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Inside the Tornado: Marketing Strategies from Silicon Valley's Cutting Edge Paperback – July 1, 1999

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Editorial Reviews Review

This is Moore's second book expounding his high-tech marketing theories, focusing on what to do when you've followed his advice in Crossing the Chasm so well that customers are beating down your door and crawling in the windows, putting your business into a new lifecycle stage: the mass market. --This text refers to an out of print or unavailable edition of this title.

From Library Journal

Moore (Crossing the Chasm, HarperBusiness, 1991) claims that marketing technology-based products is different from marketing standard consumer products. He explores marketing stages through a discussion of the "Technology Adoption Life Cycle," which follows a product from birth to death and suggests a course of action for each phase. He also charts power distribution within a company and the marketplace as these high-tech companies engage in traditional business strategies (i.e., strategic partnerships, competitive advantage, positioning, and organizational leadership). Moore provides examples from high-tech firms such as Hewlett-Packard, Apple, and Pyramid. Although other recent books address technology marketing (see TechnoBrands, AMACOM, 1991), none addresses life cycle issues. Written for those with a prior knowledge of marketing theory, this book is recommended for business libraries.
Kathy Shimpock-Vieweg, O'Connor-Cavanagh Lib., Phoenix, Ariz.
Copyright 1995 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

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Product Details

  • Paperback: 272 pages
  • Publisher: HarperBusiness; Reprint edition (July 1, 1999)
  • Language: English
  • ISBN-10: 0887308244
  • ISBN-13: 978-0887308246
  • Product Dimensions: 0.8 x 5.8 x 8.2 inches
  • Shipping Weight: 0.8 ounces
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (62 customer reviews)
  • Amazon Best Sellers Rank: #1,901,299 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

Most Helpful Customer Reviews

50 of 57 people found the following review helpful By Robert Morris HALL OF FAMETOP 100 REVIEWERVINE VOICE on December 28, 1999
Format: Paperback
Crossing the Chasm (1991) and Inside the Tornado (1995) are most valuable when read in combination. Chasm "is unabashedly about and for marketing within high tech enterprises." It was written for the entire high tech community "to open up the marketing decision making during this [crossing] period so that everyone on the management team can participate in the marketing process." In Chasm, Moore isolates and then corrects what he describes as a "fundamental flaw in the prevailing high-tech marketing model": the notion that rapid mainstream growth could follow continuously on the heels of early market success. In his subsequent book, Inside the Tornado, Moore's use of the "tornado" metaphor correctly suggests that turbulence of unprecedented magnitude has occurred within the global marketplace which the WWW and the Internet have created. Moreover, such turbulence is certain to intensify. Which companies will survive? Why? I have only one (minor) quarrel with the way these two books have been promoted. True, they provide great insights into marketing within the high technology industry. However, in my opinion, all e-commerce (and especially B2B) will be centrally involved in that industry. Moreover, the marketing strategies suggested are relevant to virtually (no pun intended) any organization -- regardless of size or nature -- which seeks to create or increase demand for what it sells...whatever that may be. I consider both books "must reading."ÿ
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15 of 15 people found the following review helpful By Amazon Customer on February 24, 2000
Format: Audio Cassette
This is fantastic. Some simple mataphors: the bowling alley (niche marketing where you pick off segments like pins), tornado (when market demand increases exponentially) and main-street (when the tornado dies down and you need to focus on adding value). Some jungle characters: the gorilla - the company with the greatest market share, the chimps - the apes who wanted to be gorillas but failed and the monkeys - the low cost clone providers.
A wonderful explanation of how it is so easy to get it dead wrong as markets change, dead wrong in strategy, dead wrong in the selection of critical success factors and dead wrong in who you select as your CEO.
Easy to understand and vivid in its descriptions. If you are into high-tech and you want all the bananas get into this now.
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Format: Paperback
Inside the Tornado is the 1995 sequel to the 1991 book, Crossing the Chasm. Inside the Tornado repeats the arguments of Crossing the Chasm, and adds three new stages of how to manage a business during the lifecycle of a technology. While Crossing the Chasm was primarily about marketing with some strategy emphasis, this book reverses the emphasis. I recommend the 1999 paperback version because it contains a new introduction that serves better as a helpful afterword to the book, as Mr. Moore suggests, in updating it for the Internet.
In Crossing the Chasm, Mr. Moore successfully argues that new technologies first attract customers who love technology, and will try anything. If you succeed with that group, you will next attract visionary customers who will want to use the technology to steal a march on their competitors. After that comes the chasm, getting into broad acceptance. Many technologies never make it. The method to cross is described in Inside the Tornade as the bowling alley. You pick a few key segments that may reflect the needs of other segments. By providing custom solutions for these segments, you create a ricochet effect into striking good solutions for other niches. The analogy is to the way that after the bowling ball first hits the one and three pins (for right handers) and then continues on to take out the five pin, those three pins hit the pins behind them, which in turn go backward to take out the pins in the final row, until you have a strike.
The tornado is the period of mass market acceptance. This is when there is a lot of demand as everyone who decides about infrastructure adopts the new standard simultaneously. You have to standardize, get your costs down, and ship at low prices. Your strategy is just the opposite of the bowling alley period.
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10 of 10 people found the following review helpful By J. G. Heiser on February 21, 2000
Format: Paperback
Moore applies the technology acquisition curve and product life cycle management to the high-tech market, which is characterized by discontinuous innovations (changing paradigms) and market upheavals. He uses actual case studies of high-tech successes and failures to illustrate his model. Effectively utilizing some of the most profound writers in marketing, he weaves in important concepts from Levitt, Davidow, and Treacy & Wiersema.
If you are in high-tech, this is an essential book to read. You might not be in a tornado, but you won't know if you don't read the book. It explains a lot that you won't learn in business school.
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11 of 13 people found the following review helpful By Jill Clardy TOP 1000 REVIEWER on November 12, 2000
Format: Paperback
I found Moore's descriptions of the phases of the Technology Adoption Life Cycle (TALC) very useful:
o Early Market: time of great excitement when customers are technology enthusiasts
o Chasm: early-market interest wanes
o Bowling Alley: Niche-based adoption in advance of general marketplace
o Tornado: mass-market adoption
o Main Street: aftermarket development
o End of Life: leaders are supplanted by new paradigms/technology
The individual chapters on The Bowling Alley, Inside the Tornado, and On Main Street were full of company examples and useful advice and warnings.
The last chapter on Organization Leadership which described the types of recruiting and management talent appropriate for each stage of the TALC contains very valuable advice.
However, I found the gorilla, monkey and chimp metaphors silly and tedious (I had trouble remembering which animal symbolized what). Surely Moore could have found a more descriptive way of indicating the strengths and strategies of the competitors during each of the phases of the TALC.
Primates aside, I will keep this book and add it to my library of professional marketing reference sources. It's worth picking up from time to time to re-read specific sections to refresh your memory. When you're in the "tornado" you won't have time for this kind of reading, so read it now!
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