Crossing the Chasm

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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers
Chossing-the-chasm-cover.jpg
Book cover
Author Geoffrey A. Moore
CountryUnited States
LanguageEnglish
SubjectMarketing high-tech products
GenreNon-fiction
Publisher Harper Business Essentials
Publication date
1991
Published in English
1991
Media typeBook
Pages227
ISBN 0-06-051712-3
OCLC 50470628

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 examines the market dynamics faced by innovative new products, with a particular focus on the "chasm" or adoption gap that lies between early and mainstream markets.

Contents

The book offers decision-making guidelines for investors, engineers, enterprise executives, marketers and managers throughout the high-tech community. Real-world examples of companies that have struggled in the chasm are also provided.

Synopsis

"A compelling use case that will create pull, a whole product that nails the use case, and a word-of-mouth community that can communicate and reinforce the marketing message."

—Geoffrey Moore on the three dependencies for 'crossing the chasm'. [1]

Crossing the Chasm is an adaptation of an innovation-adoption model called diffusion of innovations theory created by Everett Rogers, The author 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.

According to Moore, anyone with an innovation or new product 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, by creating a complete solution for one intractable problem in one business vertical before building out services in adjacent verticals and expanding on from there.

The 5 groups of customers as per "Crossing the Chasm" book Technology-Adoption-Lifecycle.png
The 5 groups of customers as per "Crossing the Chasm" book

Foundational Criticism

Everett Rogers, creator of diffusion of innovations which is the foundation of chasm theory, challenged the chasm concept saying "Past research shows no support for this claim of a chasm between certain adopter categories. On the contrary, innovativeness, if measured properly, is a continuous variable and there are no sharp breaks or discontinuities between adjacent adopter categories (although there are important differences between them)" [2] [3]

Chasm concept formation

A 4-year "concept formation study" conducted by the Diffusion Research Institute (DRI) and published in 2021, documents the origin of the chasm concept, beginning with its creation at Regis McKenna Inc. in the Pacific Northwest. [4]

The DRI study concluded the fundamental theories in Crossing the Chasm, including the concept of a gap or chasm between the early adopters of a product and the mainstream early majority, were developed in the late 1980s by Lee James and Warren Schirtzinger, consulting professionals working at Regis McKenna, Inc. [5]

Legacy and reception

Moore and his publisher originally thought that the book would sell around 5,000 copies. By 2002, ten years after the first publication, more than 300,000 copies had been sold. Moore attributes this to word-of-mouth marketing, resonating initially with high-tech managers, then to engineers, venture capitalists and finally business schools. [6]

In 2006, Tom Byers, director of the Stanford Technology Ventures Program, described it as "still the bible for entrepreneurial marketing 15 years later". [7] The book's success has led to a series of follow-up books including Inside the Tornado, Living on the Fault Line, The Chasm Companion and a consulting company, The Chasm Group.[ citation needed ]

Analysis and possible antecedents

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.[ citation needed ]

Moore's theories are only applicable for novel or discontinuous innovations in a B2B marketplace; adoption of continuous innovations — ones that do not force a significant change of behavior by the customer — are still best described by the original technology adoption lifecycle.[ editorializing ][ citation needed ]

The pre-chasm concept

The concept of the "pre-chasm" in technology entrepreneurship describes the phase prior to the "chasm" in Crossing the Chasm; in pre-chasm thinking, the focus is on the specifics of marketing high-tech products during the early start-up period. The pre-chasm concept was suggested as an extension to Moore's model, arguing that the phase prior to the "chasm" is left unintended and that it, driven by technology commoditization and lean startup principles, requires an ambidextrous[ clarification needed ] approach to product development alongside marketing to achieve product-market fit. [8] [ unreliable source? ]

See also

Related Research Articles

<span class="mw-page-title-main">Innovation</span> Practical implementation of improvements

Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. ISO TC 279 in the standard ISO 56000:2020 defines innovation as "a new or changed entity realizing or redistributing value". Others have different definitions; a common element in the definitions is a focus on newness, improvement, and spread of ideas or technologies.

