Transforming New Technologies Into Cash Flow: Creating Market-Focused Strategic Paths for Business-To-Business Companies (Hardcover)

Preface Acknowledgments Chapter 1. Overview of the Book A Management Process Perspective The Role of Tools and Concepts in Management Process Applying Management Processes The Concept of Strategic Paths: Strategic Bundles Developing the Strategic Paths Concept: A Grounded Management Research Process Identifying Major Generic Strategic Choices and Questions The Management Literature Identifying Strategic Interactions: Transformation Processes Conceptualizing Success for New Technologies and Products Development of the Management Application Toolkit The Management Application Toolkit Using the Book Chapter 2. Strategic Paths: Reconceptualizing Market Focus Introduction Managers Realities: New Technologies and Products The Managers Dilemma: Two Different Management Worlds Major Management Problems The New Technology Development-Adoption Gap The Need for New Management Processes, Concepts, and Tools Critical Questions for Managers Chapter 3. Creating Focused Strategic Paths: Managing the Four Critical Bundles Introduction Strategic Paths As Complex Strategic Bundles Technologies Competitive Space: Choice of Technologies Bundle Production Functionalities Competitive Space: Choice of Functionalities Bundle Market Networks Competitive Space: Choice of Market Networks Bundle End-User Segments Competitive Space: The Segments Bundle Why Are These Four Strategic Choices So Critical? Critical Questions for Managers Chapter 4. Managing Strategic-Path Transformation Processes: Creating Hot Zones Introduction The Six Critical Transformation Processes Integrating the Strategic-Path Processes Creating Hot Zones Managing T1 Managing T2 Managing T3 Managing T4 Managing T5 Managing T6 Transformational Processes As Strategic Triggers Critical Questions for Managers Chapter 5. Driving Fast Strategic-Path Adoption Through Market Networks Introduction The Challenge of Slow Strategic-Path Adoption Theory and Reality Managing Complex Market Networks Mapping Market Networks Understanding Company Choice/Rejection Behavior Market Network Customers: Four Generic Stages in the Choice/Rejection Process Buyer Choice/Rejection: The Critical Questions Key Buyer Characteristics in Choice/Rejection Behavior Creating Buyer Choice and Competitive Rejection Creating Competitive Positioning for Differentiation Four Competitive Zones for Positioning and Differentiation Creating Fast Adoption Critical Questions for Managers Chapter 6. Strategic Paths: Driving Net Cash Flow Introduction Creating Net Cash Flow with Strategic Paths The Overarching Financial Objective Positive Cash Flow Drivers Negative Cash Flow Drivers Evaluating a Strategic Path: Net Cash Flow Profiles The Cash Flow Dynamic An Ideal Scenario The Critical Role of Pricing Calculating Key Sensitivities in Positive Cash Flow The Low Units Danger Zone Exploring Sensitivities in Fixed Costs and Investments The Critical Importance of Market Network Adoption Rates Estimating Strategic-Path Cash Flows Summary Critical Questions for Managers Chapter 7. Managing Strategic Paths: Creating Project and Transformation Teams Introduction Understanding the Competitive Power of Market Focus The Need for Strategic-