Marketing of innovation technologies
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1 Academy of Sciences of Moldova Ministry of education of republic of moldova University of the Academy of Sciences of Moldova Marketing of innovation technologies ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTERRELATION AMONG ED- UCATION, SCIENCE AND INNOVATION DEVELOPMENT # TEMPUS-2008-IT-JPHES Chisinau, 2011
2 ACADEMIA DE ȘTIINȚE A MOLDOVEI Ministerul Educaţiei al Republicii Moldova UNIVERSITATEA ACADEMIEI DE ȘTIINȚE A MOLDOVEI MARKETING-UL TEHNOLOGiILOR INOVAŢIONALE UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare # TEMPUS-2008-IT-JPHES Chișinău, 2011
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5 Entrepreneurial University as a model for proper managerial interrelation among education, science and innovation development The TEMPUS project Entrepreneurial University as a model for proper managerial interrelation among education, science and innovation development provides the main objective of UnASM - harmonization of policies on research training, theory and practice of innovative, intensive promotion and transfer innovation as key drivers in increasing the quality of future specialists. International competitiveness, rapid technological and scientific development are based on the needs of industry forces that contribute to the development of new curricula and training tailored to market demands practical skills that would enable young professionals to work within the field. The project coordinated by the Fondazione Politecnico di Milano, meets five universities as partners (Italy, Kazakhstan, Moldova, Russia and Poland) and three entrepreneurial companies (UK and Russia), all aiming to support innovative research in the spirit of entrepreneurship. The project provides: increasing knowledge and innovation management capacity building; develop additional undergraduate curriculum in support of innovation and entrepreneurship; developing innovative university networks at regional and transnational levels. Partners of project Polytechnic University of Milano, Fondazione POLIMI, Italy Koszalin University of Technology, Poland Go Group (Glasgow Opportunities), Great Britain Lomonosov Moscow State University, Russian Federation Al-Farabi Kazakh National University, Kazakhstan Gravitonus - soft LCC, Russian Federation University of the Academy of Sciences of Moldova, Republic of Moldova ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTER- RELATION AMONG EDUCATION, SCIENCE AND INNOVATION DEVELOPMENT
6 Universitatea Antreprenorială ca model de joncțiune managerială între educaţie, ştiinţă şi inovare Prin proiectul TEMPUS Universitatea antreprenorială ca model pentru corelaţia managerială între educaţie, ştiinţă şi inovare, se prevede realizarea obiectivului principal al UnAŞM armonizarea politicilor de instruire cu cercetare, teoriei cu practica inovaţională, precum şi promovarea intensivă a transferului inovaţiilor ca vectori principali în sporirea calităţii viitorilor specialişti. Competitivitatea internaţională, progresul tehnologic rapid, dezvoltarea ştiinţei bazată pe necesităţile industriei reprezintă forţele ce contribuie la elaborarea unor noi programe de studii ajustate la solicitările pieţii şi formarea aptitudinilor practice care ar permite tinerilor specialişti să se încadreze în cîmpul muncii. Proiectul coordonat de Fondazione Politecnico di Milano, întruneşte ca parteneri cinci universităţi (Italia, Kazakstan, Moldova, Rusia şi Polonia) şi trei companii antreprenoriale (Marea Britanie şi Rusia), toate avînd drept scop susţinerea cercetării inovaţionale în spirit de antreprenoriat. UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare Proiectul prevede: creşterea gradului de cunoaştere şi de formare a capacităţilor de management inovaţional; elaborarea unor curricule universitare adiţionale în susţinerea inovaţiilor şi antreprenoriatului; dezvoltarea reţelelor inovaţionale universitare la nivel regional şi transnaţional. Parteneri Polytechnic University of Milano, Fondazione POLIMI, Italia Koszalin University of Technology, Polonia Go Group (Glasgow Opportunities), Marea Britanie Lomonosov Moscow State University, Federația Rusă Al-Farabi Kazakh National University, Kazahstan Gravitonus - soft LCC, Federația Rusă University of the Academy of Sciences of Moldova, Republica Moldova
