Did you ever hear of anybody searching the web or talking to a reliable friend to determine which kind of cereal or tooth paste to purchase? Do you consider anybody ever calls a soda company to inquire about when they offer 24-hour support? Not likely. However, you most likely did lots of Research, consulted buddies and browse product critiques before choosing to buy a new technology product.
Marketing new technology products is a lot diverse from marketing consumer items that carry little if any risk. It is because there’s little if any loss penalty to make the incorrect decision. Therefore, marketing these kinds of products depends on name recognition, image and branding since most products inside a given category are interchangeable, and since customers are prepared to accept the claims from the seller at face value.
Customers convey more on the line when choosing technology products simply because they are usually costly and could be complicated to setup and employ. Therefore, purchase decisions are usually based mostly on the seller’s capability to reduce perceived risk. For this reason it is important for technology companies to pay attention to “intangible” factors for example simplicity of use, product support, and company status when marketing their goods rather of emphasizing features and technical specifications.
Regrettably, this rarely happens. Technology companies normally market then sell products by emphasizing cost, special features and technical specifications since these criteria are noticed since many important through the engineers and scientists who typically run hi-tech companies. However, when they requested customers, they’d most likely discover that they ought to concentrate on the “intangible” factors instead of attempt to compete on features alone.
In a company I did previously work with, we offered a computer program which was used mainly by design and manufacturing engineers. It had been the business’s “flagship” product, and it was as much as version 10, or thereabouts. So, the event team had had multiple releases to include all sorts of innovative features and functionality. The marketing team conducted market research to determine how customers were using all of the features and see which of them they thought were most significant. The outcomes established that as wonderful as each one of these additional features were, customers were not using many of them. Among the questions requested these to rate the significance of capabilities i was thinking about for future releases, and the majority of the respondents stated none were important. Rather, they requested when specific “bugs” could be fixed and requested for support on specific problems that involved fundamental features.