What will you learn from this book
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Innovation and Disruption: Success in high-tech markets often involves continuous innovation and the ability to disrupt existing norms.
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Agility and Adaptability: High-tech companies need to be agile and adaptable to quickly respond to market changes and technological advancements.
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Customer-Centric Approach: Understanding and meeting customer needs and preferences are crucial for success in high-tech markets.
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Rapid Product Development: Quick development and deployment of products/services to keep pace with rapidly evolving technologies.
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Strategic Partnerships and Alliances: Collaborations and partnerships with other companies or organizations can accelerate growth and innovation.
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Market Intelligence and Analysis: Deep market understanding and analysis of trends, competitors, and customer behavior are essential.
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Talent Acquisition and Retention: Hiring and retaining top talent with specialized skills and knowledge is critical in high-tech industries.
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Brand Building and Reputation: Building a strong brand and maintaining a positive reputation are crucial for market positioning.
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Regulatory and Legal Considerations: Understanding and complying with relevant regulations and legal frameworks in the tech sector.
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Scalability and Global Expansion: Planning for scalable operations and expansion into global markets as technology adoption grows.
| Language | English |
|---|---|
| ISBN-10 | 0875843255 |
| ISBN-13 | 9780875843254 |
| No of pages | 292 |
| Font Size | Medium |
| Book Publisher | Harvard Business Press |
| Published Date | 01 Nov 1992 |
About Author
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Morone's investigation into the role of general management in building competitive advantage on the basis of technology highlights three U.S. successes in high-tech markets. GE Medical Systems, Motorola Communications and Corning are among a small number of U.S. businesses that have built global leadership in precisely the kinds of high-tech markets in which many U.S. firms have been outperformed by their Japanese counterparts.
Morone explores the managerial strategies, practices, and philosophies behind their success, and how these influenced and were influenced by, technology development. His conclusion that successful firms are often those whose corporate strategies are shaped by technology opportunities is striking in its divergence from the conventional wisdom about American managerial practice and the role that government can play in promoting high-technology strength. This book will be of interest to all managers in high-tech firms, to general readers concerned with issues of U.S. competitiveness, and to policymakers and analysts.