Strategies for High Tech Marketing:
Crossing the Chasm
Henrik Berglund
Chalmers University of Technology
Center for Busine...
Todays lecture
1. Background: Classical diffusion theory
2. The Technology Adoption Life Cycle
3. Categories of Technology...
Classical diffusion theory
Everett Rogers (1962)
Found that for most members of a social
system, the adoption-decision dep...
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 every...
Adoption of new products
Classical diffusion theory
When faced with discontinuous
innovations, customers fall into
five broad categories along an
a...
Technology adoption life cycle
In high-tech, the categories
have been given more specific
names (Geoffrey Moore).
Innovato...
Technology adoption life cycle
Techies:
Try it!
Visionaries
Get ahead of
the heard!
Pragmatists:
Stick with the herd!
Late...
Innovators – Technology Enthusiasts
Primary Motivation:
- Learn about new technologies for their own sake
Key Characterist...
Early Adopters – The Visionaries
Visionaries
Get ahead of
the heard!
Late
Majority
Early
Majority
Early
Adopters
Innovator...
Early Adopters – The Visionaries
Primary Motivation:
- Gain dramatic competitive advantage via revolutionary
breakthrough
...
Early Majority – Pragmatists
Pragmatists:
Stick with the herd!
Late
Majority
Early
Majority
Early
Adopters
Innovators Lagg...
Early Majority – Pragmatists
Primary Motivation:
- Gain sustainable productivity improvements via evolutionary
change
Key ...
Late Majority – Conservatives
Late
Majority
Early
Majority
Early
Adopters
Innovators Laggards
Conservatives:
Hold on!
Primary Motivation:
- Just stay even with the competition
- Avoid competitive disadvantage
Key Characteristics:
- Better w...
Laggards – Sceptics
Late
Majority
Sceptics:
No way!
Early
Majority
Early
Adopters
Innovators Laggards
Laggards – Sceptics
Primary Motivation:
- Maintain status-quo
Key Characteristics:
- Good at debunking marketing hype
- Di...
Since these groups are so different…
Late
Majority
Early
Majority
Early
Adopters
Innovators Laggards
…adoption is interrupted at key
transitions.
Late
Majority
Early
Majority
Early
Adopters
Innovators Laggards
Crack 1
Crack...
Crack 1
Early Adopters do talk to Innovators. Still Crack 1 occurs.
Problem: Innovators like cool technology products that...
Crack 2
The Late Majority talks to Early Majority. Still Crack 2 occurs.
Problem: The Early Majority is willing and able t...
The chasm
Early
Adopters
Innovators
Crack 1
Late
Majority
Early
Majority
Laggards
Crack 2
The Chasm
(This is the big one)
The chasm
The Early Majority does not talk to the Early Adopters.
Hence a huge Chasm.
The Early Adopters is buying a revol...
Different value delivered
Visionaries Pragmatist
It is new to the market
It is the fastest product
It is the easiest to us...
Different buying behaviors
Visionaries Pragmatist
Willing to take risk
Rely on horizontal references:
other industries & t...
What Pragmatists think of Visionaries
1. The visionaries love technology but are bored with the
mundane details of their o...
Crossing the chasm – Catch 22
“The pragmatists will use only those products that are
already used by a majority of pragmat...
Discovering that you are in the chasm
Visionary markets saturates, or visionaries abandon
- Too late for revolutionary com...
Crossing the chasm
The problem
- 80% of many solutions – 100% of none
- Pragmatists won’t buy 80% solutions!
Conventional ...
D-day – Omaha Beach
”D-day” invasion strategy & tactics
1. Target the point of attack
Segmentation – isolate target customers
and their compel...
Target the point of attack
Segmentation
• Target a specific market segment:
– Target customer (user, tech., econ.)?
– Comp...
Assemble the invasion force
Differentiation
• Think through the customer’s
problems – and solutions – in their
entirety.
•...
Define the battle
Positioning
• Positioning is key to make buying easy
– Define your category and position (market leader!...
Launch the invasion
Distribution and Pricing
• Secure access to a customer-oriented distribution channel
• Direct sales is...
Crossing the Chasm!
1. Target the point of attack
2. Assemble the invasion force
3. Define the battle
4. Launch the invasi...
Henrik Berglund
Chalmers University of Technology
Center for Business Innovation
www.henrikberglund.com
twitter: khberglun...
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Henrik Berglund - Crossing the Chasm

