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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (Collins Business Essentials)

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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 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.


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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 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.

30 review for Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (Collins Business Essentials)

  1. 5 out of 5

    Jeff Kinsey

    In 2003 I reached a simple conclusion: I knew nothing about Marketing. Having created a Marketing company during college (after owning several businesses and spending more than a year selling advertising for a newspaper) with paying customers and everything! So, I immersed myself in learning everything possible about Marketing in the context of small privately held firms. After seven years, I can honestly say that I now know nothing about Marketing... except that I know more than 99% of the peopl In 2003 I reached a simple conclusion: I knew nothing about Marketing. Having created a Marketing company during college (after owning several businesses and spending more than a year selling advertising for a newspaper) with paying customers and everything! So, I immersed myself in learning everything possible about Marketing in the context of small privately held firms. After seven years, I can honestly say that I now know nothing about Marketing... except that I know more than 99% of the people who claim they do. This book changed my life, and the lives of my clients. I bought it in April 1999 and skimmed it. But it was not until April 2009 that I dug in to learn its secrets. I was simply amazed. If Marketing touches any part of your business (or personal) life, you must buy, read, and re-read this book. Until you understand the power of referenceability, may I be so bold as to suggest that you are clueless about Marketing?

  2. 4 out of 5

    Charles Ames

    A little knowledge can be a dangerous thing. This book lays out the mechanics of formulating and evolving a marketing strategy by exploring an extreme boundary case: introducing a fundamentally new product to the marketplace. The principles are relevant to all businesses everywhere. However, it would be wrong to view this book as a simple roadmap, because it is very hard to know where on the map you're starting. Do you really have something that will be regarded as a "disruptively innovative pro A little knowledge can be a dangerous thing. This book lays out the mechanics of formulating and evolving a marketing strategy by exploring an extreme boundary case: introducing a fundamentally new product to the marketplace. The principles are relevant to all businesses everywhere. However, it would be wrong to view this book as a simple roadmap, because it is very hard to know where on the map you're starting. Do you really have something that will be regarded as a "disruptively innovative product", or is it really just an incremental advance, subject to the rules of one of Moore's later books, such as the Gorilla Game? The most basic point of this book is that the tactics that serve you well at one stage will sink you in the next, so you better orient yourself properly before shouting and writing big checks. That warning aside, this book belongs on the shelf next to other hallowed volumed of condensed wisdom like The Art of War, The Prince, and How to Shit in the Woods -- All illuminating, and all easily misused.

  3. 5 out of 5

    Milhouse Van Houten

    good one.. must read!! Read and enjoy:)

  4. 4 out of 5

    Will Chou

    Lots and lots of opinions, directions, and instructions with very few reasons and evidence (let alone science) to back it up. The stories and anecdotes that are mentioned to back up points are cherry picked. Research on the credibility, track record, and net worth of the author only made my skepticism increase. I cant say his directions are wrong. But I wasn't convinced they were right. I'm sure many other people have failed to even consider these components before rushing to implement on his ad Lots and lots of opinions, directions, and instructions with very few reasons and evidence (let alone science) to back it up. The stories and anecdotes that are mentioned to back up points are cherry picked. Research on the credibility, track record, and net worth of the author only made my skepticism increase. I cant say his directions are wrong. But I wasn't convinced they were right. I'm sure many other people have failed to even consider these components before rushing to implement on his advice (considering how famous the book is), which I think is a dangerous error.

  5. 4 out of 5

    Adrian

    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. These are among the dozens of passages of greatest interest and value to me: Page 8 Most important lesson of crossing the chasm Page 25 discovering the chasm Page 39 last paragraph, what technology enthusiast want Page 49 last 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. These are among the dozens of passages of greatest interest and value to me: Page 8 Most important lesson of crossing the chasm Page 25 discovering the chasm Page 39 last paragraph, what technology enthusiast want Page 49 last paragraph targeting a small pond / market Page 50 bowling pin analogy Page 54 pragmatics or early majority Page 78 fighting your way into the mainstream and the D-day strategy Page 85 big fish, small pond Page 88 Apple's Mac niche strategy Page 105 target the point of attack Page 110 target customer characterization Page 113 sample scenario Page 120 scoring scenarios / customer target's Page 124 second last paragraph on focus on product not competition Page 126 target market selection process checklist Page 160 whole product strategy Page 184 what is your claim Page 186 example claims do exercise Page 201 avoid human contact businesses Page 222 adopt a make money from day 1 mindset

