The Pragmatic MBA for Scientific and Technical Executives
4/5
()
About this ebook
- Creates frameworks and builds concepts enabling technical staff to work with their business colleagues
- Delivers content for pragmatic, immediate use, not condensed presentations of subjects from first year MBA curriculum
- Extends readers' grasp by posting additional resources at a freely-available website
Bertrand C. Liang
Bert Liang is trained in molecular biology and genetics (Ph.D.) and is a clinician (M.D.) with subspecialty training in both neurology and oncology. He possesses an MBA as well as corporate experience (currently Executive Director of Pfenex Inc.) and has more than 50 publications in both scientific and business subjects.
Related to The Pragmatic MBA for Scientific and Technical Executives
Related ebooks
The Executive Mba: Insider’S Guide to the Executive Mba Rating: 0 out of 5 stars0 ratingsKnow your customer A Complete Guide - 2019 Edition Rating: 0 out of 5 stars0 ratings3rd Party Risk Management A Complete Guide - 2019 Edition Rating: 0 out of 5 stars0 ratingsWhy Should I Give a ***** About Quality?: Understanding and Profiting from the Customer-led Quality Revolution Rating: 0 out of 5 stars0 ratingsPEST analysis A Clear and Concise Reference Rating: 0 out of 5 stars0 ratingsCoaching for Innovation: Tools and Techniques for Encouraging New Ideas in the Workplace Rating: 4 out of 5 stars4/5Strategy in Practice: A Practitioner's Guide to Strategic Thinking Rating: 0 out of 5 stars0 ratingsThe Vest Pocket CPA Rating: 0 out of 5 stars0 ratingsThe Future Path of SMEs: How to Grow in the New Global Economy Rating: 0 out of 5 stars0 ratingsExecutive Economics: Ten Tools for Business Decision Makers Rating: 5 out of 5 stars5/5Value-based financial management: Towards a Systematic Process for Financial Decision - Making Rating: 0 out of 5 stars0 ratingsThe Clean Tech Revolution: Winning and Profiting from Clean Energy Rating: 4 out of 5 stars4/5Business Operations And Strategy A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratingsManagerial Decision Making with Technology: Highlights of the Literature Rating: 1 out of 5 stars1/5Smart Consulting Sourcing: A Step-by-Step Guide to Getting The Best ROI From Your Consulting Rating: 0 out of 5 stars0 ratingsCase Studies & Cocktails: The "Now What?" Guide to Surviving Business School Rating: 0 out of 5 stars0 ratingsRisk Analysis: Facilitating and Analysis Guidelines for Capital Expenditure Projects Rating: 0 out of 5 stars0 ratingsThe XVA of Financial Derivatives: CVA, DVA and FVA Explained Rating: 0 out of 5 stars0 ratingsEssaySnark's Strategies for Getting Off the Waitlist Rating: 0 out of 5 stars0 ratingsBusiness Strategy Innovation A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratingsModeling and simulation Third Edition Rating: 0 out of 5 stars0 ratingsINTRODUCTORY MICRO- AND MACROECONOMICS: Passbooks Study Guide Rating: 0 out of 5 stars0 ratingsBudgeting and Planning Complete Self-Assessment Guide Rating: 0 out of 5 stars0 ratingsOrganizational Project Management: Linking Strategy and Projects Rating: 0 out of 5 stars0 ratingsProduct Support A Complete Guide - 2021 Edition Rating: 0 out of 5 stars0 ratingsManaging Agile: Strategy, Implementation, Organisation and People Rating: 0 out of 5 stars0 ratingsThe Handbook of Financial Modeling: A Practical Approach to Creating and Implementing Valuation Projection Models Rating: 0 out of 5 stars0 ratingsEssaySnark's Strategies for the 2011-'12 MBA Admissions Essays for Tuck School of Business Rating: 0 out of 5 stars0 ratingsSupplier Performance Management A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratings24/7 Innovation Rating: 2 out of 5 stars2/5
Economics For You
The Age of Selfishness: Ayn Rand, Morality, and the Financial Crisis Rating: 4 out of 5 stars4/5Divergent Mind: Thriving in a World That Wasn't Designed for You Rating: 4 out of 5 stars4/5Economics 101: From Consumer Behavior to Competitive Markets--Everything You Need to Know About Economics Rating: 4 out of 5 stars4/5Wise as Fu*k: Simple Truths to Guide You Through the Sh*tstorms of Life Rating: 4 out of 5 stars4/5The Richest Man in Babylon: The most inspiring book on wealth ever written Rating: 5 out of 5 stars5/5The Intelligent Investor, Rev. Ed: The Definitive Book on Value Investing Rating: 4 out of 5 stars4/5You Can't Lie to Me: The Revolutionary Program to Supercharge Your Inner Lie Detector and Get to the Truth Rating: 4 out of 5 stars4/5Economix: How and Why Our Economy Works (and Doesn't Work), in Words and Pictures Rating: 4 out of 5 stars4/5A History of Central Banking and the Enslavement of Mankind Rating: 5 out of 5 stars5/5How to Be Everything: A Guide for Those Who (Still) Don't Know What They Want to Be When They Grow Up Rating: 4 out of 5 stars4/5The Hard Truth About Soft Skills: Soft Skills for Succeeding in a Hard Wor Rating: 3 out of 5 stars3/5Predictably Irrational, Revised and Expanded Edition: The Hidden Forces That Shape Our Decisions Rating: 4 out of 5 stars4/5Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are Rating: 4 out of 5 stars4/5Confessions of an Economic Hit Man, 3rd Edition Rating: 5 out of 5 stars5/5Sex Trafficking: Inside the Business of Modern Slavery Rating: 4 out of 5 stars4/5The Lords of Easy Money: How the Federal Reserve Broke the American Economy Rating: 4 out of 5 stars4/5Quiet Leadership: Six Steps to Transforming Performance at Work Rating: 4 out of 5 stars4/5Limitless Mind: Learn, Lead, and Live Without Barriers Rating: 4 out of 5 stars4/5Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist Rating: 4 out of 5 stars4/5These Are the Plunderers: How Private Equity Runs—and Wrecks—America Rating: 4 out of 5 stars4/5Capital in the Twenty-First Century Rating: 4 out of 5 stars4/5Chip War: The Fight for the World's Most Critical Technology Rating: 4 out of 5 stars4/5Capitalism and Freedom Rating: 4 out of 5 stars4/5Disrupting Sacred Cows: Navigating and Profiting in the New Economy Rating: 0 out of 5 stars0 ratingsThe Affluent Society Rating: 4 out of 5 stars4/5Bottle of Lies: The Inside Story of the Generic Drug Boom Rating: 4 out of 5 stars4/5The Armchair Economist (revised and updated May 2012): Economics & Everyday Life Rating: 4 out of 5 stars4/5The Physics of Wall Street: A Brief History of Predicting the Unpredictable Rating: 4 out of 5 stars4/5
