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High Technology - After The Fall

High Technology - After The Fall. A Presentation to the Ottawa Chapter of the PMRS Rob Woyzbun Managing Partner. Research and the Tech Sector. Trials and Tribulations How the technology sector can better take advantage of MR or How can the MR community “step-up”.

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High Technology - After The Fall

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  1. High Technology - After The Fall A Presentation to the Ottawa Chapter of the PMRS Rob Woyzbun Managing Partner

  2. Research and the Tech Sector • Trials and Tribulations • How the technology sector can better take advantage of MR • or • How can the MR community “step-up”

  3. Research and the Tech Sector • Presentation Overview • 1. The state of the sector • 2. In vivo observations • 3. The psychology of a tech firm • 4. Suggestions • 5. Wrap up and discussion

  4. Research and the Tech Sector • State of the Sector - Plus ça Change • Spending / earnings / capital • Incredibly competitive • Pace of change • Customers battered and bruised • Smart companies are INVESTING • Buyers of research?

  5. Research and the Tech Sector • Implications / Predictions • Rock solid BP and BC • Better marketing / positioning • REALLY care, understand customers • MR projects on the money path • Revenue • Tactics

  6. Research and the Tech Sector • MR Psychology • “We’d do more research if we could afford it” • “We learn everything we need from the sales team” • “Everyone knows market research is just smoke and mirrors ...” • “all this analysis is for weaklings - we’re entrepreneurs here - our gut is all we need”

  7. Research and the Tech Sector • Missing the Point? • Technology sector culture and values not externally oriented • + • Research industry has poor “visibility” into/within the executive (C) suite

  8. Research and the Tech Sector • Why is This So Wrong? • Because Canada will not able to compete effectively on a international scale. • We will not be able to build sustainable, knowledge / learning based enterprises, economy

  9. Research and the Tech Sector • Evidence? • A. DeGeus HBR,88 - learning organizations are more competitive: “The ability to learn faster than your competitors may be the only sustainable competitve advantage. • B. Deshpande and Webster (JofMR, 89) - cultural of a true learning organization - market orientation and entrepreneurship. • C. Slater & Narver (JofM, 95) - described market orientation as principle foundation of the learning orientation. • D. Day (CA Mgt. Review, 94): - “A market driven culture supports the value of market intelligence and the necessity of functionally coordinated actions directed at gaining a competitive advantage.”

  10. Research and the Tech Sector • What’s The Solution? • success = learning culture • learning culture = market culture • market culture = market research • market research = success

  11. Research and the Tech Sector • What’s The Solution? • success = learning culture • learning culture = market culture • market culture = market research • market research ≠ success • ?

  12. Research and the Tech Sector • Barriers / Challenges - Client Side • 1. Culture and market orientation • 2. Tax incentives • 3. Marketing - “service” and silos • 4. Bias towards “pure” science or engineering

  13. Research and the Tech Sector • Barriers / Challenges - MR Side • 1. MR is not at the table • 2. Sketchy business cases • 3. Give clients what they ask for vs. what they need? • 4. Bias towards the “technical”

  14. Research and the Tech Sector • What To Do? - Client Side • 1. Build / Reform Marketing culture • 2. Advocate tax relief • 3. Manage / secure the BUDGET • 4. Move MR projects closer to $$$

  15. Research and the Tech Sector • What to Do? - Service Side • 1. Evolve the species • 2. Evangelize • 3. Making better client business case • 4. Balance - strategic partner vs. service provider

  16. Research and the Tech Sector • Wrap Up • The tech sector has tremendous opportunity to better leverage MR • Client culture change is required • The MR community can step up • THANK YOU!

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