Crossing the Chasm from Early Adopters to Early majority. Once you have established a product market and are looking to grow your user base, what are the things to look out for and what things matter. The challenge here is that you might lose your early adopters as you grow, in this talk Craig mentions about how to continuously delight customers whilst satisfying new market segments in order to achieve growth and how to use OKRs and KPIs to measure progress. All of this is done in context the Global Product Lifecycle framework developed at Pearson which covers 6 stages from idea to retirement.

1. Beyond The Early Adopter
@craigstrong
@LeanPLC

3. ● Approx 40,000 employees worldwide
● Institutional sales & print background
● The world’s largest publisher and education company
● Operates in over 80+ countries
● Growth through acquisition
● 170 years old

4. Product Lifecycle

5. Product Age Young Mature
Status Before Market-Fit After Market-Fit
Focus Searching for a Business Model Executing Against Business Models
Duration Days Weeks Months <1 Year Years
Metrics
Customer Discovery, Innovation Accounting,
Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, IRR, NPV
Product Lifecycle

6. A Nonlinear Process
Learn Build
Measure

7. Search and Execution are different

8. Early Adopters / Early Majority

9. https://flic.kr/p/cZEh9J
NOT
EVERYBODY
IS YOUR
CUSTOMER!

10. https://flic.kr/p/cZEh9J
Strategy Is Key!

11. Idea Explore Validate Grow Sustain
Geoffrey Moore’s ‘Crossing the Chasm’ diagram
Circa 1991
Smaller
chasm
Innovators Early
Adopters
Early
Majority
Late
Majority
Laggards
The Big
Scary
Chasm
in
Question

12. Customer
(Early Adopter)
Market
(Early Majority)

13. Product Lifecycle
Status MVP Scaling
Focus Early Adopters Early Majority, Late Majority, Laggards
Duration Days Weeks Months Years
Metrics
Customer Discovery, Innovation
Accounting, Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, IRR, NPV
Scale NO YES

14. Beyond The MVP
MVP
Early Adopters
Early Majority
Higher
Product Expectations

15. Recognise Differences To Satisfy Needs
Learn Build
Measure
Growth Is An Assumption
New Market = New Geography or
Customer Cohort
Negative/Positive
change
New Product/Feature =

16. Customers Trump New Leads
?
https://flic.kr/p/k7xw5y

17. https://flic.kr/p/c1oRoG

18. Early Majority Non-Scaleable Interactions
https://flic.kr/p/5ueUT6

19. Recognise Traction And Opportunities
https://flic.kr/p/56Ui5

20. Quarterly
Hypotheses
Product
Metrics
Strategic
Growth
Hypotheses
Political
Economic
Social
Technological
Legal
Environmental

21. Short Term
Performance
Long Term
Growth
● NPS/CSAT/Ratings
● Acquisition
● Activation
● Retention
● Revenue
● Referral
● Refunds
● Engagement Metrics
● Support
● LTV
● Growth capability/performance
(technology)
● Learnings!
● More +
● NPV
● IRR
● Market Share
● ROI
● LTV
● Competitors
● Learnings !
● More +
Learning As You Grow

22. https://flic.kr/p/4NhZT8

23. https://flic.kr/p/yVfd4Y

24. Know Your Growth Engine
1. Paid
2. Sticky
3. Viral

25. Sticky - Cost Of Switching Is High

26. Sticky - Cost Of Switching Is High

27. Adding New Features? Is this
increasing Stickiness?

28. Stay Connected
5-10x
MORE
It costs 5-10x more to acquire a new
customer than retain an existing one.

29. Beyond Early Adopters
1. Be clear who your customers are/aren’t
2. Growth is an assumption, but you need a
strategy
3. Early Majority want more than a just a product
4. Data is King! It’s all Relative
5. Customers Trump New Leads

30. Thank You
@craigstrong
@LeanPLC