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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers Paperback – August 1, 2006

by Geoffrey A. Moore (Author), Regis McKenna (Foreword)

4.3 455 ratings

Part of: Collins Business Essentials (14 books)

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Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive 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 the world's most exciting marketplace.

Part of series

Collins Business Essentials
Print length

227 pages
Language

English
Publication date

August 1, 2006
Dimensions

5.35 x 0.63 x 7.95 inches
ISBN-10

0060517123
ISBN-13

978-0060517120
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Editorial Reviews

About the Author

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

Product details

Publisher ‏ : ‎ HarperBusiness; Revised edition (August 1, 2006)
Language ‏ : ‎ English
Paperback ‏ : ‎ 227 pages
ISBN-10 ‏ : ‎ 0060517123
ISBN-13 ‏ : ‎ 978-0060517120
Item Weight ‏ : ‎ 7.2 ounces
Dimensions ‏ : ‎ 5.35 x 0.63 x 7.95 inches

Best Sellers Rank: #825,608 in Books (See Top 100 in Books)
- #933 in Advertising (Books)
- #1,005 in Starting a Business (Books)
- #6,988 in Business Management (Books)

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4.3 455 ratings

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Geoffrey A. Moore

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Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Wildcat Venture Partners portfolios and established high-tech enterprises, most recently including Salesforce, Microsoft, Autodesk, F5Networks, Gainsight, Google, and Splunk.

Moore’s life’s work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies face transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore’s latest business-related work, Zone to Win, addresses the challenge large enterprises face when embracing disruptive innovations, even when it is in their best interests to do so. It’s time to stop explaining why they don’t and start explaining how they can. This has been the basis of much of his recent consulting.

In a significant departure from Moore’s lifetime of business-related consulting, Moore uses his expertise at creating frameworks and applies it to the meaning of life itself and the big question, “What is going on?”. His latest book, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality, offers readers a complete look at how the universe has evolved and our ethical place within it. As Moore says in the book, “Our core sense of good and bad does not come from above. It is neither transcendent nor divine. Rather, it is inherent in our mammalian upbringing.”

Irish by heritage, Moore has yet to meet a microphone he didn’t like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders.

Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.

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S Parmar

Even if you think you know it, you should read it

Reviewed in the United States on May 12, 2013

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I had heard of this book so many times during my MBA and startup days so I always wanted to read it. But because this book is so highly quoted, I had also read various summaries and articles written around it. Reading these gave me the feeling that I know enough of what this book is all about and so perhaps I can give it a skip.

Turns out I was wrong. No matter how much you think you know it, this book is still a goldmine. In spite of knowing the basics of diffusion curve and the way innovation spreads, I still got to learn many new things. Just to highlight a few:
- Why do products with better features don't always end up winning the market?
- What are the peculiarities of users in each segment of diffusion curve?
- Difference between a sales driven and a market driven company and which one you should be?
- The importance of hitting the right pain point and choosing the right niche

Certain not so good things about the book:
- Most examples are bit dated as this book was written quite sometime ago so young folks might not have heard of these companies
- Certain parts of the book specially the sales strategy seem to be applicable more to the B2B businesses and less for B2C type consumer internet businesses
- Also certain portions of the book, specially the last chapter or so, seems like a little outdated in present context of 2013

Nonetheless, overall this book is a must recommend for all entrepreneurs, technology enthusiasts and product managers. It should be a part of your library as there will be times when you will have to look back and reference certain parts of it.

3 people found this helpful

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Amit Deshpande

Great read for a newbie high tech marketer

Reviewed in the United States on December 27, 2011

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The author's emphasis is on distinguishing between the selling and marketing tactics for the early innovators versus the mainstream customers. There is a chasm between the innovators and mainstream market and the author dedicates the book outlining the various steps a high tech company should perform to successfully navigate through the chasm.

Some key points and lessons learned:

- It is important to maintain momentum in order to create a bandwagon effect that makes it natural for the next group to want to buy in.

- Early adopters want a change agent while the early majority looks for productivity improvement for existing operations - they want an evolution not revolution.

- Vapor vare should be avoided during chasm crossing - Vapor vare is pre-announcing and pre-marketing a product which still requires significant development.

- Resistance is a function of inertia growing out of the commitment to the status quo, fear of risk or lack of compelling reason to buy.

- Crossing the chasm requires moving from an environment of support among visionaries back into one of skepticism among pragmatists. It means that moving from product related issues to unfamiliar ground of market oriented issues AND moving from the familiar audience of like minded specialist to uninterested generalist.

-It is the market centric value system - supplemented ( but not superseded ) by the product centric - One that must be the basis for the value profile of the target customers when crossing the chasm.

-Elevator Speech Template
1. For (target customers - beachhead segment only)
2. Who are dissatisfied with (the current market alternative)
3. Our product is a (new product category)
4. Unlike (the product alternative)
5. We have assembled (key whole product features for your specific applications)

- Why is elevator speech important ?
1. Your claim cannot be transmitted by word of mouth consistently.
2. Marketing communications will be all over the map.
3. R&D will be all over the map.
4. You are not likely to get financing from anybody with experience.

- The product alternative in your elevator speech helps customers understand your technology leverage (what you have in common) and your niche commitment (where you differentiate). Market alternative helps people identify your target customers (what you have in common) and your compelling reason to buy (where you differentiate).

- Positioning: Goal should be to make products easier to buy not easier to sell. The four stages in positioning:
1. Name it and frame it - Positioning needed to make a product easy to buy for a technology enthusiast.
2. Who for and what for - Positioning needed to make the product easy to buy from the visionary.
3. Competition and differentiation - Positioning needed to make the product easy to buy for the pragmatist.
4. Financials and future plans - Positioning needed to make the product easy to buy for the conservative.

- During the chasm period, the number one concern of pricing is not to satisfy the customer or the investor, but to motivate the channel.

- When crossing the chasm we are looking to attract customer oriented distribution by using distribution oriented pricing. There are two types of pricing strategies: value based and cost based. The value based strategy is based on the final big value the client will realize using the product while the cost based is dependent upon the cost incurred to deliver the product.

27 people found this helpful

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California Dreamin

Awesome book

Reviewed in the United States on February 18, 2010

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This book is about market segmentation and the challenge of retargeting a business from early adopters to mainstream buyers. I have seen businesses fail because of insufficient market segmentation, including my own business. One company I once worked for had about 30 software products (acquired through mergers) and perhaps $100M/year in revenue, but did not distinguish in its catalogs, presentation, or sales force training, between mainstream products and experimental (buggy) early adopter products. Within a year they had failed. If they understood this book they would still be around.

If I had read this book ten years earlier I would be much wealthier than I am today. The book is packed with examples, strategies, tactics and marketing insights which are not easily sumarized in a brief review. It is a pleasure to read and will withstand several re-readings. I highly recommend it to any businessperson, engineer, entrepreneur or investor.

2 people found this helpful

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Eric Kassan

How companies "grow up"

Reviewed in the United States on November 4, 2007

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Having already read the sequel, Inside the Tornado, I wondered whether this book had essentially been summarized in that one. While the basic premise of the technology adoption lifecycle is common to both books, this book, as the name implies, gives much more focus and detail to the stage of "crossing the chasm". This translates to the time between the first few big sales (from innovators) and the point where there are steady (and growing) sales (from pragmatists). This is a particularly troubling time for most companies because what worked on those first few will FAIL on the next customers, because they are more risk-averse. This book does a fantastic job of not only explaining what needs to be done, but WHY as well.

2 people found this helpful

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Muda

Ok

Reviewed in the United States on December 8, 2019

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Nothing

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