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Crossing Chasm Paperback – Jun 10 1999

4.3 out of 5 stars 46 customer reviews

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Product Details

  • Paperback: 256 pages
  • Publisher: Harper Paperbacks (June 10 1999)
  • Language: English
  • ISBN-10: 0066620023
  • ISBN-13: 978-0066620022
  • Product Dimensions: 20.3 x 13.4 x 1.5 cm
  • Shipping Weight: 204 g
  • Average Customer Review: 4.3 out of 5 stars 46 customer reviews
  • Amazon Bestsellers Rank: #262,635 in Books (See Top 100 in Books)
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Product Description


"Crossing the Chasm should be the Bible for high-tech companies looking for direction with marketing and distribution challenges. Geoff's model corresponds directly to the launch of Lotus Notes and continues to shape our marketing programs." -- Robert K. Weller S.V.P., North American Business Group

"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

"If you find yourself wondering why it is that the majority of potential buyers for your newest breakthrough technology are not as enthusiastic as your early adopters, read this book or risk joining the others at the bottom of the high-tech abyss." -- Jim Kouzes, coauthor of The Leadership Challenge, author of Credibility, President of the Tom Peters Group/Learning Systems

About the Author

Geoffrey A. Moore is the author of two bestselling books on the development of high-tech markets: Crossing the Chasm and Inside the Tornado. He is chairman of The Chasm Group, which provides marketing strategy consulting services to hundreds of high-tech companies. He is also a venture partner with Mohr Davidow Ventures, a venture capital firm. Moore was recently named one of the "Elite 100 leading the digital revolution" by Upside magazine.

Customer Reviews

4.3 out of 5 stars
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Format: Paperback
'Crossing the Chasm' and 'Inside the Tornado' explain high-tech marketing strategies and product/technology life cycle. In the 90s, some of the most successful high-tech companies could be distinguished by their marketing strategies. Standard approach to marketing might be fine for other industries, but it has less chance of succeeding in high-tech industry. 'Crossing the Chasm' refers to product's acceptance by mass market. Typical product adaptation cycle would go through various phases that include: innovators (very narrow market), early adopters, (much larger than innovators, but still nothing major), early majority (this is where you want your product to get), late majority (still huge market), and laggards. Now, in high-tech world, there is a chasm between early adopters and early majority. It takes different approach to cross that chasm and get accepted by early majority.
Once you are on the other side of the chasm, be prepare for the 'tornado' phase. Your product/technology will take off with enormous power driven by huge market. You don't want to be at the point where market demand surpasses your supply. At this point your company can grow at hyper growth rate and gigantic revenues can be generated. We have seen this before so many times and some of the examples (Dell, MS, Oracle, Apple, etc...) are known to everybody.
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Format: Paperback
Both the Chasm and the Tornado books deal with the fundementals of how technology companies either do or should come to market. As so often with work like this it is often bought and a few pages read - and little is taken on board as to how to implement the ideas.
In my previous role in BT both these books were heavily promoted by PA Consultants who did a load of marketing training for us - but you tell me if you think they were read with any real insight?
The recommendations and points discussed relate to coming to the market through the early adopters and visionaries - then if successful we should be able to move to the mass market. Unfortunately even though we know this to be true intuitively and can prove it's true in the real world - most marketing departments want to go big, mass market, fast.
This is a bible for visionaries, innovators, start-ups, small businesses with a focus on customer relationships - if your in a big corporate, forget it. Nobody will let you proceed like this - it will be too contra to the arrogant,internal focus most corporates have.
If you consider yourself a visionary, manic business missionary - then this is the book for you (just don't expect your friends in big companies to understand what your talking about as they burn their way though millions of unfocused marketing budget!)
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By Robert Morris HALL OF FAMETOP 10 REVIEWER on March 19 2002
Format: Paperback
Crossing the Chasm (1991) and Inside the Tornado (1995) should be read in combination. Having just re-read both, I consider them even more valuable now than when they were first published. 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 (especially B2B and, even more importantly, B2B2C) 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." Those who share my high regard for one or both are strongly urged to read Moore's more recent business classic, Living on the Fault Line.
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Format: Paperback
Moore's primary point in this book is that the early adopters of a technology are not necessarily the same as the mainstream market. Moore points out that early adapters often buy things because they're cool, not for practical reasons. Early adapters deal with pain in the form of bad interfaces, minimal network effects. etc. Following this informal observation, Moore divides the population into innovators, early adopters, early majority, late majority, and laggards. This is his "Technology Adoption Life Cycle", of which the "underlying thesis is that technology is absorbed into any given community in stages corresponding to the psychological and social profiles of various segments within that market" (p. 15). He illustrates this with a bell curve with a horizontal axis corresponding to time of adoption. There's no explanation for why a Bell curve; I'm guessing it just looks pretty in PowerPoint. Moore continues with "this process can be thought of as a continuum with definite stages, each associated with a definable group" (p. 15), although actual definitions are notable by their absence. So Moore advises us that marketing to the two groups might have to be different. Complex? No. Obvious? Perhaps. In any case, this observation is followed with 185 pages of examples and pep talks which I found perfectly readable, but without much additional content.
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".
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