7 Course Philosophy This course focuses on how to create value and growth through innovation in new and existing markets. Students will learn the skills of innovation and how to apply those skills within the context of a marketing strategy framework. Students will apply innovation methods across the entire marketing management continuum including strategy, segmentation, targeting, positioning. The course will be taught using interactive workshop methods and techniques throughout. Students will first experience these facilitation techniques while learning innovation. They will then learn and practice these techniques so that they can apply them routinely throughout their graduate experience and beyond. Objectives Develop an understanding of the entrepreneurial spirit and culture; Understand the key concepts and theories of marketing management; Recognize and understanding general theories in the field of marketing and innovation; Identify the similarities and differences of conventional marketing and marketing of innovations; Equip students with necessary theory and practice to be further applied in the process of setting up and developing a new venture. Learning outcomes At the end of this course students will be able to: Apply their learned theories to real world innovation marketing problems Define characteristics of high-technology industries Define and distinguish types and patterns of innovation, and their marketing implications Determine the need for (and difficulties in) adopting a customer-orientation Use tools to gather marketing research/intelligence in technology-driven industries Use strategic alliances and partnerships in marketing technology Understand societal and ethical considerations in technological arenas. ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTER- RELATION AMONG EDUCATION, SCIENCE AND INNOVATION DEVELOPMENT
8 preliminarii Acest curs se concentrează pe modalitatea de a crea valoare şi creştere prin inovaţie în noile pieţele existente. Elevii vor înuşi abilităţile de inovare şi modul de aplicare a acestor competenţe în contextul unui cadru strategic de marketing. Elevii vor aplica metode de inovare pentru întreaga perioadă a continuumului de management, inclusiv strategia de marketing, segmentare, direcţionare şi poziţionare. Cursul va fi predat folosind metode interactive şi tehnici de atelier de lucru pentru întreaga perioadă. Pentru început elevii vor avea experienţa tehnicilor de facilitare în timp ce învaţă inovarea. Apoi vor învăţa şi practica acestor tehnici, astfel încât acestea să poată fi aplicate în mod sistematic pe parcursul experienţei lor universitare şi postuniversitare. Obiective Dezvoltarea culturii și a spiritului antreprenorial; Însușirea concepțiilor cheie și a teoriei managementului marketingului inovațiilor; Să deosebească similaritățile și deosebirile marketingului convențional și a marketingului inovațiilor; Echiparea eleviilor cu abilități practice și teoretice pentru a fi în continuare aplicate în procesul de înfiinţare şi dezvoltarea afacerilor bazate pe inovații competențe La finalul acestui curs, studenţii vor fi în stare să: UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare Să aplice cunoștințele în situații reale ale marketingului inovațiilor Definirea caracteristicilor industriei tehnologiilor avansate HI-TEC Să distingă tipurile şi modele de inovare, precum şi implicaţiile lor în marketing Să determine necesitățile și dificultățile adoptării orientației cumpărătorului Să utilizeze instrumente de cercetare a pieții de informaţii în industriile bazate pe tehnologie Utilizarea strategilor şi parteneriatului în domeniul tehnologiei de marketing Înţelegerea considerentelor sociale şi etice în arenele tehnologice.