In business, diffusion is the process by which a new idea or new product is accepted by the market. The rate of diffusion is the speed with which the new idea spreads from one consumer to the next. Adoption is the reciprocal process as viewed from a consumer perspective rather than distributor; it is similar to diffusion except that it deals with the psychological processes an individual goes through, rather than an aggregate market process.

In marketing, the whole product concept is an adaptation of the total product concept developed by Ted Levitt, a professor at Harvard Business School. In his book entitled “The Marketing Imagination” Levitt drew attention to the fact that consumers purchase more than the core product itself. Rather, they purchase the core product combined with complimentary attributes, the majority of which are intangible.

An early adopter or lighthouse customer is an early customer of a given company, product, or technology. The term originates from Everett M. Rogers' Diffusion of Innovations (1962).

In cultural anthropology and cultural geography, cultural diffusion, as conceptualized by Leo Frobenius in his 1897/98 publication Der westafrikanische Kulturkreis, is the spread of cultural items—such as ideas, styles, religions, technologies, languages—between individuals, whether within a single culture or from one culture to another. It is distinct from the diffusion of innovations within a specific culture. Examples of diffusion include the spread of the war chariot and iron smelting in ancient times, and the use of automobiles and Western business suits in the 20th century.

<span class="mw-page-title-main">Geoffrey Moore</span> American organizational theorist, management consultant and author

Geoffrey Moore is an American organizational theorist, management consultant and author, known for his work Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers.

Everett M. "Ev" Rogers was an American communication theorist and sociologist, who originated the diffusion of innovations theory and introduced the term early adopter. He was distinguished professor emeritus in the department of communication and journalism at the University of New Mexico.

<span class="mw-page-title-main">Diffusion of innovations</span> Theory on how and why new ideas spread

Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. The theory was popularized by Everett Rogers in his book Diffusion of Innovations, first published in 1962. Rogers argues that diffusion is the process by which an innovation is communicated over time among the participants in a social system. The origins of the diffusion of innovations theory are varied and span multiple disciplines.

Technological change (TC) or technological development is the overall process of invention, innovation and diffusion of technology or processes. In essence, technological change covers the invention of technologies and their commercialization or release as open source via research and development, the continual improvement of technologies, and the diffusion of technologies throughout industry or society. In short, technological change is based on both better and more technology.

A technology evangelist is a person who builds a critical mass of support for a given technology, and then establishes it as a technical standard in a market that is subject to network effects. The word evangelism is borrowed from the context of religious evangelism due to the similarity of sharing information about a particular concept with the intention of having others adopt that concept. This is typically accomplished by showcasing the potential uses and benefits of a technology to help others understand how they can use it for themselves.

<span class="mw-page-title-main">Technology adoption life cycle</span> Sociological model

The technology adoption lifecycle is a sociological model that describes the adoption or acceptance of a new product or innovation, according to the demographic and psychological characteristics of defined adopter groups. The process of adoption over time is typically illustrated as a classical normal distribution or "bell curve". The model indicates that the first group of people to use a new product is called "innovators", followed by "early adopters". Next come the early majority and late majority, and the last group to eventually adopt a product are called "Laggards" or "phobics." For example, a phobic may only use a cloud service when it is the only remaining method of performing a required task, but the phobic may not have an in-depth technical knowledge of how to use the service.

Frank M. Bass was an American academic in the field of marketing research and marketing science. He was the creator of the Bass diffusion model that describes the adoption of new products and technologies by first-time buyers. He died on December 1, 2006.

The Bass model or Bass diffusion model was developed by Frank Bass. It consists of a simple differential equation that describes the process of how new products get adopted in a population. The model presents a rationale of how current adopters and potential adopters of a new product interact. The basic premise of the model is that adopters can be classified as innovators or as imitators, and the speed and timing of adoption depends on their degree of innovation and the degree of imitation among adopters. The Bass model has been widely used in forecasting, especially new products' sales forecasting and technology forecasting. Mathematically, the basic Bass diffusion is a Riccati equation with constant coefficients equivalent to Verhulst—Pearl Logistic growth.

