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Henrik Berglund - Crossing the Chasm



Presentation of Geoffrey Moore's Crossing the Chasm, including some background on Rogers Diffusion of Innovations.

Presentation of Geoffrey Moore's Crossing the Chasm, including some background on Rogers Diffusion of Innovations.



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    Henrik Berglund - Crossing the Chasm Henrik Berglund - Crossing the Chasm Presentation Transcript

    • Strategies for High Tech Marketing: Crossing the Chasm Henrik Berglund Chalmers University of Technology Center for Business Innovation www.henrikberglund.com twitter: khberglund
    • Todays lecture 1. Background: Classical diffusion theory 2. The Technology Adoption Life Cycle 3. Categories of Technology Adopters 4. Cracks and Chasms in the Adoption Life Cycle 5. Strategies and Tactics for Crossing the Chasm
    • Classical diffusion theory Everett Rogers (1962) Synthesized research on adoption of innovation from several fields: Anthropology, Early sociology, Rural sociology, Education, Industrial sociology, Medical sociology Found that for most members of a social system, the adoption-decision depends heavily on the adoption-decisions of the other members of the system. The more people adopt an innovation, the lower the perceived risk. The result is an S-curve shaped pattern of innovation diffusion.
    • Example: simple model
    • Example: simple model
    • Example: simple model
    • Example: simple model
    • Example: simple model
    • Example 2: dynamics of riots Consider a hypothetical mob. Each person's decision to riot or not is dependent on what everyone else is doing. Instigators will begin rioting even if no one else is, while others need to see a critical number of trouble makers before they riot, too (reduces risk of getting caught). This threshold for rioting is assumed to follow some (e.g. normal) distribution. Result: S-curve.
    • Adoption of new products
    • Classical diffusion theory When faced with discontinuous innovations, customers fall into five broad categories along an axis of risk-aversion. Innovators Early Adopters Early Majority Late Majority Laggards
    • Technology adoption life cycle In high-tech, the categories have been given more specific names (Geoffrey Moore). Innovators = Technology Enthusiasts Early Adopters = Visionaries Early Majority = Pragmatists Late Majority = Conservatives Laggards = Skeptics
    • Technology adoption life cycle Critical qualitative differences, especially in product needs and buying behaviors. Pragmatists: Stick with the herd! Visionaries Conservatives: Get ahead of Hold on! the heard! Sceptics: Techies: No way! Try it! Innovators Early Early Late Laggards Adopters Majority Majority
    • Innovators – Technology Enthusiasts Primary Motivation: - Learn about new technologies for their own sake Key Characteristics: - Strong aptitude for technical information - Like to alpha test new products - Can ignore any missing elements - Do whatever they can to help Challenges: - Want unrestricted access to top technical people - Want no-profit pricing (preferably free) Key Role: Gatekeeper to the Early Adopter
    • Early Adopters – The Visionaries Visionaries Get ahead of the heard! Innovators Early Early Late Laggards Adopters Majority Majority
    • Early Adopters – The Visionaries Primary Motivation: - Gain dramatic competitive advantage via revolutionary breakthrough Key Characteristics: - Great imaginations for strategic applications - Attracted by high-risk, high-reward propositions - Will help supply the missing elements - Perceive order-of-magnitude gains – so not price sensitive Challenges: - Want rapid time-to-market - Demand high degree of customization and support Key Role: Fund the development of the early market
    • Early Majority – Pragmatists Pragmatists: Stick with the herd! Innovators Early Early Late Laggards Adopters Majority Majority
    • Early Majority – Pragmatists Primary Motivation: - Gain sustainable productivity improvements via evolutionary change Key Characteristics: - Astute managers of mission-critical applications - Understand real-world issues and tradeoffs - Focus on proven applications - Like to go with the market leader Challenges: - Insist on good references from trusted colleagues - Want to see the solution in production at the reference site Key Role: Bulwark of the mainstream market
    • Late Majority – Conservatives Conservatives: Hold on! Innovators Early Early Late Laggards Adopters Majority Majority
    • Late Majority – Conservatives Primary Motivation: - Just stay even with the competition - Avoid competitive disadvantage Key Characteristics: - Better with people than technology - Risk averse - Price-sensitive - Highly reliant on a single, trusted advisor Challenges: - Need completely pre-assembled solutions - Would benefit from value-added services but do not want to pay for them Key Role: Extend product life cycles
    • Laggards – Sceptics Sceptics: No way! Innovators Early Early Late Laggards Adopters Majority Majority
    • Laggards – Sceptics Primary Motivation: - Maintain status-quo Key Characteristics: - Good at debunking marketing hype - Disbelieve productivity-improvement arguments - Believe in the law of unintended consequences - Like taking a contrarian position - Seek to block purchases of new technology Challenges: - Not a customer - Can be formidable opposition to early adoption Key Role: Retard the development of high-tech markets
    • Since these groups are so different… Innovators Early Early Late Laggards Adopters Majority Majority
    • …adoption is interrupted at key transitions. Crack 2 The Chasm Crack 1 Innovators Early Early Late Laggards Adopters Majority Majority
    • Crack 1 Early Adopters do talk to Innovators. Still Crack 1 occurs. Problem: Innovators like cool technology products that cannot be readily translated into major new business benefits. Early Adopters want competitive advantage. • Esperanto • Desktop Video Conferencing Solution: The product must be made to enable a valuable strategic leap forward.
