Oh, and I should clarify Decision & Control by Beer, in the previous thread, is not specifically on strategic marketing platform development, but is an industrial science production text.
All Intel economists, production engineering and technicians should read this work by Beer, for securing knowledge how too make Intel fabrication and production operations into an economic efficient producer, at an optimized operating margin capable of legitimately sustaining on best practice, economic renewal.
Traditionally a subset of the customer base itself, who are a leadership core, or group.
Traditionally innovators and early adopters others turn toward for advice. Subsequently, a regulator of the whole capable of leading other's toward or away and through a nascent phase of platform development, albeit not necessarily an optimum phase on evolutions effecting technology decision making.
As the author Mr. Wang points out, constituent supersets as they mature present what can become a focused sales channel opportunity.
Pursuant to the 'influencer core' typically does not include commercial press or analysts in the pure sense of relationship marketing method. Purely who ever might specify the purchase, or write the check or purchase order, on utility values offered by products and platforms.
The constituent cultivation strategy tied to development was first outlined by Theodore Levitt, in 1962, many marketing texts follow by Levitt through the 1960's leading to his authoritative work The Marketing Imagination, published in1983. All relationship marketing methodology falls out of Levitt's foundation work on the topic.
Was evolved strategically by Stanford Beer, who coined the term 'ecosystem' in his monumental work of 1966, Decision and Control, a must read for any technical marketing strategist. Geoffrey Moore WILL later borrow the term ecosystem from Beer.
The next major work that comes along, beyond Levitt, is the 1986 insider's view by William Davidow, Marketing High Technology. This begins a rush to publish on the subject. Jay Conrad Levinson's Guerrilla Marketing Attack follows in 1989 and is revised as Guerrilla Marketing in 1993.
By the late 1980's methodologies are adapted, simplified for management decision making of that day, by Regis McKenna, subsequently outlined in his 1991 guide that is Relationship Marketing.
Guy Kawasaki's Selling the Dream of that same year offers a parallel view to Mckenna. Are supported in same year by McKenna's former cohort, Geoffrey Moore, who evolves on McKenna's insight adding his own in the best sellers Crossing the Chasm, and in 1995, Inside the Tornado.
For engineer rather than marketer, Vijay Jolly sums up in total the process of platform development, in Commercializing New Technologies, 1997, which outlines the process of whole platform development into commercialization based on the observations of a technical audit of that specific process.
Finally, Clayton Christensen, in 1997, publishes the innovators Dilemma, which was not unknown by any who practiced these methods competing against incumbent enablers, like Intel, maintaining established channels, who don't want to see their established margin values displaced by upstarts.
This is where the strategies of constituent coordination and coordinated planning really become interesting.
This platform marketing strategy is fairly developed today, known prior too but more or less evolved commercially at Apple v IBM, refined at Cyrix, NexGen, AMD and IDT v Intel, although ARM never quite got it, and in strategic management terms is called deploying a 'regulatory taper'.
That taper is a constituent core relied on too regulate to evolve whole product, commercialize, contain and prevent some dire competitive effects.
At Apple to coordinate customer mass and leverage to speak for Apple, not to fall into the trap of sole spokesperson for one's development efforts, that is necessary to build and grow sales channels.
Among x86 compatible substitutes and replacements, for customer core, as a counter to Intel channel's engaged in various sorts of depositioning related to competitive threat of alternative processor (Intel) margin displacements. Imagine a circle of Conestoga Wagons with competitors on the inside and Intel on the outside.
Today, strategy of deploying a regulating taper is foremost relied for beta platform validation refinement; whole product confirmation and development feedback. And is still quite useful as a regulatory mechanism to shape position that presents a barrier to some soldiers of fortune working for Intel's signal core. The type engaged by margin incentive and other nefarious ties encouraged to deposition, or reposition, the threat of competitor's products maiking in roads that displace Intel values.
This is an interesting way of looking at a set of markets. It would be interesting to know where the overlap is. For example, Apple sells OS and retail music (amungst other things). Amazon sells retail music, but no OS. How many people shop for music exclusively on iTunes, or exclusively on another site, vs. people who shop multiple sites.
Drones are, in essence, flying autonomous vehicles. Pros and cons surrounding drones today might well foreshadow the debate over the development of self-driving cars. In the context of a strongly regulated aviation industry, "self-flying" drones pose a fresh challenge. How safe is it to fly drones in different environments? Should drones be required for visual line of sight – as are piloted airplanes? Join EE Times' Junko Yoshida as she moderates a panel of drone experts.