In social dynamics, critical mass is a sufficient number of adopters of a new idea, technology or innovation in a social system so that the rate of adoption becomes self-sustaining and creates further growth. The point at which critical mass is achieved is sometimes referred to as a threshold within the threshold model of statistical modeling.

Eco-innovation is the development of products and processes that contribute to sustainable development, applying the commercial application of knowledge to elicit direct or indirect ecological improvements. This includes a range of related ideas, from environmentally friendly technological advances to socially acceptable innovative paths towards sustainability. The field of research that seeks to explain how, why, and at what rate new "ecological" ideas and technology spread is called eco-innovation diffusion.

<span class="mw-page-title-main">Technology life cycle</span> Development, ascent, maturity, and decline of new technologies

The technology life-cycle (TLC) describes the commercial gain of a product through the expense of research and development phase, and the financial return during its "vital life". Some technologies, such as steel, paper or cement manufacturing, have a long lifespan while in other cases, such as electronic or pharmaceutical products, the lifespan may be quite short.

In diffusion of innovation theory, a pro-innovation bias is a belief that innovation should be adopted by the whole society without the need for its alteration. The innovation's "champion" has a such strong bias in favor of the innovation, that they may not see its limitations or weaknesses and continue to promote it nonetheless.

The Linear Model of Innovation was an early model designed to understand the relationship of science and technology that begins with basic research that flows into applied research, development and diffusion

The sociological theory of diffusion is the study of the diffusion of innovations throughout social groups and organizations. The topic has seen rapid growth since the 1990s, reflecting curiosity about the process of social change and "fueled by interest in institutional arguments and in network and dynamic analysis." The theory uses a case study of the growth of business computing to explain different mechanisms of diffusion.

Arvind Singhal is an Indian-born American social scientist and academician. His academic research has focused on diffusion of innovations, the positive deviance approach, organizing for social change, the entertainment-education strategy, and liberating interactional structures. He currently holds the positions of Samuel Shirley and Edna Holt Marston Endowed Professor of Communication and Director of the Social Justice Initiative in Department of Communication at University of Texas at El Paso since 2007, William J. Clinton Distinguished Fellow at the Clinton School of Public Service since 2010 and Distinguished Professor 2 in the Faculty of Business Administration, Inland Norway University of Applied Sciences, since 2015.

References

  1. Casado, Martin (8 Jan 2019). "Crossing the Chasm, in Practice". A16Z. Archived from the original on 31 October 2021. Retrieved 31 October 2021.{{cite web}}: CS1 maint: bot: original URL status unknown (link)
  2. Gray, Paula (March 2018). "Author Essay by Paula Gray". Product Management Buzz. Association of International Product Marketing & Management. Archived from the original on 2022-12-03. Retrieved 2018-03-18.{{cite journal}}: CS1 maint: bot: original URL status unknown (link)
  3. Rogers, E.M. (March 1995). Author Book by Rogers, Everett M. New York: Free Press.
  4. Robertson, Walter (December 2021). "Study by Diffusion Research Staff". Diffusion Research Institute . Retrieved 2021-12-29.{{cite journal}}: Cite journal requires |journal= (help)
  5. Robertson, Walter (December 2021). "Chasm Theory Development: The Complete History". Diffusion Research Institute . Retrieved 2021-12-29.{{cite journal}}: Cite journal requires |journal= (help)
  6. Moore, Geoffrey (April 2002). "Author Essay by Geoffrey Moore". HarperCollins . Retrieved 2007-07-11.{{cite journal}}: Cite journal requires |journal= (help)
  7. "Educators Corner: Tom Byers, Stanford Technology Ventures Program - Ten Enduring Success Factors for High Technology Entrepreneurship". Archived from the original on 2017-03-12. Retrieved 2007-07-25.
  8. Gronsund, Tor (March 29, 2010). "What's in a Startup Methodology?". Wordpress.com. [Publisher, Self]. Retrieved 19 July 2022.