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One of the lasting
legacies of the Internet Gold Rush is the accelerated pace of
bringing a new product to market. The rules of the game have
changed. The path from concept to release is faster than it’s ever
been. Business partnerships and alliances are established (and
dissolved) more quickly, competitors react more swiftly to any
tilt in the playing field, and everyone needs to plan rather than
guess about how the market will receive any innovation. If you fly
by the seat of your pants, you are only likely to lose your pants
entirely (and maybe your shirt, too).
The Return from Getting It Right the First Time
Anticipating demand is
the best way to make certain an innovative company--whether it’s a
start-up or an established company with the will to re-invent
itself--can achieve breakthrough success. To take full advantage
of the rewards of anticipating a market, the trick is to get it
right the first time. Too many companies only get it right by the
expensive and painful process of trial-and-error. They create a
product and then test markets by exploratory marketing and
selling, and after these experiments only then do they focus their
resources on what worked. What if they did more anticipation of
the future while the product was being developed? Wouldn’t this
help them find the high yield markets 12 months earlier? What kind
of a difference would this make? In Getting It Right the First
Time Peter Christy and John Katsaros, two of the nation’s leading
consultants to innovative businesses, tell you how it does make a
difference and how it can help your company achieve success.
Anticipating the future
is a major problem for innovative companies because traditional
methods of market research aren’t effective at predicting the
disruptive changes that high-tech innovation brings. The point
Christy and Katsaros make is simple: You can indeed understand
markets that don’t yet exist if you’re willing to use some new
methods and are willing to patiently go through the process of
looking “under the radar” for evidence of the elements needed to
ignite a market.
If you want a
competitive advantage – better still, an unfair advantage – then
it’s time to turn your market headlights on to get better idea
what’s coming down the road. This book will show you how.
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