    • Crack 2 The Late Majority talks to Early Majority. Still Crack 2 occurs. Problem: The Early Majority is willing and able to become technically competent when needed. The Late Majority is not. • Scanners and Video Editing Programs • Telephone transferring systems Solution: Ensure very high user-friendlieness to ensure ease of adoption.
    • The chasm Crack 2 The Chasm (This is the big one) Crack 1 Innovators Early Early Late Laggards Adopters Majority Majority
    • The chasm The Early Majority does not talk to the Early Adopters. Hence a huge Chasm. The Early Adopters is buying a revolutionary change agent Expect a clear discontinuity between the old and the new Expect clear strategic advantages Tolerate bugs and glitches The Early Majority is buying evolutionary productivity improvement Want to minimize the discontinuity with the old way Wants innovations to enhance established business processes Expect a more or less bug free product
    • Different value delivered The Chasm Visionaries Pragmatist It is new to the market It is the de facto standard It is the fastest product It has the largest installed base It is the easiest to use It has most third party supporters It has elegant architecture It has great quality of support It has unigue functionality It has a low cost of ownership
    • Different buying behaviors The Chasm Visionaries Pragmatist Willing to take risk Wants very little risk Rely on horizontal references: Relies on vertical references within other industries & techies their industry Want to buy from new firms Wants to buy from market leaders Want rich tech-support Wants one point of contact
    • What Pragmatists think of Visionaries 1. The visionaries love technology but are bored with the mundane details of their own industry, which is the everyday work of us pragmatists. 2. The visionaries want to build systems from the ground up and do not appreciate the importance of networks, systems and processes already in place. 3. The visionaries seem to do all the fun things. They get all the funds and all the attention for their blue sky projects. If they fail, it is us pragmatists who have to clean up the mess. If they succeed, the disruptive change is just too much to handle. Pragmatists don’t trust visionaries as references!
    • Crossing the chasm – Catch 22 The Chasm Visionaries Pragmatist “The pragmatists will use only those products that are already used by a majority of pragmatists. And generally look to one and other as references. So, how can we get them to use a new product?” ?
    • Discovering that you are in the chasm The Chasm Visionaries Pragmatist Visionary markets saturates, or visionaries abandon - Too late for revolutionary competitive advantage - There are other cool disruptive things out there Pragmatists see no reason to buy yet - Too early for anything to be ”in production” - No herd of references has yet formed
    • Crossing the chasm Beachhead segment The problem - 80% of many solutions – 100% of none - Pragmatists won’t buy 80% solutions! Conventional solution (tends to fail) - Committing to the most common enhancement requests - Never completely satisfying any one customer segment’s needs ”D-day” solution (more likely to succeed) - Focus all efforts on a single ”beachhead” segment with a compelling reason to buy, develop a whole product, become a market leader - Then leverage product and user references to attack other segments The consequence of being sales-driven instead of strategy-driven in the chasm is fatal – Focus !!!
    • D-day – Omaha Beach
    • ”D-day” invasion strategy & tactics 1. Target the point of attack Segmentation – isolate target customers and their compelling reason to buy 2. Assemble the invasion force Differentiation – develop the ”whole product” and choose allies to realize this 3. Define the battle Positioning – reate the competition (if there is none, you still need one) and position yourself 4. Launch the invasion Distribution and Pricing – select your distribution channel and set your price
    • Target the point of attack Segmentation • Target a specific market segment: – Target customer (user, tech., econ.)? – Compelling reason to buy? – Whole product? – Competition? – Partners – Distribution – Pricing – Positioning – Next target customer • Focus all resources of achieving a dominant leadership position – to become a Big Fish in a Small Pond!
    • Assemble the invasion force Differentiation • Think through the customer’s problems – and solutions – in their entirety. • Develop the “whole product”, including the generic product plus everything else you need to address your customers’ compelling reason to buy. • These may be provided in-house or by using partners and alliances.
    • Define the battle Positioning • Positioning is key to make buying easy – Define your category and position (market leader!) – Be clear about who will use it and for what? – Show competition and differentiation (pragmatists demand a comparative context) – Ensure staying power • Positioning statement – For [target customers], – Who are dissatisfied with [the current market alternatives], – Our product is a [new product category] – That provides [key problem-solving capability], – Unlike [the product alternative], – We have assembled [key whole-product features for our specific application].
    • Launch the invasion Distribution and Pricing • Secure access to a customer-oriented distribution channel • Direct sales is often the optimal channel for high tech, and typically the best initial channel for crossing the chasm • Reward your channel during the Chasm phase! • Set pricing at the market leader price-point Customers will (almost) only see channel and price!
    • Crossing the Chasm! 1. Target the point of attack 2. Assemble the invasion force 3. Define the battle 4. Launch the invasion How hard can it be?
    • Thank You! Henrik Berglund Chalmers University of Technology Center for Business Innovation www.henrikberglund.com twitter: khberglund And, thank You Geoffrey: http://www.tcg-advisors.com/who/moore.htm