This book is prepared in a straightforward manner on marketing in technology businesses and is aimed at professionals in the industry. These IT businesses, on the other hand, might be considered as the apex of broader technological trends. The link between the developing and mainstream markets, in particular, is not at all incompatible with the relationship between fleeting preferences and market trends. Marketing has always understood how to capitalize on fads and generate market trends. The trouble is that, since the two strategies are diametrically opposed, you must first determine which one you’re using - fads or market trends – before you begin. It’s ideal to start with a fad, take use of all of its advantages, and then transform it into a market trend.It may seem miraculous, but this is the world of technology marketing. All really inventive technology has its origins in a fleeting fancy - something that has no commercial value, serves no specific function, but has hidden qualities that could appeal. a certain set of consumers This is referred to as the developing market. And it was at this point that the gap arose, as the whole globe waited to see whether they could come up with anything amazing. If we do something innovative, such as advertise that the product is excellent and the price is reasonable, a new mainstream market will emerge, generally soon, and the company owner will be highly successful.To do so, you must first bridge the divide into the mainstream market. This is a necessary necessity for technological businesses, which is obvious given that they are the epicenter of gap theory. However, the same ideas apply to other types of marketing, so even if you’re not in the IT business, you may benefit from what you’ve learned.One of the most essential lessons learned in bridging the gap is that the whole firm must collaborate throughout this time. Now the corporation must set aside the large but obnoxious marketers and choose to get everyone’s approval.This is not the moment to go all out, but rather to prepare ahead and use resources appropriately. This is not the moment to put your faith in a few exceptional people, but rather to concentrate everyone on making as few mistakes as possible.The book’s primary goal is to expose the marketing case to decision makers, allowing everyone on the board to participate in the marketing process. When caution, not genius, is the driving philosophy for business, many heads are better than one.