  6. 4 out of 5

    Michael Karpov

    инновациями, прерывающими привычный порядок вещей, илипрерывающими инновациями. Противоположный термин — инновации, не прерывающие привычный порядок вещей, илинепрерывающие инновации — относится к обычной модернизации продуктов, не требующей изменений [image error] Первый разрыв — между новаторами и ранними последователями. Этот разрыв возникает, когда продукт новейшей технологии не может быть сразу же использован как нечто не только принципиально новое, но и существенно полезное, расширяющее наш инновациями, прерывающими привычный порядок вещей, илипрерывающими инновациями. Противоположный термин — инновации, не прерывающие привычный порядок вещей, илинепрерывающие инновации — относится к обычной модернизации продуктов, не требующей изменений [image error] Первый разрыв — между новаторами и ранними последователями. Этот разрыв возникает, когда продукт новейшей технологии не может быть сразу же использован как нечто не только принципиально новое, но и существенно полезное, расширяющее наши возможности. На примере эсперанто. Энтузиаст обожает этот язык за архитектуру, но больше никто не может даже понять, где его использовать. маркетинг: это действия, направленные на создание, расширение, удержание и защиту рынков. Если два человека приобретают один и тот же товар по одной и той же причине, но при этом не имеют никакой возможности посмотреть друг на друга, они не являются членами одного и того же рынка Суть в том, что, в отличие от технологических энтузиастов, провидец извлекает пользу не из технологии самой по себе, а из прорыва, которого она позволяет добиться. В основе реформирования лежит принцип: победа в маркетинге чаще всего означает, что вы — самая большая рыба в пруду. Но если мы очень малы, тогда нужно искать маленький пруд. Ранние последователи обычно приходят с заказом к вам сами, как правило они основываются на мнении первых гиков. Захват плацдарма и попадание в первую цель запускает динамику последовательного принятия технологии, что открывает перед ней новые рыночные возможности, отчасти за счет продвижения решения от одной ниши к другой, отчасти за счет передачи информации из уст в уста клиентами смежных ниш. Один — поражение первой цели, захват плацдарма, преодоление пропасти. Второй момент — планирование выхода на смежные сегменты рынка, где ваше первоначальное нишевое предложение может найти применение. Теория пропасти гласит: «Действуйте локально,затем глобально». условиях недостатка или вообще отсутствия необходимой информации. Но спешу предупредить: преодолеть пропасть на потребительском рынке чрезвычайно сложно. Почти все случаи удачного преодоления пропасти, происходили в корпоративной среде, где экономические и технические ресурсы позволяют решить проблемы, связанные с обслуживанием незрелого продукта Сценарий: заголовок, пользователь, технический покупатель, экономический покупатель. День из жизни (до): Место действия или ситуация, Желательный результат, Неудавшаяся попытка, Мешающие факторы, Экономические последствия. День из жизни (после): Новый подход, Позитивные факторы, Экономические плюсы набросок плана стратегии развития рынка: Каждый пункт включает в себя факторы, важные для преодоления пропасти: • целевой покупатель; • решающий фактор покупки; • готовое решение; • партнеры и союзники; • дистрибуция; • ценообразование; • конкуренция; • позиционирование; • следующий целевой клиент. Обработка сценариев заключается в оценке каждого сценария по этим факторам. Процесс проходит в два этапа. На первом этапе все сценарии оцениваются по четырем главным факторам рыночной привлекательности Имейте в виду, что лучшими сценариями будут те, что подразумевают законченное решение. Главное - за год стать стандартом де факто на выбранном рынке. Для этого нужно в течении первого года получить не менее половины заказов на выбранном рынке. Поэтому не нужно сразу стремиться выйти на самый богатый сегмент. 1. Составьте библиотеку сценариев 2. Назначьте подкомитет для выбора целевого рынка. Сократите число его членов до минимума. 3. Пронумеруйте и распечатайте сценарии, каждый на отдельной странице 4. Каждый член подкомитета должен самостоятельно оценить все сценарии по убивающим идею факторам Необходимо отсеять все лишние варианты, должен остаться минимум Единственное важнейшее различие между ранним и основным рынком заключается в том, что на первом согласны взяться за превращение товара в целостный продукт (в обмен на опережение конкурентов), а на последнем — нет. Неспособность понять этот факт стала причиной неудач многих хайтек-предприятий. Тактические альянсы преследуют одну-единственную цель: ускорить формирование инфраструктуры целостного продукта в пределах конкретного сегмента рынка. хорошая программа тактических альянсов для ускорения развития инфраструктуры этого продукта См "Резюме: советы по управлению целостным продуктом" гораздо чаще это происходит потому, что мы неверно истолковываем реальные запросы наших целевых клиентов или нам не хватает духу взять на себя ответственность и сделать все, чтобы они поняли свои запросы В общем, прагматики не хотят покупать, пока не могут сравнить. Ключ к успеху — концентрация на интересах и ценностях прагматиков, а не провидцев. В хайтек-маркетинге есть четыре критерия ценности продукта: технология, продукт, рынок и компания. См Рис. 6.1. Компас конкурентного позиционирования Для доверия обязательна конкуренция/альтернатива. Она 2 типов: рыночная и. продуктовая Потенциальные клиенты не могут купить то, чего не могут назвать (энтузиастам) Клиенты не будут покупать, пока не узнают, кто и с какой целью будет пользоваться продуктом. (провидцам) Клиенты не могут знать, чего ожидать от продукта и сколько за него платить, пока не смогут сравнить его с другими продуктами (прагматику) Клиенты не будут чувствовать себя уверенно при покупке продукта, пока не убедятся, что он поставляется незыблемой компанией, которая останется на рынке и будет продолжать инвестировать в данную продуктовую категорию (консерватору) Для ____ (целевые покупатели только сегмента-плацдарма) • Кем недовольны ____ (нынешняя рыночная альтернатива) • Наш продукт является ____ (новая категория продуктов) • Он обеспечивает ____ (ключевое качество, решающее существующую проблему) • В отличие от ____(продуктовая альтернатива) • Мы собрали воедино ____ (ключевые качества целостного продукта, предназначенного для вашего конкретного применения). После преодоления пропасти пионеры должны стать колонистами. Однако, чтобы действительно оставить пропасть позади, нужно прекратить работы на заказ и сконцентрировать все усилия на выведении на рынок целостного продукта, добиться того, чтобы продукт удовлетворял стандартам, соблюдения которых требует рынок. в период преодоления пропасти две новые роли. Первую из них можно назвать менеджер по целевому рыночному сегменту, а вторую —менеджер по целостному продукту Исследование и разработка целостных продуктов — новая область знаний.

