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《Preloved Paperback + Selling & Marketing Classic》Geoffrey A. Moore - CROSSING THE CHASM : Marketing and Selling High-Tech Products to Mainstream Customers

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1 month ago by trustexplatform

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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers or simply Crossing the Chasm (1991, revised 1999 and 2014), is a marketing book by Geoffrey A. Moore that focuses on the specifics of marketing high tech products during the early start up period. The bible for bringing cutting-edge products to larger markets—now revised and updated with new insights into the realities of high-tech marketing. In this book, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle - which begins with innovators and moves to early adopters, early majority, late majority, and laggards - there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment. Moore's exploration and expansion of the diffusions of innovations model has had a significant and lasting impact on high tech entrepreneurship. In 2006, Tom Byers, director of the Stanford Technology Ventures Program, described it as "still the bible for entrepreneurial marketing 15 years later". The book's success has led to a series of follow-up books and a consulting company, The Chasm Group. In Crossing the Chasm, Moore begins with the diffusion of innovations theory from Everett Rogers, and argues there is a chasm between the early adopters of the product (the technology enthusiasts and visionaries) and the early majority (the pragmatists). Moore believes visionaries and pragmatists have very different expectations, and he attempts to explore those differences and suggest techniques to successfully cross the "chasm," including ✔ choosing a target market, ✔ understanding the whole product concept,  ✔ positioning the product, ✔ building a marketing strategy, ✔ choosing the most appropriate distribution channel and pricing. Crossing the Chasm is closely related to the technology adoption lifecycle where five main segments are recognized: innovators, early adopters, early majority, late majority and laggards. According to Moore, the marketer should focus on one group of customers at a time, using each group as a base for marketing to the next group. The most difficult step is making the transition between visionaries (early adopters) and pragmatists (early majority). This is the chasm that he refers to. If a successful firm can create a bandwagon effect in which enough momentum builds, then the product becomes a de facto standard. However, Moore's theories are only applicable for disruptive or discontinuous innovations. Adoption of continuous innovations (that do not force a significant change of behavior by the customer) are still best described by the original technology adoption lifecycle. Marketers have traditionally identified different kinds of technology consumers: Innovators, Early Adopters, Early Majority, Late Majority and Laggards. The traditional model assumed that, in the lifespan of a product, the market is first dominated by the innovators, then the early adopters and on down the line. This model implies a level of inevitability in the flow of one category to another. However, there are gaps in the model large enough to derail the most promising startups as they transition from one category of consumers to the next. The biggest gap is the one between Early Adopters and Early Majority, and in Crossing the Chasm, author Geoffrey A. Moore is focused on this gap. Early Adopters (visionaries) are looking for breakthrough technology, and they are willing to pay well to be first with the new technology. The marketing strategies that win this group, however, won’t work so well for the up-and-coming Early Majority. These are pragmatists and risk averse. Moore argues that breaking into a market is an aggressive act, and he proposes a strategy for moving from one market to the next with success. Moore has written an interesting and useful book. He builds his thesis logically, laying out his ideas methodically and thoughtfully. He explains his ideas well, using examples that are short and to the point. The prose is readable yet dense with ideas. And there is little here that’s superfluous or uninformative — Moore doesn’t waste his time with details that don’t contribute to the whole.

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