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Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials) Paperback – January 28, 2014

4.8 out of 5 stars 69 customer reviews

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Editorial Reviews

From the Inside Flap

In Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle - which begins with innovators and moves to early adopters, early majority, late majority, and laggards - there is a vast chasm between the early adopters and the early majority.  While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity.  The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment. 

This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings.  He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.

From the Back Cover

Praise for Previous Editions of Crossing the Chasm:

"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

"Crossing the Chasm is no longer just the name of a great book - it has become a very effective management process.  In venture capital, chasm management is a widely used boardroom tool for emerging technology companies.  It works!"
- Joe Schoendorf, executive partner, Accel Partners

"Crossing the Chasm has contributed more to the art and science of high-tech marketing than any other book in the last decade.  If you are not one of the thousands of businesses and universities incorporating the chasm insight into your operations, you have to be worried about your future."
- Tom Kendra, vice president, Worldwide Data Management Sales, IBM Software Group
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Product Details

  • Series: Collins Business Essentials
  • Paperback: 288 pages
  • Publisher: HarperBusiness; 3 edition (January 28, 2014)
  • Language: English
  • ISBN-10: 0062292986
  • ISBN-13: 978-0062292988
  • Product Dimensions: 5.3 x 0.6 x 8 inches
  • Shipping Weight: 5.6 ounces (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (69 customer reviews)
  • Amazon Best Sellers Rank: #3,538 in Books (See Top 100 in Books)

More About the Author

Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Mohr Davidow portfolio and established high-tech enterprises, most recently including Salesforce, Microsoft, Intel, Box, Aruba, Cognizant, and Rackspace.

Moore's life's work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies face transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore's most recent work, Escape Velocity, addresses the challenge large enterprises face when they seek to add a new line of business to their established portfolio. It has been the basis of much of his recent consulting.

Irish by heritage, Moore has yet to meet a microphone he didn't like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders.

Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.

Customer Reviews

Top Customer Reviews

Format: Paperback
As Geoffrey Moore explains, in the first two editions of this business "classic" and once again in this new one, his purpose is to answer "in considerable detail" two questions: Why can't the same skills applied so effectively in other areas also be applied when marketing high technology? And what is it going to take to get it right?

The "chasm" to which Moore refers is a metaphor for this phenomenon: "the rapid acceleration in market development followed by a dramatic lull, occurring whenever a discontinuous innovation is introduced - [one that] drives all emerging high-tech enterprises to a point of crisis where they must leave the relative safety of their established early market and go out in search of a new home in the mainstream. These forces are inexorable - they will [begin italics] drive [end italics] the company. The key question is whether management can become aware of the changes in time to leverage the opportunities such awareness confers."

In other words, "The chasm is a drastic lull in market development that occurs after the visionary market is saturated and pragmatists will not buy into a discontinuous technology unless they can reference other pragmatists, thus the catch-22. Pragmatists dependent exclusively on references from others in their own industry and are highly support-oriented."

Many business plans are based on a traditional Technology Adoption Life Cycle, a smooth bell curve of high tech customers, progressing from Innovators, Early Adopters, Early Majority, Late Majority, and finally Laggards.
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Having bought the original in the late 90's I was interested to see how the book had been updated. The new example companies are perfectly chosen and the core message of the book remains the same, I am not sure if there is a better marketing book out there that describes the issues a startup company goes through defining and creating a market and then trying to take it mainstream. Classic text, comprehensively and intelligently updated.
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Moore has updated his seminal work on making it big in high tech, but the principles can be applied anywhere. The book is based upon his own observations and covers the natural laws about moving from one customer segment to the next. A MUST READ for any entrepreneur. I am now building my fifth startup and Crossing The Chasm has been a great help in my 34-year IT career.
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This book was required reading for emerging technology companies in the early 1990's. Amazing the relevance of Moore"s more than 20 years on. Refreshed examples provide helpful context to put the principles to work today and frame actionable insight.
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One of the best software sales book I have read. Very well done and spot-on. If you are just starting a software company then I would highly recommend this book.
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As a leader in technology development, I have seen first-hand the issues in moving through the product life-cycle. This book gives a fresh and powerful set of tools to help navigate the stages of product life, as well as covering honestly some of the hard decisions that must be made. A great book for those interested in making their technology sustainable and more than just a passing fad.
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When I was reading this book the first time, I commented on twitter about how great it was. A friend said I should turn around and read it again when I was finished, as I wouldn't get it all the first time. And I did, and he was right.

This is my new measure for quality books... books you read twice. This one should be read twice.
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New technology is unlike going into a well defined business model. This book shed light on why it's such risky business to invest in a high-tech start up. We might even be the "visionary" that see the potential, but unless, the technology makes it into the crowd, where most people reside, it may very well die int eh chasm.
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