  7. 4 out of 5

    Maurício Linhares

    So, product development! I wasn't really sure if this was going to be for me (and the latest edition is form 1998, so, it might have been a bit dated) but this was actually a great surprise. The idea of the chasms when marketing products, specially in tech, really resonates with what happens in the market and we can compile a huge list of companies and products that have died somewhere along the way while trying to cross one of the chasms to become a mainstream product. The book defines markets as So, product development! I wasn't really sure if this was going to be for me (and the latest edition is form 1998, so, it might have been a bit dated) but this was actually a great surprise. The idea of the chasms when marketing products, specially in tech, really resonates with what happens in the market and we can compile a huge list of companies and products that have died somewhere along the way while trying to cross one of the chasms to become a mainstream product. The book defines markets as groups that can refer to themselves, since you can't really hope a doctor will refer and have many friends in architecture, so the main goal is to be able to create a presence in a market where people can refer and talk about your product among themselves as you can't possibly pay for marketing for every single person there. The charms are defined as innovators, the first market, where you excite the people most interested in whatever new thing you have (think about the first geeks buying smart home appliances). These people are mostly interested in the novelty of your stuff and will try to direct the product, they're extremely helpful in trying to come up with an actual product at the end but focusing too much on them will pull you in many different directions, so while it's important to have them on your side, you can't just follow them blindly otherwise you won't be getting anywhere. Then you have the early adopters. These are the people influenced by the innovators you have, they're also interested in the improvement but they will be less engaging than the innovators. These people are less prone to bugs, errors or support requirements but they're the start of your upward race collecting more customers and building a better product that could possibly find it's way to the mainstream market. Then we have the great chasm to reach the skeptics mainstream customers, this is where stuff gets really hard and you'll really need to up your game as the people here are pragmatists and conservatives. They don't want to invest money in something new just because it's shiny, they need a good reason and a working product, some prototype that requires a lot of handholding from an unknown company won't do it here, you must have already sorted out most of the kinks in your product and you need to be ready to own the market. To do this the book offers segmentation, preparing a D Day operation to attack a very specific market that you can corner and own, since being the top brass in such market makes these pragmatists and conservatives much more likely to buy from you. This requires focus and forfeiting embrace everything solutions (that wouldn't work, anyway) and will give you much better results. The book then goes about pricing (and it's a great discussion, like how much money you need to be making to have an actual sales force and product price point), partnerships and other stuff involved. All in all it offers a great perspective and techniques to break into markets, develop products and growing. It's small, direct and focused, definitely recommended.