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

Published in: Business, Technology

Henrik Berglund - Crossing the Chasm

  1. 1. Strategies for High Tech Marketing: Crossing the Chasm Henrik Berglund Chalmers University of Technology Center for Business Innovation www.henrikberglund.com twitter: khberglund
  2. 2. 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
  3. 3. Classical diffusion theory Everett Rogers (1962) 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. Synthesized research on adoption of innovation from several fields: Anthropology, Early sociology, Rural sociology, Education, Industrial sociology, Medical sociology
  4. 4. Example: simple model
  5. 5. Example: simple model
  6. 6. Example: simple model
  7. 7. Example: simple model
  8. 8. Example: simple model
  9. 9. 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.
  10. 10. Adoption of new products
  11. 11. 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
  12. 12. 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
  13. 13. Technology adoption life cycle Techies: Try it! Visionaries Get ahead of the heard! Pragmatists: Stick with the herd! Late Majority Sceptics: No way! Early Majority Early Adopters Innovators Laggards Conservatives: Hold on! Critical qualitative differences, especially in product needs and buying behaviors.
  14. 14. 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
  15. 15. Early Adopters – The Visionaries Visionaries Get ahead of the heard! Late Majority Early Majority Early Adopters Innovators Laggards
  16. 16. 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
  17. 17. Early Majority – Pragmatists Pragmatists: Stick with the herd! Late Majority Early Majority Early Adopters Innovators Laggards
  18. 18. 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
  19. 19. Late Majority – Conservatives Late Majority Early Majority Early Adopters Innovators Laggards Conservatives: Hold on!
  20. 20. 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 Late Majority – Conservatives
  21. 21. Laggards – Sceptics Late Majority Sceptics: No way! Early Majority Early Adopters Innovators Laggards
  22. 22. 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
  23. 23. Since these groups are so different… Late Majority Early Majority Early Adopters Innovators Laggards
  24. 24. …adoption is interrupted at key transitions. Late Majority Early Majority Early Adopters Innovators Laggards Crack 1 Crack 2 The Chasm
  25. 25. 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.
  26. 26. 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.
  27. 27. The chasm Early Adopters Innovators Crack 1 Late Majority Early Majority Laggards Crack 2 The Chasm (This is the big one)
  28. 28. 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
  29. 29. Different value delivered Visionaries Pragmatist It is new to the market It is the fastest product It is the easiest to use It has elegant architecture It has unigue functionality It is the de facto standard It has the largest installed base It has most third party supporters It has great quality of support It has a low cost of ownership The Chasm
  30. 30. Different buying behaviors Visionaries Pragmatist Willing to take risk Rely on horizontal references: other industries & techies Want to buy from new firms Want rich tech-support Wants very little risk Relies on vertical references within their industry Wants to buy from market leaders Wants one point of contact The Chasm
  31. 31. 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!
  32. 32. Crossing the chasm – Catch 22 “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?” ? The Chasm Visionaries Pragmatist
  33. 33. Discovering that you are in the chasm 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 The Chasm Visionaries Pragmatist
  34. 34. Crossing the chasm 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 !!! Beachhead segment
  35. 35. D-day – Omaha Beach
  36. 36. ”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
  37. 37. 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!
  38. 38. 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.
  39. 39. 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].
  40. 40. 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!
  41. 41. 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?
  42. 42. Henrik Berglund Chalmers University of Technology Center for Business Innovation www.henrikberglund.com twitter: khberglund Thank You! And, thank You Geoffrey: http://www.tcg-advisors.com/who/moore.htm
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