blinded by the mirage of technological innovation

blinded by the mirage of technological innovation, it is easier to continue

manufacturing a technical masterpiece, even on the brink of bankruptcy.

Moreover, marketing managers of successful high-technology compa

-

nies stress that there is not a large difference between marketing traditional

products and high-tech products. They contend that the customer philoso

-

phy remains the same and that only the specific features of a high-tech

product shape how the company markets it, and give it a distinctive twist.

Such a statement is backed up by their ability to overcome the economic

collapse of the recent years.

While the sky had fallen on the high-tech industry, smart marketing

strategies helped them grow and prosper among the rubble. This book

details some of their approaches, based on my consulting experiences with

some of those firms, as well as on comments and documents from numer

-

ous scholars, consultants, and professionals. This book is addressed to all

who wish to understand, set up, or better apply marketing principles in

order to succeed in this fascinating and exciting world of high technology.

References

[1] Murphy, M.,

Every Investor’s Guide to High-Tech Stocks and Mutual Funds

, 3rd ed.,

New York: Broadway Books, 2000.

[2] http://newsroom.cisco.com/dlls/innovators/mario_mazzola_qa.html,

November 2003.

[3] Dell’Osso, F., “Defending a Dominant Position in a Technology Led

Environment,”

Business Strategy Review

, Vol. 1, Issue 2, 1990, pp. 77–87.

[4] Chesbrough, H. W.,

Open Innovation: The New Imperative for Creating and Profiting

from Technology

, Boston, MA: Harvard Business School Press, 2003.

[5] Nevers, M., G. Summe, and B. Uttel, “Commercializing Technology: What the

Best Companies Do,”

Harvard Business Review

, Vol. 68, Issue 3, May/June 1990,

pp. 154–164.

[6] Pandya, M., et al.,

Knowledge@Wharton on Building Corporate Value

, New York:

John Wiley & Sons, 2003.

[7] Temporal, P., and K. C. Lee,

Hi-Tech Hi-Touch Branding

, New York: John Wiley &

Sons, 2001.

[8] Hamel, G., and L. Välikangas, “The Quest for Resilience,”

Harvard Business Review

,

Vol. 81, Issue 9, September 2003, pp. 52–64.

[9] IBM Annual report, 2002.