Reviews for The Pragmatic MBA for Scientific and Technical Executives
1 rating1 review
- Rating: 4 out of 5 stars4/5Key concepts have been explained in a very simple language.
Book preview
The Pragmatic MBA for Scientific and Technical Executives - Bertrand C. Liang
California
Chapter 1
Marketing
Table of Contents
Introduction
Market Segmentation
Economic Utility
The Marketing Mix
Product
Place
Promotion
Price
General References and Websites Related to Marketing
The best way to predict the future is to create it.
Peter F. Drucker
Business has only two functions – marketing and innovation.
Milan Kundera
Introduction
In many organizations, there is often a distinct physical and ideological separation between the technical part of a firm and its commercial component. In part because of this, there has been minimal overlap between the respective units of R&D and marketing with a limited working relationship between the functions; indeed, this at times requires a specific linkage group to be established (e.g., technical support; medical affairs) to bridge the gap between these areas. Nonetheless, it is clear today that regardless of the strategic paradigm used within a given company, an organization needs be commercially focused, with a clear understanding of customer needs and wants, and with the ability to respond to environmental changes quickly and efficiently in order to maximize the chances of marketplace success. Arguably, an organization must be sophisticated enough to understand and anticipate the technical needs of a customer, and be able to provide solutions to those needs earlier and in a robust fashion in order to sustain competitive advantage. Hence, an understanding of the marketing function is paramount in the role of the modern technical executive (and staff). Indeed, the R&D executive may (and should) be exposed to various components of the marketing plan and strategy, including the marketing mix and microenvironment. These components of the marketing strategy, and the detailed communication thereof, provide an approach by which the needs of these customers will be satisfied, via responsive products having been conceptualized and developed by the R&D function of the organization, and offered by the commercial component into the appropriate settings.
Many studies have shown the importance of a strong relationship between marketing and R&D. It is also clear that often there is a distinct tension between such groups, impairing the working relationship and overall productivity. This disharmony
can be a function of a fundamental distrust between the groups, and a lack of appreciation of the other’s function within the organization. Moreover, this can be due to limited interaction between the groups during product development, with a minimum of communication, and that often occurring only late in the process.
In contrast, more successful efforts of the technical and commercial parts of the organization are a result of a ‘harmonious’ partnership of trust between marketing and R&D. This can take the form of an equal partnership, where diverse aspects and activities from workload to rewards are shared equally, or a dominant partnership where one group or the other leads, but where there is a basic trust in the ability of the other group to perform their respective function – these relationships between marketing and R&D may exist with less complex technologies, lower R&D requirements, and/or in situations where less intensive customer interactions are required. Indeed, the more harmonious states reveal a significant value to the organization; most projects succeed commercially in one of these states, whereas in the disharmonious state projects fail over five times more frequently (see Souder, 1988)! For an organization, this very much suggests the need for the technical executive to actively manage the relationship between the technical and commercial groups, with frequent communication, monitoring, and understanding of the team dynamics, lest the multifunctional team go down the pathway of a disharmonious state. It is clear that the technical and commercial parts of the organization, working together, have the best chance of communicating the value proposition to the customer, and gaining customer acceptance of the product offering. Indeed, it is this alliance between the technical and commercial functions that is key for the company to successfully compete for the future.
Market Segmentation
A market represents a group of customers for a particular product or service offering. Within this market, there are those who have the resources to transact a purchase or use, and have the need, willingness, and ability to effect such a transaction. This constitutes a market segment. Indeed, there are typically different components to a market, and one of the most important aspects for the marketing team is to identify those market segments which are attractive to pursue. The actual goal behind using a segmentation approach is to identify subsets of customers who will be the most attractive for the firm to create value propositions of its offerings (within the resource constraints of the company). By identifying these subgroups for targeting, a more homogeneous and smaller group can be targeted within a marketing mix (see below) putatively with a higher chance of success of being able to deliver a resonating message resulting in a transaction (viz.