  8. 5 out of 5

    Nathanael

    I began this book exploring a product to launch and finished it working in the business services industry. This juxtaposition helped me make sense of Moore's analysis and see its limitations. For high-tech, or most new products, Moore is spot on. There is an adoption curve and the key challenge for success in these kinds of ventures is moving from early adopters to the mainstream. His strategy (summed as 'focus') is the way to conquer this challenge. For services, I'm not as sure. My business is d I began this book exploring a product to launch and finished it working in the business services industry. This juxtaposition helped me make sense of Moore's analysis and see its limitations. For high-tech, or most new products, Moore is spot on. There is an adoption curve and the key challenge for success in these kinds of ventures is moving from early adopters to the mainstream. His strategy (summed as 'focus') is the way to conquer this challenge. For services, I'm not as sure. My business is defined as singular events: consultation meetings, coaching sessions, and drafting language for others to deliver. While his advice (narrow focus leads to strong results) does not yet resonate with me. I'm still at the stage of figuring out what I do best and what customers need most. Frankly, most small service businesses (singular self-employed ventures) stay in this stage. Here we tinker, bring others in to solve tough problems. We never reach a 'mainstream.' And we shouldn't: when you can mass-produce professional services, you lose the real value created. All that said, Moore was an entertaining and refreshing read: high-tech (and new product) folks must take him in.

  9. 5 out of 5

    Neelesh Marik

    This is certainly one of the most insightful business books i have ever read. It is of biblical importance to anyone in the technology business, especially operating in a B2B scenario. Apart from a cogent theoretical framework, it provides high practical, and actionable advice on how to move from one segment to the next in a technology adoption life cycle. It has certainly shown me the wrong assumptions we have made in our own business, and why. The book helps consultants create a concrete service This is certainly one of the most insightful business books i have ever read. It is of biblical importance to anyone in the technology business, especially operating in a B2B scenario. Apart from a cogent theoretical framework, it provides high practical, and actionable advice on how to move from one segment to the next in a technology adoption life cycle. It has certainly shown me the wrong assumptions we have made in our own business, and why. The book helps consultants create a concrete service offering to start-up clients who need advice on their go-to-market and organizational strategy. Full five stars on this book. I look forward to meeting Geoffrey Moore sometime to pay him my compliments for this great piece of work

  10. 4 out of 5

    Dmytro Shteflyuk

    I have never stopped to think about how a company gets from an early product into the mainstream, even tho I have been working in tech for ages. Have experienced the chasm so many times, but this is the first time I hear the word itself and had no clue that this is a normal growth process, and there is a logical explanation for what is happening. There are too many eye-opening ideas, including (but not limited to) product lifetime stages, target audiences segmentation, tips on how to cross the c I have never stopped to think about how a company gets from an early product into the mainstream, even tho I have been working in tech for ages. Have experienced the chasm so many times, but this is the first time I hear the word itself and had no clue that this is a normal growth process, and there is a logical explanation for what is happening. There are too many eye-opening ideas, including (but not limited to) product lifetime stages, target audiences segmentation, tips on how to cross the chasm, and to my surprise – dealing with early startup employees vs product ownership. I don't think the world will ever be the same again. Work in a startup? Read it. Building a startup? Well, you should have already read it.

