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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers Paperback – August 1, 2006
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Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.
- Print length227 pages
- LanguageEnglish
- PublisherHarperBusiness
- Publication dateAugust 1, 2006
- Dimensions5.24 x 0.63 x 7.99 inches
- ISBN-100060517123
- ISBN-13978-0060517120
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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.
Product details
- Publisher : HarperBusiness; Revised edition (August 1, 2006)
- Language : English
- Paperback : 227 pages
- ISBN-10 : 0060517123
- ISBN-13 : 978-0060517120
- Item Weight : 7.2 ounces
- Dimensions : 5.24 x 0.63 x 7.99 inches
- Best Sellers Rank: #243,759 in Books (See Top 100 in Books)
- #202 in Advertising (Books)
- #202 in Starting a Business (Books)
- #1,697 in Business Management (Books)
- Customer Reviews:
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About the author

Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Wildcat Venture Partners portfolios and established high-tech enterprises, most recently including Salesforce, Microsoft, Autodesk, F5Networks, Gainsight, Google, and Splunk.
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 latest business-related work, Zone to Win, addresses the challenge large enterprises face when embracing disruptive innovations, even when it is in their best interests to do so. It’s time to stop explaining why they don’t and start explaining how they can. This has been the basis of much of his recent consulting.
In a significant departure from Moore’s lifetime of business-related consulting, Moore uses his expertise at creating frameworks and applies it to the meaning of life itself and the big question, “What is going on?”. His latest book, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality, offers readers a complete look at how the universe has evolved and our ethical place within it. As Moore says in the book, “Our core sense of good and bad does not come from above. It is neither transcendent nor divine. Rather, it is inherent in our mammalian upbringing.”
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.
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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 Template
1. 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.
The second point, which is really just as important, is that the way to "cross the chasm" is by targeting a single industry or group of users, a so-called "vertical market". The only way customers who are beyond the early adopter phase are going to buy into a new product is if it is easy to adopt or if it truly fills a perceived desperate need. That is, it looks less "disruptive". Usually this means a lot of custom integration with industry-specific infrastructure. It's easier to build something well integrated with existing, for say, just the airline industry and their SABRE database backend, than it is to try to target the entire Fortune 500, each sector of which has adopted different sorts of databases. It worked just the way Moore described for my company, where Moore's book was required reading.
You can get much more insight about sales and marekting (as well as finance and logistics) about disruptive technologies from Clayton Christensen's excellent "The Innovator's Dilemma". You can learn more about marketing segmentation and network effects from Shapiro and Varian's "Information Rules". I might be biased as both a techie and a recovering academic, but I liked the more heavily researched, serious case-study orientation as well as the precise, restrained, academic tone of these two books from business professors. On the other hand, Moore's book gives you an excellent feel for the seat of the pants consulting and hype side of the business world, which itself is a useful education.
Moore's book is breezy and highly readable. This is great can't-sleep-on-the-airplane material. And two good ideas are more than you get out of most pop business books.
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is a useful read for tech marketers. It's amazing how the concepts are timeless. I am not sure if the paperback edition is more updated (2014 one). This particular edition is where internet was in its early days.
Geoffrey Moore, ancien consultant au sein du McKenna Group, constate qu'une entreprise lançant un produit innovant ou disruptif traverse un parcours quasi banalisé :
- Cela commence par un certain succès, les ventes commencent à décoller, l'euphorie se poursuit lorsqu'elle signe quelques contrats avec quelques gros clients.
- Arrive l'heure des investissements pour une croissance forte' Mais alors que le décollage semble inéluctable, la progression des ventes stagne puis chute radicalement, entraînant souvent la mort prématurée de l'entreprise ou sa restructuration forcée.
Ce scénario catastrophe n'est pas l'apanage exclusif des startups, nombre de sociétés « établies » qui étaient en transition de phase l'ont connu avec des conséquences plus ou moins graves !
Ce constat va permettre à Geoffrey Moore de déduire le cycle d'adoption des innovations en 5 étapes :
1) Les « Innovators » (précurseurs ou techno-enthousiastes)
2) Les « Early Adopters » (adopteurs précoces ou stratégiques)
3) La « Early Majority » (majorité avancée)
4) La « Late Majority » (majorité tardive)
5) Les « Laggards » (retardataires)
Lorsque l'on analyse plus précisément le cycle d'adoption des innovations, on s'aperçoit qu'entre le segment des « Innovators / Early Adopters » et celui de la « Early/Late Majority » il n'y a pas une continuité, mais un véritable gouffre (le « chasm ») excessivement compliqué à franchir sans une stratégie ad hoc.
En effet le mode d'achat de la « Early/Late Majority » repose quasi exclusivement sur le principe des références à d'autres acheteurs, et pas n'importe lesquelles ! Ce segment ignore les populations « Innovators » et « Early Adopters » qu'il considère comme des inconscients prenant des risques inconsidérés à choisir une technologie produite par une société n'ayant pas de références établies. Leur credo : n'acheter qu'aux leaders du marché pour diminuer les risques (risques souvent évalués sur le fait qu'en cas de pépin, l'acheteur pourrait perdre son job). C'est ici que Geoffrey Moore intervient en énonçant une stratégie très simple : mieux vaut être gros sur un marché minuscule que petit sur un gros marché !
Pour cela, il nous propose de réinventer notre stratégie en réduisant à l'extrême prétentions et marché (opération beaucoup plus compliquée qu'il n'y paraît') et de se limiter au départ à l'exploration d'un micromarché dans lequel le produit ou le service obtiendra une valeur ajoutée très significative, voire unique.
L'entreprise aura ainsi plus de facilité à cibler ses premiers clients caractérisés par des besoins précis et identiques. Ce recentrage permet de se servir efficacement de ses premières ventes comme des références solides auprès des autres clients de ce groupe. Très rapidement il faudra, parmi ses premières ventes, identifier le (ou les) client(s) phare, celui qui vous apportera l'image de leader tant convoité.
Fort des premiers succès, il est impératif de conserver le focus et d'explorer complètement ce micromarché pour devenir incontournable et toucher la « Early/Late Majority » propre à ce segment. Dès que ces segments de population sont atteints, ne pas s'attarder sur celui des « Laggards » (retardataires) mais ouvrir son marché en choisissant un autre micromarché et continuer ainsi jusqu'à ce qu'une taille critique globale permette de s'établir sur un marché plus vaste.
G. Moore nous décrit un cycle dont les phases sont définies par le type d'acheteur ayant chacun des exigences propres : au début les innovateurs (intérêt pour le technologie), puis les acquéreurs précoces (qui cherchent à être en avance pour battre leurs concurrents), suivis par la majorité précoce (qui veut un produit bien au point et meilleur que le précédent) suivis par la majorité tardive (qui ne veut pas de difficultés de mise en œuvre) et enfin les retardataires (qui finissent par adopter le nouveau produit lorsqu'ils ne peuvent plus faire autrement).
La conséquence stratégique est que la compagnie offrant le produit doit franchir quatre ruptures dont la plus difficile est le passage des acquéreurs précoces à la majorité précoce que Moore appelle le "Chasm" (la crevasse) dans laquelle beaucoup d'entreprises innovantes tombent. Il explique quels changements doit faire l'entreprise pour réussir réussir ces franchissements.







