Synopses & Reviews
"For the most astute companies this book provides the blueprint for success, for the others it is a manual for their survival, and for all it is a great read." --William Davidow, general partner, Mohr Davidow Ventures 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 revised and updated edition -- which provides new insights into the realities of high-tech marketing, with special emphasis on the Internet -- is essential reading for anyone with a stake in the world's most exciting marketplace.
Questions for Discussion
- The Technology Adoption Life Cycle is "a model for understanding the acceptance of new products." What is the logic behind it? Discuss the consumer types that comprise the Technology Adoption Life Cycle -- innovators, early adopters, early majority, late majority, and laggards. Identify the key factors that define each group. Which one is the most integral to success?
- In the preface, Geoffrey Moore states, "The world has changed. The high-tech community is now crossing the chasm intentionally rather than unintentionally
.The basic forces don't change, but the tactics have become more complicated." What does he mean by this statement? How does it apply to recent shifts and changes in the high-tech market? Discuss the ways in which a decade of experience with life-cycle models has affected marketing strategies in both high-tech and other industries.
- "Crossing the Chasm is based on what Moore calls the "chasm model." What is the chasm model, and how is it applied? What are its strengths andweaknesses?
- Apply the factors of the Market Development Strategy Checklist (outlined on pages 98-103) to a company and product with which you are familiar. Then determine a marketing strategy using this information and drawing on what you have learned from this book.
- "One of the most important lessons about crossing the chasm is that the task ultimately requires achieving an unusual degree of company unity during the crossing period." How does Moore illustrate the importance of this "lesson"? What other factors are integral to a company's success in crossing the chasm? About the Author: Geoffrey A. Moore 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.
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.
Revised and updated, this new edition includes a special emphasis on the Internet, while showing readers how to market and sell high-tech products to mainstream customers.
About the Author
Geoffrey Moore is a Managing Director with The Chasm Group, a consulting practice based in California that provides market development and business strategy services to many leading high-technology companies. He is also a Venture Partner with Mohr Davidow Ventures, a California-based venture capital firm specializing in specific technology markets, including e-commerce, internet, enterprise software, networking and semiconductors. As a Venture Partner at Mohr Davidow, he provides market strategy advice to their high-tech portfolio companies. Geoffrey is a frequent speaker and lecturer at industry conferences and his books are required reading at Stanford, Harvard, MIT and other leading business schools.
Geoffrey's current practice focuses on the concepts of his recent book Living on the Fault Line, targeted to CEO's and senior executives of Fortune 500 companies facing the impact of the Internet. Geoffrey's first book, Crossing the Chasm, initially published in 1991, adds compelling new extensions to the classical model of the Technology Adoption Life Cycle. He introduces his readers to a gap or "chasm" that innovative companies and their products must cross in order to reach the lucrative mainstream market. A revised edition was released in July 1999 to update industries and case-study companies.
The sequel, Inside the Tornado, published in 1995, provides readers with insight into how to capitalize on the potential for hypergrowth beyond the chasm. This second book sorts out how the market forces behind the Technology Adoption Life Cycle demand the need for radical shifts in market strategy.
The Gorilla Game, Geoffrey's third book, was originally released in March of 1998 with a revised version, including a new chapter on internet investing, released August of this year. This book was co-authored with Chasm Group managing partner and high-tech marketing strategist Tom Kippola, and stock investment guru and BancAmerica Robertson Stephens analyst Paul Johnson. The Gorilla Game combines the methodology Moore introduced in Crossing the Chasm and Inside the Tornado, with Johnson's stockmarket valuation models and Wall Street expertise, and Kippola's high-tech investment experience.
Geoffrey's most recent book, Living on the Fault Line, focuses on a single theme: How should the management of a public company that rose to prominence prior to the age of the Internet manage for shareholder value now that the Internet is upon us? Living on the Fault Line guides executives and managers who are coping with disruptive technology, destabilizing their core market positions, providing them with new models, metrics, and organizational practices to meet the challenges of the new economy.
Prior to founding The Chasm Group in 1992, Geoffrey was a principal and partner at Regis McKenna, Inc., a leading high-tech marketing strategy and marketing communications company. For the decade prior, he was a sales and marketing executive at three different software companies.
Geoffrey holds a bachelor's degree from Stanford University and a Ph.D. from the University of Washington, both in literature, and served as an English professor at Olivet College.