  11. 5 out of 5

    Cameron

    Every MBA that I know has since told me that this is a classic, and I can see why. I never knew where the concept of early adopters and the technology adoption life cycle came from. The book is well written, has a compelling concept -- the "chasm" that must be crossed from visionaries and innovators to mainstream use in tech companies and that this crossing requires completely different techniques and types of people -- and is SHORT. I love short business books. Thanks to Will, my sculptor/altern Every MBA that I know has since told me that this is a classic, and I can see why. I never knew where the concept of early adopters and the technology adoption life cycle came from. The book is well written, has a compelling concept -- the "chasm" that must be crossed from visionaries and innovators to mainstream use in tech companies and that this crossing requires completely different techniques and types of people -- and is SHORT. I love short business books. Thanks to Will, my sculptor/alternative energy consulting/visionary friend for recommending this. It has all sorts of interesting implications, well outside of just the tech world for areas as diverse as community building and a career as an artist.

  12. 4 out of 5

    Boris

    It's a classic... and the point it makes is solid (more or less, that the skills needed to make an innovative product for early adopters are very different from those to make a mass market whole product). That said it's very dated, and most of the advice pertains to large products. The paradigm it establishes has no room for crowdfunding, or for companies like 37signals that don't hardsell anyone. It's a very sales-driven viewpoint on things for a corporate world that's very focused on the bottom It's a classic... and the point it makes is solid (more or less, that the skills needed to make an innovative product for early adopters are very different from those to make a mass market whole product). That said it's very dated, and most of the advice pertains to large products. The paradigm it establishes has no room for crowdfunding, or for companies like 37signals that don't hardsell anyone. It's a very sales-driven viewpoint on things for a corporate world that's very focused on the bottom line. I'm sure much of it still applies, but it talks about the parts of the world that I strive not to interact with all that much.

  13. 5 out of 5

    Viral Shah

    I think this a great fundamentals book for any technologist or product manager (not mutually exclusive) to read. There are some really evergreen pointers on developing markets, product positioning and more. It's clear that a lot of product strategy books drew inspiration from Crossing the Chasm. One drawback is that there are some outdated references and examples, but most are still relevant.

  14. 5 out of 5

    Jacob Wighton

    I picked this up thinking it was a mountaineering book, based on the title. Turns out it’s actually about marketing high-tech products in a B2B context. I thought this was really well written. I’ve had it recommended by a number of lecturers and I can see why. The main idea is that breaking into mainstream markets is best achieved by first narrowing the firm’s focus to a specific segment where the product can be established as the clear leader. Although the subject matter gets a little dry, Moore’ I picked this up thinking it was a mountaineering book, based on the title. Turns out it’s actually about marketing high-tech products in a B2B context. I thought this was really well written. I’ve had it recommended by a number of lecturers and I can see why. The main idea is that breaking into mainstream markets is best achieved by first narrowing the firm’s focus to a specific segment where the product can be established as the clear leader. Although the subject matter gets a little dry, Moore’s attempts at jokes keep things entertaining. He also writes in a way that shows the broad applicability of his ideas (outside high-tech B2B selling). “As the kids like to say, What’s up with that?”

  15. 5 out of 5

    Hung Nguyen

    Essential reading for any B2B entrepreneur. Moore's principles for "crossing the chasm," - the critical period between marketing to early adopters and more pragmatic buyers - are extremely compelling and practical. I found the examples and case studies relatable and useful, and will revisit again and again. Plus, my old company Visible Measures got a great shoutout in it.

  16. 4 out of 5

    Paweł Górski

    One of the best marketing books I’ve read. If I have to pick a single thing I’ve learnt, that’s probably about the importance of finding and winning a single market segment and focus all resources on that goal in order to pave the way to the mainstream market.

  17. 5 out of 5

    Alexander Kelley

    I wish I had read this one earlier.

