The quick pace of change, especially in technology-driven industries, demands even more rapid and effective communication between companies and their investors.
With Internet stocks rising despite big losses, investors and analysts in other emerging, technology-driven industries began to believe that their stocks should also be valued on hypothetical measures like ultimate market size, rather than on the basis of more traditional measures like price-earnings or price-sales ratios.
Over the past 40 years the high-tech industries have seen several waves of merges and acquisitions [17, 18], each of which has reshaped technology-driven industries and set up the basis for subsequent market development [19].
However, nearly all investments in technology-driven industries are coupled with considerably high risks and uncertainty in terms of return on investment, time-to-market and resources required, compatibility with existing solutions, post-merger failure of the target company and product scalability.
But the shop in the industrial-looking office and workshop became difficult to sustain in the increasingly competitive, technology-driven industry.
The auto industry has always been a technology-driven industry.
In addition, we operate a web services company in a highly competitive, rapidly changing and consumer- and technology-driven industry.
While it was once the archetype for mass production and assembly-line efficiency, it is now changing into a knowledge-based, technology-driven industry that will likely continue to transform manufacturing into the next 100 years.
A crucial success factor in a technology driven market such as the chemical industry derives from the ability to understand and interpret new technologies fast and convert this knowledge into a competitive advantage.
Industrial Era IT strategy emphasizes technology driven non-solutions.
