Compare courses
This course has no confirmed dates in the future. Subscribe to be notified when it is offered.

Relevant courses

Course format
Starting after
Ending before


Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with Indian Institute of Management Bangalore.

Full disclaimer.


It is well known that ICT (information and communication technology) is the prime mover of technology. Even in high end research in pharma, metallurgy, plastics and other domains, ICT is a key tool. Consider the changes witnessed in ICT in the recent past. The Indian IT service firms that were chartbusters for more than a decade slowed down remarkably. 3D manufacturing is re-engineering the conventional engineering workshop. Traditional networking companies are suddenly having to find new markets as networking gets defined by software. They are finding themselves competing with software companies in some markets. IT behemoths like IBM, HP and Dell are making painstaking efforts to redefine their business models. Relative newcomers like Facebook, Alibaba, Netflix, Google and Amazon are disrupting every business from books thro’ food to travel and business. Add to this the explosion of artificial intelligence, extreme learning, cloud computing, social media and analytics. It presents an exciting mix of prospects and challenges for a future that is getting increasingly difficult to predict.

This gives rise to the question, how does a company operating in the technology domain (product or service) plan for its present and future? While technology is fine what is technology business? Why do some technology companies fare well while others struggle to play catchup? How did HP survive while 300 other printer companies died? Subsequently what pushed the company to break into two? Why do some technology companies manage takeovers well while others fail? Microsoft was not the pioneer of spread sheet, gaming station or cloud solutions and yet built big businesses in those domains. When should an ICT company be proactive and when should it be reactive?

Therefore, there are two important pieces to the puzzle. i) how to handle technology domain ii) given

the uncertainties in the domain how to seek and profit from business opportunities in it. That is, what are the commercial dimensions of technology? Is it as important to be business savvy as it is to be technology savvy? These concerns form the core of the program on technology marketing.

Some of the key questions the program wishes to focus on

  • How are IT markets different? What are the key similarities and differences, when compared to say consumer product markets?
  • How to handle competition and customer in the technology space?
  • How to brand technology?
  • How to handle technology product acceptance?
  • How to manage technology cycles?
  • And so on.

Who should attend

Middle and senior level executives from ICT product and service companies


His research interest includes Marketing Strategy, Consumer, Industrial and Services Markets; Markets for Hi-tech Products and Branding. He was a visiting scholar at the Amos Tuck Business School, Dartmouth, US (an Ivy League School), during February-June 2002, pursuing collaborative research wit...


Detailed Description
Detailed Description
Show more