  18. 4 out of 5

    John Balla

    Sound advice Let's just say I took copious notes. I'm also writing an abstract to share with my team. Should be required reading for any tech startup.

  19. 5 out of 5

    Beam Pattadon

    [Summary] Successfully getting lead users is different from successfully entering mainstream market. Traditional technological product adoption cycle has a huge flaw on its premise. It assumes that the adoption of the product will automatically diffuse from early users (technologist and visionary users) to followers (early majority, late majority, and laggard). In fact, we should concern about the different set of paradigm in which we use to attract and communicate with both group. Early users w [Summary] Successfully getting lead users is different from successfully entering mainstream market. Traditional technological product adoption cycle has a huge flaw on its premise. It assumes that the adoption of the product will automatically diffuse from early users (technologist and visionary users) to followers (early majority, late majority, and laggard). In fact, we should concern about the different set of paradigm in which we use to attract and communicate with both group. Early users will put their focus on technological breakthrough, aiming to achieve superior competitive advantage while taking higher risk. following users, except laggard, will focus more on stability of product innovation to ensure that they will not burn their money for the waste. A large chasm, the major obstacle to achieve mainstream market, occurs between visionary users and early majority. To deal with this, we need to 1) focus our product on niche target market (Remember : being large fish in the small pond is much better than being small fish in the large pond 2) position our product to be a part of existing market, but differentiate it from existing products 3) align core product within supportive value ecosystem (managing it as whole product) 4) set a reasonable price (using value-based or distribution-based pricing) and carefully manage the product through a set of well-selected distribution channels (ranging from salespersons to retail stores).

  20. 5 out of 5

    Ash Moran

    This completely changed my understanding about marketing. The principle is that the buying needs of technical visionaries and the early mainstream markets are different. The former are prepared to take risks with innovative technology in the search for breakthrough improvements; the latter expect an established, whole product proven in use by people they can reference. The "chasm" is the Catch-22 situation of needing an existing mainstream customer base before mainstream customers will buy one. Th This completely changed my understanding about marketing. The principle is that the buying needs of technical visionaries and the early mainstream markets are different. The former are prepared to take risks with innovative technology in the search for breakthrough improvements; the latter expect an established, whole product proven in use by people they can reference. The "chasm" is the Catch-22 situation of needing an existing mainstream customer base before mainstream customers will buy one. The bulk of the book explains why and how to carry out the steps to cross the chasm. I'm in the process of applying this myself now, so I can't comment on it's efficacy. But, it's a very clear and practical description. The book ends with an interesting section on the people involved in making technological products. The motivation needs of the people that create high-tech vs mainstream products are as different from each other as the buyers of those products. In short, startup entrepreneurs are not necessarily the best people to see the potential of their products through to maturity. Everyone involved in the different phases of the technology product lifecycle needs to understand the nature of the phase they are in and be rewarded appropriately.

  21. 5 out of 5

    Dan W

    An oldie but a goodie. This manual in the pains of starting a new business. My favorite passage, which I believe is the intro, is where the author describes his glee to be on the other side of start-up life with real money in the bank, and how knowing what he knows now he would never want to do it again. But, from the safety of his new home he's willing to share some actual lessons from his start up life in the fitful infancy of the internet industry. That said, there are interspersed with bits o An oldie but a goodie. This manual in the pains of starting a new business. My favorite passage, which I believe is the intro, is where the author describes his glee to be on the other side of start-up life with real money in the bank, and how knowing what he knows now he would never want to do it again. But, from the safety of his new home he's willing to share some actual lessons from his start up life in the fitful infancy of the internet industry. That said, there are interspersed with bits of fluff and fill some toothsome applicable facts in this book. While this book is aimed at internet start ups, the actual market segmenting and life cycles of nearly all early business will fit into this model and should have value to you. Without giving too much away your business is unlike an airplane. There is no smooth take off in a new business. You will grow in fits and starts like everybody else. This book may offer you some useful advice on how to survive and perhaps thrive if you, too, can manage to cross the chasm.

