Harvard Business Review

DECEMBER 21, 2011

With seemingly unbounded opportunity, salespeople work hard to build relationships and create a book of business that drives their future financial success and creates fast market penetration for the company. But the "salesperson owns customer" model is a double edged sword. Three examples show the issues that can arise.

Company 13

Company Market Penetration Long-term Short-term 13

Harvard Business Review

SEPTEMBER 30, 2013

For the United States and Germany, strong multinational corporations and technological innovation are the driving factors. innovation is driven by a can-do spirit and a healthy appetite for risk, with established corporations and startups introducing some of the world’s most important and game-changing technologies.

Management 8

Management Market Penetration Innovation Engineering 8

Harvard Business Review

MARCH 31, 2016

For years Apple’s market penetration hung in the single digits. Fraud prevention can keep platform costs down over the long term but puts friction on user transactions, which dissuades value-creating activity. Apple has since figured out this balance, of course, by opening the iOS platforms to app developers.

Participative 8

Participative Software Market Penetration Marketing 8

Harvard Business Review

SEPTEMBER 3, 2012

There are time-delayed and time-dependent relationships in which huge effort may yield little in the near-term, or in which high output today may be the result of actions taken a long time ago. Then you enter hypergrowth, which typically happens somewhere between 10-15% of market penetration.

Learning Curve 8

Learning Curve Market Penetration Disruptive Innovation Kaplan 8