What Participants Will Learn
This program builds the strategic skills and organizational capabilities that technology companies need to compete, grow, and win in B2B and B2G markets — while producing immediate, actionable outputs for the business.
Through this program your teams will:
- Apply a structured B2B go-to-market framework to real products and market challenges within your organization
- Analyze customer needs and develop needs-based segmentation strategies for complex B2B buyer groups
- Construct compelling value propositions and technology product positioning statements that differentiate technical products from alternatives
- Evaluate competitive dynamics and design scenario-based responses to market shifts, emerging threats, and needs for operational scale
- Develop a repeatable, sustainable process for creating and executing marketing strategy using proprietary planning tools
- Lead cross-functional teams through the preparation, development, and execution of go-to-market initiatives
What Organizations Gain
- A common strategic language and shared go-to-market framework across engineering, product, and commercial teams
- Completed strategy worksheets and planning templates that enter the corporate planning process directly as deliverables
- Improved alignment between R&D priorities and market-facing strategy — reducing internal friction and accelerating execution
- Faster, more confident go-to-market execution for new product launches and market expansions
- A reusable, institutionalized process for building and updating marketing strategy as competitive conditions change
- Stronger positioning in B2B procurement and B2G proposal environments through differentiated value articulation
Enhanced Caltech Experience
On-campus programs allow participants to engage directly with Caltech’s research environment alongside the workshop sessions. Depending on the program, this may include faculty lectures, technology demonstrations, and visits to research facilities such as the Center for Autonomous Systems & Technologies (CAST), Kavli Nanoscience Institute (KNI), or other labs. Participants may also hear from faculty entrepreneurs and researchers whose work has contributed to entirely new fields or led to the creation of new ventures. Programs can incorporate guest speakers from industry and government and, when appropriate, visits to the Jet Propulsion Laboratory (JPL), which Caltech manages for NASA. These experiences help connect program discussions with real research, technologies, and applications emerging from the Caltech and Pasadena innovation ecosystem.
Every engagement begins with the Strategic Technology Marketing Framework. Organizations then select additional courses and workshops based on their specific growth priorities, competitive challenges, and team development needs.
Positioning and Commercialization
- Strategic Technology Marketing Framework (16 hrs) — Required foundation course
- Creating Compelling Value Propositions (16 hrs)
- Needs-Based Segmentation (16 hrs)
- Strategic Pricing for Technology (16 hrs)
- Branding and Re-Branding (16 hrs)
Go-to-Market Strategy and Execution
- Launching New Products and Services (16 hrs)
- Creating the Customer Journey (16 hrs)
- Product Life Cycle Management (8 hrs)
- Developing Innovation (16 hrs)
- Agile Marketing (16 hrs)
Planning and Competitive Intelligence
- Scenario Planning and Simulations (16 hrs)
- Digital Strategy (16 hrs)
- Critical Issues in Global Marketing (8 hrs)
Marketing Operations
- Marketing Automation, Systems, and Data (16 hrs)
- Finance and ROI for Marketing Professionals (16 hrs)
- Project Management for Marketing (24 hrs)
- Integrating Marketing in the Business Enterprise / System Design (8 hrs)
Leadership and Team Effectiveness
- Behavioral Leadership in B2B Sales & Marketing (16 hrs)
- Building and Sustaining High-Performance Teams (16 hrs)
- Influence & Negotiation: Managing Without Authority (24 hrs)
This program is designed for technology organizations competing in B2B and B2G markets — including aerospace and defense, industrial and infrastructure machinery, medical devices and life sciences, energy and power generation, semiconductors and electronics, and enterprise software and digital platforms. It has been delivered to multinational organizations across multiple continents and industries.
Ideal participants include engineers currently leading or transitioning into market-facing roles, product managers, technical sales and business development professionals, marketing managers and directors, general managers with P&L responsibility, and senior executives leading commercialization strategy. Organizations frequently enroll cross-functional cohorts — combining technical and commercial team members — to build shared frameworks and alignment rather than individual skills in isolation.
Workshops are designed for 30 to 40 participants. Structured activities can be scaled for groups up to 100, making the program suitable for large-scale organizational capability initiatives and leadership offsites.
What is a go-to-market strategy, and why does it matter for technology companies?
A go-to-market (GTM) strategy is the plan an organization uses to bring a product or service to customers — defining who to target, how to position the offering, how to price it, and how to reach and convert buyers. For technology companies in B2B and B2G markets, GTM strategy is especially complex because buyers are technically sophisticated, purchasing involves multiple stakeholders, and differentiation must be earned through demonstrated value rather than brand preference. Companies with strong, repeatable GTM capability bring products to market faster, win more competitive bids, and achieve stronger pricing power than those relying on ad hoc approaches.
How is this program different from general executive education marketing programs?
Most executive education marketing programs were built around consumer and general management contexts — with case studies from retail, CPG, and services businesses. Even purpose-built B2B programs at leading institutions tend to focus on sales force effectiveness or digital transformation, rather than equipping a cross-functional technical organization with a shared go-to-market framework. Caltech's Technology Marketing program is different in three ways: it is exclusively for technical organizations in B2B and B2G markets; it is delivered to cross-functional teams rather than individual participants; and every session produces completed planning worksheets and strategy tools that enter the organization's commercial planning process directly. Participants solve real business challenges during the program — not simulated ones.
Who should attend, and how is the program structured for teams?
This is an organizational program, not an open-enrollment course. It is most effective when delivered to cross-functional cohorts that include engineers in market-facing roles, product managers, technical sales and business development professionals, marketing managers, and general managers. Enrolling both technical and commercial team members together is intentional — it builds the shared language and cross-functional alignment that individual training cannot produce. Workshops are typically 30 to 40 participants and can scale structured activities to groups of 100 or more.
How is the program customized for our organization?
Every engagement begins with a needs assessment to understand the organization's markets, competitive challenges, and strategic priorities. The program is then configured from a menu of courses and workshops anchored to the Strategic Technology Marketing Framework. Delivery format, pacing, and depth are adjusted based on the organization's size, complexity, and goals. Participants work on real organizational challenges throughout — not generic case studies. The worksheets and strategy tools completed during sessions are designed to function as corporate planning deliverables, not just learning exercises.
What kind of outputs does the program produce?
Each workshop is output-driven by design. Participants complete large-format worksheets and strategy templates during sessions — covering areas such as customer segmentation, value proposition development, competitive positioning, go-to-market planning, and scenario analysis. These are not course handouts; they are working documents designed to enter the organization's commercial planning and business review process directly. One client has integrated program outputs into its annual corporate planning cycle consistently for more than 20 years.
What industries and types of organizations does this program serve?
The program is designed for technically complex B2B and B2G markets, including aerospace and defense, industrial and infrastructure machinery, medical devices and life sciences, energy and power generation, semiconductors and electronics, and enterprise software and digital platforms. It has served multinational organizations across these sectors, including energy markets, medical devices and diagnotics, and semiconductors manufacturing. The curriculum, facilitation, and case context are grounded in the specific competitive dynamics of these industries — not adapted from consumer or general management examples.
What credentials do participants receive?
Participants who complete the program receive a Caltech certificate in Technology Marketing (or the name of the client program). Completion requirements are defined based on the modules selected by the organization. The program is structured in accordance with Caltech's executive education credentialing standards and follows recognized education program schema for documentation and recognition purposes.