  22. 4 out of 5

    Yash Savani

    Less than 20 years ago, shorter than many of your lifetimes, nobody had heard of Google or Facebook. Few dreamed of where Apple, Microsoft or Amazon would be today. Today, these are some of the biggest names of the tech industry, in fact, they are some of the biggest names in any industry. How have these companies grown with such an expedited rate? How in the span of a teenagers life can Facebook have captured a market of over 1.9 billion people? While Crossing the Chasm is a book dedicated to B Less than 20 years ago, shorter than many of your lifetimes, nobody had heard of Google or Facebook. Few dreamed of where Apple, Microsoft or Amazon would be today. Today, these are some of the biggest names of the tech industry, in fact, they are some of the biggest names in any industry. How have these companies grown with such an expedited rate? How in the span of a teenagers life can Facebook have captured a market of over 1.9 billion people? While Crossing the Chasm is a book dedicated to B2B businesses, many of which are now known to the general public, the tools that Geoffrey Moore teaches in this book can be used by anyone who wants to build a product that will truly impact billions of lives. This is a book for everyone who wants to learn how companies grow and build out the enormous markets we could scarcely have imagined a few score years earlier.

  23. 5 out of 5

    Rakshith Naresh

    The product adoption life cycle in the high tech industry, dealt in all its detail in the book, was an eye - opener for me. Though I knew the cycle of innovators running through the laggards in the adoption cycle, never did I get such a deep understanding of the importance of the cycle, what matters most to each player in the life cycle and how can the chasm be crossed are extremely valuable. Other than the last few chapters on organizational changes required to cross the chasm, I just did not f The product adoption life cycle in the high tech industry, dealt in all its detail in the book, was an eye - opener for me. Though I knew the cycle of innovators running through the laggards in the adoption cycle, never did I get such a deep understanding of the importance of the cycle, what matters most to each player in the life cycle and how can the chasm be crossed are extremely valuable. Other than the last few chapters on organizational changes required to cross the chasm, I just did not feel like dropping the book even for a minute. My next book is Inside the Tornado from Mr.Moore.

  24. 4 out of 5

    Lech Kaniuk

    The book gives understanding and tools how to go beyond early adopters to mainstream customers and the big growth. The perspective in the book is the startup's. But knowing these things helps established enterprises to fight back new entrance. It's one of those must reads for entrepreneurs and investors. Valuable for founders, investors, marketing, sales and finance people. One of those books worth going back to once in a while.

  25. 5 out of 5

    Phat Nguyen

    Excellent book on how to move from an early market to conquer the mainstream market, in which the majority of profit resides. However there are points that can be made clearer or easier to understand for people without a marketing background. Overally, this is a classic book on this topic. Probably the latest edition is updated to provide clearer explanation, as the version that I read is the revised version from the first edition.

  26. 4 out of 5

    Parker

    I liked the way Moore breaks down the hi-tech adoption curve- the step by step process of taking a disruptive technology to market is impressive and useful. I liked the analogy of D-Day to entering the early majority segment, and also the characterization of each segment based on what conditions must be met for them to buy. It's an intricate book though- took me months to get through and it's only a few pages...

  27. 5 out of 5

    Daniel Aguilar

    Very interesting cover for a topic I know so little about... Only downside is that I bought an older edition, and hence some arguments and example look quite dated. Will read the new edition which should be updated with the market rupture of the internet society, but even these older editions are remarkable, providing a very clear model of the high-tech industry.

  28. 5 out of 5

    David MacIver

    Lovely book that very clearly articulates its plan for how to build a successful business in high tech business. I'm not yet at the stage where I can directly apply its advice (I'm massively pre chasm right now), but it's given me a lot to think about and I'm definitely going to reread it in 6 months or so.

  29. 5 out of 5

    Kurt Gielen

    By far one of the most essential marketing books when you are in high tech marketing! If you want to learn why marketing to early adopters is completely (yes, completely) different than to the early majority, than this book is all you need. The chasm exists people and it can be one hell of a trap if you don't know how to cross it.

  30. 4 out of 5

    Lino

    The first part is good. The very idea of a chasm between early adopters and pragmatics feels right at home given my previous experience at several startups. But the longer I read this the more the analogies got tiring and the whole thing felt overly prescriptive. After looking at a dozen charts I couldn't help but evoke the very familiar - but not very helpful - conjoined triangles of success.

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