7. Launching Your Innovation to Market – Strategy then Implementation
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Abstract
Once funding is in place, then it is time to implement the business plan into executable actions. Launching a product, process, or technology requires finding the necessary resources your company needs to be successful. Resources can be funds, people, materials, vendors, time, and energy. This chapter discusses the shift from planning to implementation and considers the resources needed to execute the interdependent strategies that are involved in launching your innovation to market. The high-level plans that are outlined in your business plan require preparation, team communication, and adaptation to become a detailed, multifaceted Strategic Implementation Plan (SIP). The SIP integrates a company’s objectives, timeline, financial resources, and deliverables into an actionable plan. This chapter focuses on the implementation of various business-related aspects of launching to market, including personnel hiring, vendor management, marketing and sales, and postmarket launch customer surveillance and analytics.
Abstract
Once funding is in place, then it is time to implement the business plan into executable actions. Launching a product, process, or technology requires finding the necessary resources your company needs to be successful. Resources can be funds, people, materials, vendors, time, and energy. This chapter discusses the shift from planning to implementation and considers the resources needed to execute the interdependent strategies that are involved in launching your innovation to market. The high-level plans that are outlined in your business plan require preparation, team communication, and adaptation to become a detailed, multifaceted Strategic Implementation Plan (SIP). The SIP integrates a company’s objectives, timeline, financial resources, and deliverables into an actionable plan. This chapter focuses on the implementation of various business-related aspects of launching to market, including personnel hiring, vendor management, marketing and sales, and postmarket launch customer surveillance and analytics.
Chapters in this book
- Frontmatter i
- Preface v
- Contents vii
- List of Figures xiv
- About the Authors xviii
- Introduction 1
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Part A: The Business Side of Innovation
- 1. Starting Out with Due Diligence and Early-Stage Market Research 15
- 2. Validating Your Business Model 34
- 3. Forming a Business Around Your Technology 65
- 4. Laying the Groundwork for a Business Plan and Preparing a Business Plan 83
- 5. Understanding Intellectual Property as It Relates to Your Business 129
- 6. Funding Methods 147
- 7. Launching Your Innovation to Market – Strategy then Implementation 175
- 8. Technology Project Management 209
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Part B: Engineering the Innovation
- 9. Needs Finding, Concept Generation, and Prototyping 253
- 10. Product Development and Manufacturing 288
- 11. An Introduction to Quality 319
- 12. Medical Devices 341
- List of Acronyms and Initialisms 384
- Further Reading 387
- Subject Index 389
Chapters in this book
- Frontmatter i
- Preface v
- Contents vii
- List of Figures xiv
- About the Authors xviii
- Introduction 1
-
Part A: The Business Side of Innovation
- 1. Starting Out with Due Diligence and Early-Stage Market Research 15
- 2. Validating Your Business Model 34
- 3. Forming a Business Around Your Technology 65
- 4. Laying the Groundwork for a Business Plan and Preparing a Business Plan 83
- 5. Understanding Intellectual Property as It Relates to Your Business 129
- 6. Funding Methods 147
- 7. Launching Your Innovation to Market – Strategy then Implementation 175
- 8. Technology Project Management 209
-
Part B: Engineering the Innovation
- 9. Needs Finding, Concept Generation, and Prototyping 253
- 10. Product Development and Manufacturing 288
- 11. An Introduction to Quality 319
- 12. Medical Devices 341
- List of Acronyms and Initialisms 384
- Further Reading 387
- Subject Index 389
