In technology-driven markets, commercialization failure often stems not from weak products but from misalignment among product strategy, pricing architecture, and go-to-market execution. Organizations frequently treat these domains as sequential or siloed processes rather than as interdependent components of a unified revenue system. This paper develops a conceptual framework for commercialization intelligence—defined as the integrative capability to align product design, value capture mechanisms, and market activation strategies within a coherent decision architecture. Drawing from strategic management theory, pricing economics, and commercialization research, the study argues that sustainable growth depends on systemic coordination rather than tactical optimization. It proposes an integrative model linking product positioning, pricing structure, sales enablement, and capital allocation logic. The paper contributes to both theory and managerial practice by reframing commercialization as a governance challenge embedded in enterprise design.
Atakan Bolukbasi (Fri,) studied this question.