Marketing the Unknown

"Inventors tend to fluctuate between bouts of enthusiasm and confusion."

"Enthusiastic or confused reactions to a project lead to three major errors in thinking."

"Let your project proliferate and express its potential."

"You must manage the transitory state as if it were an investment."

"Technology is of prime importance when you're analysing the situation for innovative products."

"Diagnosis gives you an initial idea of how to go about planning development, because it justifies the order in which you attack the segments."

"Before you enter markets you have to take stock of their specific characteristics and know the features you want to promote on your innovation."

"Transiting from a niche strategy to a volume strategy could be compared to a sort of natural development process that all successful technological innovation projects follow."

"It's important to be aware that you can only use a market-creation strategy effectively on a very special kind of customer."

"It's wiser to apply a volume strategy as if clients were people who needed convincing and reassuring, than as if they were inherently on your side."

"An intermediary segment that's chosen with a view to attacking other markets should enable you to ride in on the wave."

"What you need to do to secure your position is to concentrate your efforts on one segment until you overcome all the problems there, before going any further."

"The order in which you attack segments depends on the synergy, or working links, between them."

"Leave aside what you don't retain!"

"Companies always prefer to go into market segments where they find bonus criteria with high scores, no matter how they evaluate the situation elsewhere."

"You're still far from being able to launch a product and the whole point of your plan is to get ready for that now."