in a remarkable array of materials processing, telecommunications, medical and other advanced applications.
наночастиц кремнезема и гидрофильная
матрица гликозамингликанов активно
распрямляет зону морщин и пролонгирует
процессы омоложения»
11. К какому типу партнерских отношений относится следующая ситуация (какие
причины и мотивы такого партнерства):
“МТС объявил о заключении договора партнерского соглашения с Microsoft в сфере
розничных продаж и продвижения в России технологий Windows. В рамках сотрудничества
планируется запуск первых в России, а также в Центральной и Восточной Европе промо-зон
Windows на базе сети салонов МТС. Теперь в салонах оператора связи можно будет найти
новейшие гаджеты на базе Windows 8, сопутствующее оборудование и аксессуары, а также
программное обеспечение”.
Ответ:
12. Попробуйте объяснитьследующее поведение компании NokiaCorp
“Cellphone maker Nokia Corp set up its Experience & Innovation Center in Beijing on
Tuesday, to help 30 Chinese startups become listed in three to five years.
The Finnish company said that it will create a platform for mobile Internet startups in China.
The center will provide various developers and entrepreneurs with advice and solutions, to encourage
them to grow their businesses.
The center will select 3,000 entrepreneurial ideas, help set up 300 technology startups and aid
30”.
Ответ:
Questions for exam
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Название дисциплины»
Билет №1
1. What is marketing concept?
2. Why has customer orientation been criticized?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Название дисциплины»
Билет № 2
3. What is the market orientation concept?
4. What is the customer-led business?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Название дисциплины»
Билет № 3
1. What marketing tools does customer-led business use?
2. What customer-led businesses could you name?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Название дисциплины»
Билет № 4
1. What is the problem with customer-led?
2. Why is the value of traditional market research tools limited when it comes to developing innovative
products or services?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 5
1. What is the market-oriented business?
2. What marketing tools do market-oriented business use?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 6
1. What is contribution of sales to NPD performance on each stage?
2. What is product development stage
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 7
1. What is ‘probe and learn process?
2. What are the contributions of sales in NPD?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 8
1. What is implementation stage
2. What is launch stage?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________
2013 г.
«Основы венчурного бизнеса»
Билет № 9
1. What is the value proposition? What are the three basic types of value proposition?
2. What are the advantages of being a Product Leader (Prospector)? What are the risks?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 11
1. What are core competencies? Give an example of a firm’s core competencies?
2. What is competitive advantage?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 10
1. Develop a marketing dashboard composed of 10 to 15 key metrics for a Product Leader.
2. What is the culture of innovativeness? What factors make it hard for firms to remain innovative over
time?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 12
1. What is unlearning and why is it important?
2. What are core rigidities? How do they inhibit innovativeness?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 13
1. What is innovator’s dilemma? How does it inhibit innovativeness?
2. What is the purpose of cross-functional product development teams?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 14
1. What are the barriers to effective R&D – marketing interaction?
2. 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?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 15
1. What are the characteristics of cross-functional teams that produce highly successful products?
2. What is R&D – marketing interaction? Why is it important in high-tech companies?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 16
1. What is meant by phrase “The World Is Flat”?
2. What are the various types of partnerships a firm might form? Provide an example of each?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 17
1. What are the various reasons for a firm to form partnership?
2. What are the three factors a company should consider in choosing its strategy to set industry standards?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 18
1. 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?
2. How marketing research techniques must be matched to the type of innovation to ensure greater success
and insight?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 19
1. What are the four strategies a firm has to set industry standards? What are the pros and cons of each?
2. What is open innovation?
Национальный исследовательский университет «Высшая школа экономики» Нижний Новгород
УТВЕРЖДАЮ
И.о. декана факультета менеджмента
___________________Ю.В. Кузнецова
«
» ____________________ 2013 г.
«Основы венчурного бизнеса»
Билет № 20
1. What is concept testing and how is it used by high-tech marketers?
2. What is conjoint analysis, and how can high-tech marketers use it to refine the product development
process?