Synopses & Reviews
"The chasm is where high-tech fortunes are lost... the tornado is where they are made."-- Steve Jobs, Founder & CEO, Next Computer, Inc.
- Now, in this fascinating sequel, Moore shows how to capitalize on the profit-rich niches and hyper-growth markets beyond the chasm. Continuing to chart the impact of the Technology Adoption Life Cycle, he explores its effects not just on marketing but on overall business planning, especially strategic partnerships, competitive advantage, positioning and organizational leadership.
- Moore's most startling lesson is: "As markets move from stage to stage in the Life Cycle, the winning strategy does not just change -- it actually reverses the prior strategy. The very skills that you've just perfected become your biggest liabilities; and if you can't put them aside to acquire new ones, then you're in for tough times."
- As challenging as this lesson is to apply, Moore leads the way. Using actual examples of cutting-edge firms, he applies the Life Cycle model to all aspects of managing a market-focused business strategy, including how to manage people effectively through each phase of the cycle. There are significant management implications: Chasm-crossers who love the customer intimacy of niches may rebel against the depersonalizing power of the tornado; tornado managers who relish the gales of hyper-growth may resist the inevitable return to the niche, in the guise of mass customization, once the rush to the new paradigm subsides.
- All industries relying on technology -- not just computer hardware, software and telecommunications, but entertainment, publishing, broadcasting, banking, insurance, health care, aerospace, defense, utilities, pharmaceuticals and retail -- must master Moore's lessons to see the year 2000. If you are marketing technology-based products or managing the people who do, then you will find yourself Inside the Tornado.
Synopsis
In his classic work Crossing the Chasm, Geoffrey Moore introduced the concept of a -chasm' that new innovative products must cross to reach the mainstream market. Now he teaches marketers how to bridge it and survive the ensuing whirlwind of demand.aThe definitive work on high-tech marketing strategy, this book examines the real-life tactics used by successful chasm crossers such as HP, Apple, AT&T, Oracle, NeXT, and Silicon Graphics. Moore explains how to seize control of the profit-rich niches that exist beyond the chasm and enter the tornado phase of their Technology Adoption Life Cycle. He explores the effects of the Technology Adoption Life Cycle not just on marketing but on overall business planning, especially strategic partnerships, competitive advantage, positioning, and organizational leadership.
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.