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Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers [Anglais] [Broché]

Geoffrey A. Moore

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28 janvier 2014

The bible for bringing cutting-edge products to larger markets—now revised and updated with new insights into the realities of high-tech marketing

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.

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Biographie de l'auteur

Geoffrey A. Moore is the author of Escape Velocity, Inside the Tornado, and Living on the Fault Line.

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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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4 internautes sur 5 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 How and why each stakeholder in the given enterprise "must come to a common accord if the chasm can be safely negotiated" 17 février 2014
Par Robert Morris - Publié sur
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. In turn, this model becomes the foundation for a high-tech marketing model which says the way to develop a market is to work the curve from left to right, progressively winning each group of users, using each "captured" group as a reference for the next. Moore demonstrates that in fact, there are cracks in the curve, between each phase of the cycle, representing a disassociation between any two groups; that is, "the difficulty any group will have in accepting a new product if it is presented the same way as it was to the group to its immediate left." The largest crack, so large it can be considered a chasm, is between the Early Adopters and the Early Majority. Many (most) high tech ventures fail trying to make it across this chasm.

The core insights in the two previous editions remain but Moore updates the companies that serve as exemplars, for better or worse. The successful chasm negotiators include Aruba, Documentum, Infusion, Lithium, Mozilla,, VMware, and Word Day. They are juxtaposed with companies that include Better Place, Motorola Iridium, Segway, Solyndra, and Webvan. One of the most valuable lessons to be learned from these companies is expressed in the form of an analogy: "Trying to cross the chasm without taking a niche market approach is like trying to light a fire without kindling."

These are among the dozens of business subjects and issues of special interest and value to me, also listed to indicate the scope of Moore's coverage.

o The Technology Adoption Life Cycle (Pages 11-17)
o Discovering the Chasm (25-26)
o First Principles (34-37)
o The Dynamics of Early Markets (48-53)
o The Dynamics of Mainstream Markets (63-67)
o The Perils of the Chasm, and, Fighting Your Way into the Mainstream (75-80)
o Successful Chasm Crossings (89-91)
o The Simplified Whole Product Model (137-150)
o Partners and Allies (150-152)
o The Competitive Positioning Compass (167-171)
o The Positioning Process, and, Passing the Elevator Test (183-188)
o Customer-Oriented Distribution (198-206)
o Financial Decisions: Breaking the Hockey Stick (216-220)
o Organizational Decisions (225-228)
o The Whole Product Manager (231-234)

Thoughtfully, Moore provides a "recap" section at the conclusion of Chapters 4-7. he also adds two appendices to the third edition. In my opinion, all by themselves, they are worth far more than the cost of the book. In Appendix 1, he provides an overview of the process by which markets develop end-to-end, from the Early Market across the Chasm through the Bowling Alley into the Tornado and on to Main Street. "The challenge is to get your company aligned on the right approach by reaching consensus about current market state."

In Appendix 2, "The Four Gears for Digital Consumer Adoption," he explains why online adoption is best characterized in terns of these activities: acquisition of traffic, engagement if users, monetizing their engagement, and enlisting "the faithful." He adds, and I agree, "Tipping points are as key to consumer adoption as they are to B2B. Prior to reaching one, all efforts to scale require pumping in additional fuel -- if you cut off the fuel supply, the system will revert to its original state. But after you pass the tipping point, the system restabilizes around a new status quo, and actually pulls you forward to get you to your new 'right' position. You can still screw this up (just ask the investors at Myspace and Groupon), but it takes some real effort to do so."

Congratulations to Moore on his trilogy of business classics (i.e. Crossing the Chasm, Inside the Tornado, and Living on the Fault Line). Albert Einstein once explained that he always asked the same questions on his final examinations at Princeton because "every year the answers are different," Geoffrey Moore continues to revise and update his thinking and his work because, although chasms, tornados, and fault lines remain, the strategies and tactics needed to negotiate them must be continuously evaluated and, when necessary, modified or replaced.
2 internautes sur 3 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Excellent overview for any company wanting to grow 1 mars 2014
Par Stu Sjouwerman - Publié sur
Format:Format Kindle|Achat authentifié par Amazon
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.
5.0 étoiles sur 5 Required reading for business owners and entrepreneurs alike 15 avril 2014
Par Jeff 'SKI' Kinsey - Publié sur
Format:Format Kindle|Achat authentifié par Amazon
I own all three editions. Having cut my teeth in technologies in the 1980s, I prefer the 1st edition. However, the updates do help the current class of would be leaders understand the concepts. I find myself quoting from the book several times a month.
0 internautes sur 1 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 Bridgework 29 mars 2014
Par Nick McCormick - Publié sur
The Technology Adoption Life Cycle Model has been the marketing model of choice for the high tech industry for quite some time. It’s the familiar bell shaped curve with beginner and early adopter phases to the left, followed by the early majority and late majority within 1 standard deviation of the mean, and finishing up with the laggard phase.

Unlike the recently reviewed book, Big Bang Disruption, which rejects this model, Author, Geoffrey Moore supports it, but with alterations. He indicates that there are chasms between each of the phases mentioned above with the largest and deepest being between the early adopter and early majority phases. It’s the period right before the product takes off and becomes mainstream.

The book explains how to recognize the onset of the chasm as well as how to cross it. The key to success is to replicate the D-Day approach – 1) Target a very specific market where you can dominate from the beginning. 2) Drive your competitors out of the niche 3) Use your solid base for broadening operations. The author explains the steps with a fair amount of detail to include helping define a product’s target market by creating an elevator statement. Step-by-step instructions are provided.

Crossing the Chasm is an interesting read. In its third edition, some will argue the continued relevance of the model. Regardless, the concepts appear sound and can help a company negotiate the perils of marketing and selling products throughout their life cycle.

--Nick McCormick, Author, "Lead Well and Prosper"
0 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A great update on a great classic 28 mars 2014
Par David A. Smith - Publié sur
Format:Format Kindle|Achat authentifié par Amazon
This book is a must for anyone in high tech ventures. The rules haven't changed - the results just happen faster. Updates to include newer companies demonstrates the importance of Moore's insights.
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