To succeed in the Era of Trust Networks, how do you need to think differently about market making for your new technology and disruptive innovation?

BUYING LOGIC FOR Market-Making Strategies

• Strategy defines how to marshal internal and external resources to achieve and sustain a competitive advantage.
• In early-stage markets, the insights of consultants, small solution providers, and advanced project managers within large organizations—whom we call market makers—constitute a powerful but generally overlooked input to strategy development and execution.
• Opportunity discovery introduces the market makers for a new technology or disruptive service to prequalified “solutioneers”—consultants, small solution providers, and advanced project managers willing and able to provide input to your strategy development and execution.
• Most providers of new technologies or disruptive services undermine their success due to the lack of one or more of the following strategic resources for market making:
• Value proposition that makes self-evident sense to consultants, small solution providers, and advanced project managers
• Service-fulfillment methodology that assures satisfaction and payback for consultants, small solution providers, and advanced project managers
• Economic incentives, business-building tools, and support programs for consultants, small solution providers, and advanced project managers
• Co-marketing framework for driving the broader acceptance of the common language, project model, and business case for a new technology or disruptive service
• Market makers that share with industry peers a socialized market-making strategy for new technologies or disruptive services create the first real and sustainable competitive advantage: rapid market acceptance.
• GISTICS promises to speed market acceptance of your socialized value proposition, harnessing the potent market-making resources of consultants, small solution providers, and advanced project managers with large organizations.

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