Marketing High Technology (英語) ハードカバー – 1986/6/2
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Marketing is civilized warfare. And as high-tech products become increasingly standardized -- practically identical, from the customer's point of view -- it is marketing that spells life or death for new devices or entire firms. In a book that is as fascinating as it is pragmatic, William H. Davidow, a legend in Silicon Valley, where he was described as "the driving force behind the micro processor explosion," tells how to fight the marketing battle in the intensely competitive world of high-tech companies -- and win.
Blunt, pithy, and knowledgeable, Davidow draws on his successful marketing experience at Intel Corporation to create a complete program for marketing victory. He drives home the basics, such as how to go head-on against the competition; how to "plan products, not devices"; how to give products a "soul"; and how to engineer promotions, market internationally, motivate salespeople, and rally distributors. Above all, he demonstrates the critical importance of servicing and supporting customers. Total customer satisfaction, Davidow makes clear, must be every high-tech marketer's ultimate goal.
The only comprehensive marketing strategy book by an insider, Marketing High Technology looks behind the scenes at industry-shaking clashes involving Apple and IBM, Visicorp and Lotus, Texas Instruments and National Semiconductor. He recounts his own involvement in Crush, Intel's innovative marketing offensive against Motorola, to demonstrate, step-by-step, how it became an industry prototype for a winning high-tech campaign.
Davidow clearly spells out 16 principles which increase the effectiveness of marketing programs. From examples as diverse as a Rolling Stones concert and a microprocessor chip, he defines a true "product." He analyzes and explains in new ways the strategic importance of distribution as it relates to market sector, pricing, and the pitfalls it entails. He challenges some traditional marketing theory and provides unique and important insights developed from over 20 years in the high-tech field. From an all-encompassing philosophy that great marketing is a crusade requiring total commitment, to a careful study of the cost of attacking a competitor, this book is an essential tool for survival in today's high-risk, fast- changing, and very lucrative high-tech arena.
William H. Davidow is a general partner with Mohr Davidow Ventures in Menlo Park, California. Before forming this venture capital firm, he was senior vice president of sales & marketing for Intel Corporation and shepherded the renowned Intel 8080 and 8086 to success. Prior to joining Intel he was a marketing manager for Hewlett-Packard's computer group. Davidow graduated summa cum laude from Dartmouth College and holds a Ph.D. in electrical engineering from Stanford University.
Fortunately, I was very surprised to see theory applied to real life. Yes, as many have noted, some of what Mr. Davidow talks about is dated. His was the world of computer chips and hardware... not the internet. Nonetheless, his hands on experience to marketing to this reader seem as timely as ever.
If there is one lesson I've taken from "Marketing High Technology" is that "a product" is created in the marketing department. With all the thought, sweat, etc. that goes into building a device, it only becomes a product until after marketing has properly positioned it within a defined marketplace.
Equally interesting is his understanding of what marketing is supposed to do. From doing the analysis, to the positioning, to defining the buyer, his total view of marketing is certainly timely. A flashy slogan does not suffice.
His approach is also enlightening. Marketing a product for Davidow should be like a crusade... and how you engage your competition is like warfare. After all, especially in the business Davidow thrived in (Intel), the consequences of failure are high.
There are a number of insights within the book. I was especially intrigued by his 16 questions when evaluating a marketing department. After reading them, I understand why he thinks most marketing deparments fail to be what he expects.
An interesting read, especially when he discusses his experiences with Intel, I highly recommend.