Remove Entrepreneurship Remove Product Development Remove Software Review
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Porter’s Diamond Model in Business Strategy

Leapfrogging

For example, Silicon Valleys success as a global tech hub is due to a strong talent pool (Factor Conditions), an early adopter customer base (Demand Conditions), a network of venture capital firms (Related Industries), and intense startup competition (Firm Strategy & Rivalry). Are customer preferences driving unique product developments?

Strategy 130
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Thought Leader and Influencer Interview with Sam Gupta, Principal Consultant, ElevatIQ Inc

Thinkers360 - Thought Leader Interviews

So I went on to get an executive business degree in entrepreneurship to start a technology-centric business. I am also always willing to collaborate with brands and private equity researchers in the enterprise software space, either for due diligence or developing go-to-market or product development strategies.

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Innovation Outposts and The Evolution of Corporate R&D

Corporate Innovation

I first met Steve Blank when he started his enterprise software company Epiphany. Steve has spent 21 years as a Silicon Valley entrepreneur in eight startups and the last 13 years as an educator – currently teaching entrepreneurship at Stanford, Berkeley, Columbia and NYU. In the U.S. We’re now in the middle of the fourth.

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Innovation Outposts and The Evolution of Corporate R&D

Corporate Innovation

I first met Steve Blank when he started his enterprise software company Epiphany. Steve has spent 21 years as a Silicon Valley entrepreneur in eight startups and the last 13 years as an educator – currently teaching entrepreneurship at Stanford, Berkeley, Columbia and NYU. In the U.S. We’re now in the middle of the fourth.

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Innovation Outposts and The Evolution of Corporate R&D

Corporate Innovation

I first met Steve Blank when he started his enterprise software company Epiphany. Steve has spent 21 years as a Silicon Valley entrepreneur in eight startups and the last 13 years as an educator – currently teaching entrepreneurship at Stanford, Berkeley, Columbia and NYU. In the U.S. We’re now in the middle of the fourth.

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How Apple created two giants

Matthew Griffin

Their choices included fighting Samsung for market share with all of the downstream implications that that would undoubtedly have on their revenues, margins and share price, alternatively they could work diligently to innovate new products for the mass market or they could choose to do both.

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How IBM, Intuit, and Rich Products Became More Customer-Centric

Harvard Business Review

Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers. The issue arose as a result of changes to IBM’s business model for software. In the past, IBM mostly provided enterprise software to customers who installed it on their own computers.