9 TOPICS Introduction to world of high technology marketing The Lexicon of Marketing. Defining High Technology. The Contingency Model for High- Tech Marketing. Strategic market planning in high-tech firms Competitive Advantage: The Objective of Marketing Strategy. Strategy Types. Strategy Creation: Approaches and Structures. Marketing Performance Measurement Culture and climate considerations for high-tech companies Facilitators of a Culture of Innovativeness. Obstacles to Obtaining a Culture of Innovativeness. Market orientation and cross-functional (marketing) interaction Individual learning and enterprise. Leadership styles. Organizational learning and decision-making. Learning capability and entrepreneurial strategy. Partnerships, alliances and customer relationships Partnerships and strategic alliances. Outsourcing: high risks/high opportunity vertical partnerships. Open innovation networks and alliances for new product development. Marketing research in high-tech markets Gathering information: High-Tech Marketing Research Tools. Customer-Driven Innovation Biomimicry. Forecasting in High-Tech Markets. Understaring high-tech customers Customer Purchase Decisions. Adoption and Diffusion of Innovations. The Choice of Customer Target Market: Segmentation, Targeting and Positioning. Customer Strategies to Avoid Obsolence: Implications for upgrades and migration paths. Consumers Paradoxical relationships with Technology and Unintented Consequences. Technology and product management Technology mapping the what-to-sell decision. Product architecture: modularity, platforms, and derivates. A cautionary note on issues related to killing new-product development. The role of product management in the high-technology product strategy. Intellectual property considerations. Distribution channels and supply chain management in high-tech markets Issues in distribution channel design and management. Managing hybrid channels: effective multi-channel marketing. Emerging considerations in distribution channels. Supply chain management. Pricing considerations in high-tech markets The high-tech Pricing Environment. Customer-Oriented Pricing. Additional Pricing Considerations. Marketing communication tools for high-tech markets Advertising and promotion mux: integrated marketing communications. Internet advertising and promotion. The website s part in advertising-and promotion strategy. Strategic considerations in marketing communications Branding in High-Tech Markets. New-Product Preannouncements. Strategic considerations for the triple bottom line in high-tech conpanies Corporate Social Responsibility. Serving Base-of-they-Pyramid Markets: Corporate Social Responsibility and Social Entrepreneurship. The Digital Divide. Responding to the Risks and Opportunities of Global Climate Change ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTER- RELATION AMONG EDUCATION, SCIENCE AND INNOVATION DEVELOPMENT
10 subiecte UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare Inițierea în lumea marketingului tehnologiilor Limbajul marketingului. Definirea tehnologiilor avansate. Modelul de intervenţie pentru Marketing High-Tech. Planificarea strategică a pieţei în firmele de high-tech. Avantajul competitiv: Obiectivul strategiei de marketing. Tipurile de strategie. Crearea de strategie: Abordări şi Structuri. Măsurarea performanţei de marketing. Considerații culturale și climatice în companiile high-tech Facilitatorii culturii de inovare. Obstacolele în calea culturii inovaţionale. Orientare şi eco-funcţionalitatea pieței (marketing / R & D) interacţiune Ce înseamnă să fiți orientaţi către piaţă. Interacţiunea Cross-Functională: produse noi. Interacţiunea echipelor în dezvoltarea Marketingului-R & D. Parteneriate,alianţe, şi relaţiile cu clienţii Parteneriate şi alianţe strategice. Riscuri ridicate / ridicat parteneriate verticale oportunitate: Outsourcing. Deschise reţelele de inovare şi alianţe pentru dezvoltarea de noi produse. Cercetarea de marketing pe pieţele high-tech Colectarea de informaţii: Instrumente de un high-tech de cercetare de marketing. Client- Driven Innovation Biomimicry. Prognoză pe pieţele High-Tech. Sesizare clienţi high-tech. Deciziile. Adoptarea şi răspândirea inovaţiilor. Selectarea pieții-țintă. Clientul: