Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Cust

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		Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Cust
		Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Cust

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《Crossing the Chasm: Marketing and Selling Disrupti》Here is the best-selling 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 Iarger markets．This edition provides new insights into the realities of high-tech marketing，with special emphasis on the Internet．1t's essentiaI reading for anyone with a stake in the world’s most exciting marketplace．
Book Description: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.From the Publisher:High-Tech Marketing Expert Identifies the Greatest Challenge Facing New Ventures and Shows How to Address It. Every year, according to high-tech marketing expert Geoffrey Moore, millions of dollars invested in high-tech entrepreneurial ventures are lost trying to "cross the chasm" from early market success to mainstream market leadership. Moore, President of Geoffrey Moore Consulting, identifies and addresses the key challenges facing such ventures in the long-awaited paperback edition of Crossing the Chasm: How to Win Mainstream Markets for Technology Products
Targeted at venture capitalists, product managers, and tech marketers, Moore's book identifies a fundamental flaw in the standard high-tech marketing model, which postulates smooth sales growth through a series of well-defined, ever-larger markets. In fact, says Moore, there are really two, fundamentally separate phases in the development of any high-tech market: an early phase that builds from a few, highly visible, visionary customers; and a mainstream phase, where the buying decisions fall predominantly to pragmatists. Transitioning between these two phases is anything but smooth, and confidently assuming that success in the early market will translate into mainstream success is the fatal error that causes so many high-flying start-ups to crash into the chasm.
Crossing the Chasm grows from Moore's extensive consulting experience at Regis McKenna and at his own firm, working with hundreds of technology ventures struggling with these problems. The transition, he notes, is always perilous: typically, the new venture commits significant resources to modifications promised to secure its initial base of early market customers. The venture requires continued growth to support these commitments, growth into the lucrative mainstream markets. But these markets require a very different approach from that of the early visionaries; and if a company does not attack them properly, it will quickly fall short of projections and find itself in trouble. Moore's book presents specific strategies in marketing and all other areas of the business to help technology companies cross this critical chasm successfully.
GEOFFREY A．MOORE is a managing partner at TCG Advisors in San Mateo，California，and a venture partner at Mohr Davidow Ventures in Menlo Park，California．He is the author of the bestsellers Inside the Tornado，The Gorilla Game，and Living on the Fault Line．

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“Before you set foot into the high-tech playing field，get your hands on Crossing the Chasm-in the fast‘paced，hard·fought technology arena，it will definitely put the odds of winning in your favor．”
　　——WiIIiam B．Lawson Sr．，chairman and CEO，Lawson Software
“Crossing the Chasm is no longer just the name of a great book-it has become a very effective management process．In venture capital，chasm management is a widely used boardroom tool for emerging technology companies．It works!”
　　——Joe Schoendorf,executive partner，Accel Partners
“Crossing the Chasm has contributed more to the art and science of high．tech marketing than any other book in the Iast decade．If you are not one of the thousands of businesses and universities incorporating the chasm insight into your operations，you have to be worried about your future．”
　　——Tom Kendra，vice president，Worldwide Data Management Sales．IBM Software Group

作者简介

Formerly a partner with Regis McKenna Inc., Geoffrey A. Moore is now president of his own firm, Geoffrey Moore Consulting, and founder of The Chasm Group. He has consulted with over 30 high tech corporations, including Hewlett-Packard, Apple, AT&T, Oracle, IBM, and Samsung. Moore is also the author of Inside the Tornado ) which details market dynamics of hypergrowth, and explains how to pool resources, gain supporters during pre-tornado phase, then how to unleash them once the tornado hits. He holds a degree in literature from Stanford University and the University of Washington. Moore is a frequent speaker at industry conferences and trade shows and also lectures at business schools, where Crossing the Chasm is often a required textbook. He lives with his wife Marie in Palo Alto, California. ——This text refers to an out of print or unavailable edition of this title.

目录

AUTHOR'S NOTE
PREFACE TO THE REVISED EDITION
FOREWORD
ACKNOWLEDGMENTS
PART Ⅰ Discovering the Chasm
INTRODUCTION
If Bill Gates Can Be a Billionaire
1 High-Tech Marketing Illusion
2 High-Tech Marketing Enlightenment
PART Ⅱ Crossing the Chasm
3 The D-DayAnalogy
4 Target the Point of Attack
5 Assemble the Invasion Force

序言

Preface to the Revised Edition
“Obiwan Kenobi，”says Sir Alec Guinness in the original Star Wars movie——“Now there's a name I haven't heard for a long，long time．”
The same might well be said of a number of the companies that served as examples in the original edition of Crossing the Chasm．Reading through its index brings to mind the medieval 1ament．“Where are the snows of yesteryear?”Where indeed are
Aldus|Apollo|Ashton-Tate，Ask，Burroughs ， Businessland，and the Byte Shop?Where are Wang，Weitek，and Zilog?“Oh lost and by the wind-grieved ghosts，come back again!'
But we should not despair．In high tech，the good news iS that，although we lose our companies with alarming frequency，we keep the people along with the ideas，and SO the industry as a whole goes forward vibrantly，even as the names on our Paychecks slide into another seamlessly(OK，as seamlessly as our systems interoperate，which as marketing claims is…well that's
another matter)．
Crossing the Chasm was written in 1990 and published in 1991．
Originally forecast to sell 5，000 copies，it has over a seven year period in the market sold more than 175，000．In high-tech marketing，we call this an“upside miss．”The appeal of the book，I be1ieve，is that it puts a VOCabulary to a market development problem that has given untold grief to any number of high-tech enterprises．Seeing the problem externalized in print has a sort of redemptive effect on people who have fallen prey to it in the past-it wasn't all my fault!Moreover，like a good book on golf，its prescriptions give great hope that just by making this or that minor adjustment perfect results are bound to follow——this time We'll make it work!

文摘

CROSSING THE CHASM
probably more of a follower，a member of the late majority．If，on the other hand，you want to be the first one on your block with an electric car，you are apt to be an innovator or an early adopter．
In a moment we are going to take a look at these labels in greater detail，but first we need to understand their significance．
It turns out our attitude toward technology adoption becomes significant——at least in a marketing sense any time we are introduced to products that require us to change our current mode of behavior or to modify other products and services we rely on．In academic terms，such change-sensitive products are called discontinuous innovations．The contrasting term，continuous innovations，refers to the normal upgrading of products that does not require us to change behavior．
For example，when Crest promises you whiter teeth，that is a continuous innovation．You still are brushing the same teeth in the same way with the same toothbrush．When Ford's new Taurus promises better mileage，when Dell's latest computer promises faster processing times and more storage space，or when Sony promises sharper and brighter TV pictures，these are all continuous innovations．As a consumer，you don't have to change your ways in order to take advantage of these improvements．
On the other hand，if the Sony were a high-definition TV,it would be incompatible with today's broadcasting standards，which would require you to seek out special sources of programming．This would be a discontinuous innovation because you would have to change your normal TV-viewing behavior．Similarly if the new Dell computer were to come with the Be operating system，it would be incompatible with today's software base．
Again，you would be required to seek out a whole new set of software，therebv classifying this too as a discontinuous innovation．Or if the new Ford car，as we just noted，required electricity instead of gasoline，or if the new toothpaste were a mouthwash that did not use a toothbrush，then once again you would have a product incompatible with your current infrastructure of sup porting components．In all these cases，the innovation demands significant changes by not only the consumer but also the infrastructure．That is how and why such innovations come to be called discontinuous．

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