學門類別
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內容大綱
InfoSoft Global is a seven-year-old start-up in the charting-software market. In 2008, it earns revenues of US$3.35 million in a market that its founder estimates to be US$100 million. Should the founder continue growing steadily within a niche, as he had done in the past, or should he make some new strategic choices to target a bigger share of the US$100 million market? Which technologies and devices should he bet on? What customer segments should he focus on? Should he add more complementary products to his company’s portfolio? What new channels should he leverage for greater market reach, and what strategy must he adopt to get there?
學習目標
The case is designed for use in one or two sessions of an introductory product management class at the graduate level. It is designed to enable the pursuit of several pedagogical objectives, namely:<ul><li>Identifying and prioritizing customer segments.</li><li>Crafting powerful value proposition.</li><li>Monetizing a product in a fragmented market full of generic, free or cheap offering.</li><li>Growing new product adoption within a low-resource startup situation.</li><li>Leveraging the Internet for low-cost global marketing.</li></ul>