Entrepreneurship, Case Study: Bladelogic (A) - Essay Example

One specific challenge at this point is regarding on the varying strategies of numerous large competitors in order to differentiate their product offerings. Aside from obtaining the economies of scale, product differentiation is a probable competitive advantage of large competitors serving as potential barrier to market entry of the new entrants or other competing firms (Porter 9). This is a specific challenge that would result to the difficulty in gaining potential market share in the long run for the new entrants or other competitors.

Large competitors on the other hand, unlike Bladelogic have significant funding leading them to move freely in the industry especially on the financial aspect of the business. Bladelogic at first struggled to look for investors for funding in order to remarkably achieve its ambitious goal. Furthermore, another challenge would be the flooding of expertise, which would lead to the potential division of market opportunity. In the end it is just a matter of finding for competitive advantage which is another great challenge to take. . d capital just to pursue on aggressive plan of developing an enterprise-software firm if there is a weak economy and a soft-equity market for high-technology stores.

Only few of these firms will substantially survive especially if there is a remarkable presence of numerous large competitors in the industry. However, what is unique about Bladelogic approach to customer engagement includes its ability to build something fast, ensure marketing timing, create feedback mechanism from customers, and design modification if necessary. It also ensures innovation which is the thing why Sprint built on something with Bladelogic. In addition, Bladelogic tries to offer product and service offerings to both novice and experts and for academic and practical solutions. 2. Given the well articulated customer pain by Goldman Sachs and Sony, why was Bladelogic having trouble closing large deals?

This is because selling to tech people remains a difficult thing to do, most especially if it concerns about automation product. In selling, as part of partnering relationship, the sales people should understand their customers well including their needs (Armstrong and Kotler 44). Windows administrators are different from UNIX administrators who tend to be more technical. Unfortunately, Goldman Sachs and Sony are two large companies which consistently take a look at the technical aspects of almost everything.

Despite being clear about their concerns, these companies are always looking forward to better understanding of the technicalities of the products. In addition, the closing rate of sales at Bladelogic is below the expectation. This means that Vance, as the one in-charge for marketing strategy, product positioning, and marketing communication activities, should be well-verse with all the