Product Growth Strategies in Young High‐Technology Firms

Abstract

This article presents an analysis of the strategies, business practices and growth patterns of 68 small, young, high-technology firms. These firms manufactured high-technology goods or produced advanced computer software products, had at most 100 employees and reported under $30 million in annual sales. In reporting the results of her study, Teresa Pavia writes that neither a technological growth path (new products to existing customers) nor a market-expansion growth path (existing products to new customers) is superior. Practices that minimize strategic dependencies and produce a high-quality product that suits the customer's needs directly (needing no further modifications after the sale) are associated with success. Firms that have used market expansion to grow demonstrate higher levels of systematic planning and describe their industry as rapidly changing. Furthermore, they describe themselves as technologically innovative and their customers as well informed about the products they buy.

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