segmentare, direcţionare, poziţionare. Strategii. Clientul evitarea uzurii morale: Implicaţii upgrade-uri şi căile de migrare. Consumatorii relaţii paradoxale cu tehnologie şi consecinţe nedorite. Tehnologie şi management de produs Tehnologie de cartografiere (ce-a-vinde) decizia. Arhitectura produs: modularitate, platforme, şi derivaţi. O notă de precauţie cu privire la aspectele legate de (killing), nou-dezvoltare de produs. Rolul managementului de produs în cadrul companiei de înaltă tehnologie. Dezvoltarea de servicii ca parte a strategiei de produs de înaltă tehnologie. Proprietatea intelectuală, consideraţii. Canalele de distribuţie şi managementul lanţului de aprovizionare pe pieţele de înaltă tehnologie Probleme în stabilirea canallelor de distribuţie şi de management. Gestionarea canalehibrid: eficiența marketingului pluricanalizat. Considerente emergente în canalele de distributie. Supply Chain Management. Considerente preț pe pieţele high-tech High-Tech preţ mediu. Orientarea prețului spre client. Consideraţii suplimentare. Prețuri. Instrumente de comunicare de marketing pentru pieţe high-tech Publicitate şi promovare: comunicaţii integrate de marketing. Publicitate pe Internet şi promovare. Contribuţia paginii web în publicitate şi strategia de promovare. Considerente strategice în domeniul comunicaţiilor de marketing Branding pe pieţele High-Tech. Lansarea Prodului Nou. Considerente strategice pentru tripla linie de jos în companiile high-tech Responsabilitatea Sociala Corporativa. Servirea pieţei Base-of-they-Pyramid: Responsabilitatea socială corporativă şi antreprenoriatul social. Împărţirea digitală. Răspunzând
11 Assignments Method of evaluation Assignments Deadline Total Individual Situations and case studies analysis (active class discussions and participation) Team 13 cases reflecting the theory; one case per seminar + analysis of various business situations 40 points New venture feasibility study 7 case studies; PP presentation in the final week of the course 20 points Exam New venture feasibility study At the end of this course 40 points TOTAL 100 points ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTER- RELATION AMONG EDUCATION, SCIENCE AND INNOVATION DEVELOPMENT
12 Proiectul prevede UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare Metode de evaluare Sarcini Termenul limită Total Individuale Analiza studiilor de caz (discuţii şi participare activă) Echipa Nou studiu de fezabilitate de riscstudii de caz Examen Întrebări cu privire la teorie + studiu de caz, analize TOTAL 13 cazuri reflectă teoria; un caz la un seminar + analiza diferitelor situaţii de afaceri 7 studii de caz;prezentarea PP în ultima săptămână a cursului La sfârşitul cursului 40 puncte 20 puncte 40 puncte 100 puncte
13 Target and Context References 1. Mohr, J., Sengupta, S., Slater, S. (2010) Marketing High-Technology Products and Innovations. 3rd ed. Pearson Education: New Jersey 2. Moore, G. (1999) Crossing the Chasm. 2nd ed. Harper Collins Publishers Inc: New York 3. Moore, G. (2005) Inside the Tornado. Harper Collins Publishers Inc: New York 4. Moore, G. (2006) Dealing with Darwin. How Great Companies Innovate at Every Phase of Their Evolution. Penguin Group: New York 5. Arora, A., Fosfuri, A., Gambardella, A. (2001) Markets for Technology: The Economics of Innovation and Corporate Strategy. MIT Press: Cambridge, Massachusetts ( ENTREPRENEURIAL UNIVERSITY AS A MODEL FOR PROPER MANAGERIAL INTER- RELATION AMONG EDUCATION, SCIENCE AND INNOVATION DEVELOPMENT
14 Contextul şi grupurile ţintă UNIVERSITATEA ANTREPRENORIALĂ ca model de joncțiune managerială între educaţie, ştiinţă şi inovare referințe bibliografice 1. Mohr, J., Sengupta, S., Slater, S. (2010) Marketing High-Technology Products and Innovations. 3rd ed. Pearson Education: New Jersey 2. Moore, G. (1999) Crossing the Chasm. 2nd ed. Harper Collins Publishers Inc: New York 3. Moore, G. (2005) Inside the Tornado. Harper Collins Publishers Inc: New York 4. Moore, G. (2006) Dealing with Darwin. How Great Companies Innovate at Every Phase of Their Evolution. Penguin Group: New York 5. Arora, A., Fosfuri, A., Gambardella, A. (2001) Markets for Technology: The Economics of Innovation and Corporate Strategy. MIT Press: Cambridge, Massachusetts (
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