Free Download Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, by Geoffrey A. Moore
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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, by Geoffrey A. Moore
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Review
"Crossing the Chasm should be the Bible for high-tech companies looking for direction with marketing and distribution challenges. Geoff's model corresponds directly to the launch of Lotus Notes and continues to shape our marketing programs." -- Robert K. Weller S.V.P., North American Business Group"Crossing the Chasm truly addresses the subtleties of high-tech marketing. We have embraced many of the concepts in the book and it has become a 'bestseller' with Unisys." -- James A. Unruh, CEO, Unisys"If you find yourself wondering why it is that the majority of potential buyers for your newest breakthrough technology are not as enthusiastic as your early adopters, read this book or risk joining the others at the bottom of the high-tech abyss." -- Jim Kouzes, coauthor of The Leadership Challenge, author of Credibility, President of the Tom Peters Group/Learning Systems
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About the Author
Geoffrey A. Moore is the author of Escape Velocity, Inside the Tornado, and Living on the Fault Line.
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Product details
Paperback: 226 pages
Publisher: HarperBusiness; Revised edition (July 7, 1999)
Language: English
ISBN-10: 9780066620022
ISBN-13: 978-0066620022
ASIN: 0066620023
Product Dimensions:
5.5 x 0.8 x 8 inches
Shipping Weight: 7.2 ounces (View shipping rates and policies)
Average Customer Review:
4.2 out of 5 stars
169 customer reviews
Amazon Best Sellers Rank:
#250,708 in Books (See Top 100 in Books)
The author's emphasis is on distinguishing between the selling and marketing tactics for the early innovators versus the mainstream customers. There is a chasm between the innovators and mainstream market and the author dedicates the book outlining the various steps a high tech company should perform to successfully navigate through the chasm.Some key points and lessons learned:- It is important to maintain momentum in order to create a bandwagon effect that makes it natural for the next group to want to buy in.- Early adopters want a change agent while the early majority looks for productivity improvement for existing operations - they want an evolution not revolution.- Vapor vare should be avoided during chasm crossing - Vapor vare is pre-announcing and pre-marketing a product which still requires significant development.- Resistance is a function of inertia growing out of the commitment to the status quo, fear of risk or lack of compelling reason to buy.- Crossing the chasm requires moving from an environment of support among visionaries back into one of skepticism among pragmatists. It means that moving from product related issues to unfamiliar ground of market oriented issues AND moving from the familiar audience of like minded specialist to uninterested generalist.-It is the market centric value system - supplemented ( but not superseded ) by the product centric - One that must be the basis for the value profile of the target customers when crossing the chasm.-Elevator Speech Template1. For (target customers - beachhead segment only)2. Who are dissatisfied with (the current market alternative)3. Our product is a (new product category)4. Unlike (the product alternative)5. We have assembled (key whole product features for your specific applications)- Why is elevator speech important ?1. Your claim cannot be transmitted by word of mouth consistently.2. Marketing communications will be all over the map.3. R&D will be all over the map.4. You are not likely to get financing from anybody with experience.- The product alternative in your elevator speech helps customers understand your technology leverage (what you have in common) and your niche commitment (where you differentiate). Market alternative helps people identify your target customers (what you have in common) and your compelling reason to buy (where you differentiate).- Positioning: Goal should be to make products easier to buy not easier to sell. The four stages in positioning:1. Name it and frame it - Positioning needed to make a product easy to buy for a technology enthusiast.2. Who for and what for - Positioning needed to make the product easy to buy from the visionary.3. Competition and differentiation - Positioning needed to make the product easy to buy for the pragmatist.4. Financials and future plans - Positioning needed to make the product easy to buy for the conservative.- During the chasm period, the number one concern of pricing is not to satisfy the customer or the investor, but to motivate the channel.- When crossing the chasm we are looking to attract customer oriented distribution by using distribution oriented pricing. There are two types of pricing strategies: value based and cost based. The value based strategy is based on the final big value the client will realize using the product while the cost based is dependent upon the cost incurred to deliver the product.
I first read this book some years ago when I was building an early adopter product . It's concerns (going mainstream, appealing to pragmatic buyers) seemed remote and misplaced. Having been through the chasm I have grown to appreciate it's sound advice. What is necessary to achieve early product success is very different from enduring , mainstream success. Building a whole product solution is as important, if not moreso, than marketing a cutting edge subcomponent . Valuable Field guide to a difficult problem
This is my second time through this canonical tech marketing book. The book explains the keys to bringing new tech to market. In particular, the ideas of narrowing to a nitche and assembling a whole product when crossing the chasm. This helps mainstream customers buy as they see a product as a market leader. This is when a category transitions from a product-focused sale to techies and visionaries, to a market-drive sale to more pragmatic and risk adverse customers.
This book offers a true blueprint for companies looking to market and sell innovative high-tech products in a mainstream market.This blue print begins by segmenting customers into groups with different needs and goals (innovators, early adopters, early majority, late majority and laggards). These groups do not form a continuous spectrum. Indeed, there are gaps that exist that any company looking to succeed needs to understand and bridge. Once the company identifies the highly specific target segment within a mainstream marketplace, they then proceed to understanding their compelling reasons to buy. Then they must build around the notion of a "whole product" with the aid of partners as required to make that a reality. To further help the customer, the company must clearly define their competition and how they position themselves with respect to them. Finally comes selecting a distribution channel and ensuring that the sales force is empowered to deliver the required results.From my perspective, this book helps any IT executive understand how to better work with technology vendors. In addition to helping them identify the ones that are indeed there to stay and grow. It also pushes IT executives to make fundamental decisions on where in the consumer spectrum they want to position themselves based on their needs and the risks that they are willing to undertake.In all a very good and informative read. Despite it being originally written in the 90s the fundamentals of the blueprint still hold true. This is a true bible in the field of technology marketing. On the critiquing side, I would say that this book could have been written in a more concise fashion. It seemed slow at times, when reading it. Also, it would have been great to see updated examples of the principles described which would make it easier to reflect upon from a more recent perspective.
There are a number of great insights in this book, especially for engineers who are beginning to climb up out of their heavy technical world and want to have true and serious impact on the real world. I was a bit disappointed to see that the transformation to the online version appears to have at least one recurring defect. It looks like some symbol used in lists in the paper book does not translate properly into a symbol in the on-line version. What we see on the Kindle Reader on the iPad are lines starting with "535." It would be nice if there were someway to point out these defects to someone with an expectation of this copy automatically get updated at some point in time.Even with this annoyance, which caused me to downgrade the book by one star, the book is very readable and useful. I was also a bit surprised to see that the Kindle version of the book is slightly more expensive than the paper version, which makes no sense to me at all!
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