Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)

As we have just seen, the whole product model provides a key insight into the chasm phenomenon. The single most important difference between early markets and mainstream markets is that the former are willing to take responsibility for piecing together the whole product (in return for getting a jump on their competition), whereas the latter are not

The key point is that, in contrast with the technology enthusiast, a visionary focuses on value not from a system’s technology per se but rather from the strategic leap forward such technology can enable.

is now time to advise you that there are any number of us in Silicon Valley who are willing to testify that there is something wrong with the High-Tech Marketing Model. We believe this to be true because we all own what once were meaningful equity stakes in corporations that either no longer exist or whose current valuation is so diluted that our s

The key point to notice is the transition from product to market, corresponding to crossing the chasm.

To sum up, there are five distinct customer-oriented distribution channels serving high tech, each aligned with a different kind of target customer, each of which will have a different slant to your compelling reason to buy.

The critical attitude to maintain in all four of these challenges is that chasm crossing represents a unique time in your enterprise’s history. It is a far cry both from your past, where selling to visionaries was the key to success, and your future, which will be focused on either niche or mass-market expansion programs. Between these two stages i

Recap: Invasion Launching To sum up, the last step in the D-Day strategy for crossing the chasm is launching the invasion—that is, putting a price on your product and putting it into a sales channel. Neither of these actions resolves itself readily into a checklist of activities, but there are four key principles to guide us: 1. The prime goal is t

The post-chasm enterprise is bound by the commitments made by the pre-chasm enterprise. These pre-chasm commitments, made in haste during the flurry of just trying to get a foothold in an early market, are all too frequently simply unmaintainable in the new situation. That is, they promise a level of performance or reward that, if delivered, would

change-sensitive products are called discontinuous or disruptive innovations. The contrasting term, continuous or sustaining innovations, refers to the normal upgrading of products that does not require us to change behavior.

As a buying group, visionaries are easy to sell but very hard to please. This is because they are buying a dream that, to some degree, will always be a dream.