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Now, at the introduction of any disruptive innovation, the marketing battle initially takes place at the level of the generic product—the thing in the center, the product itself. This is the hero in the battle for the early market. But as marketplaces develop, as we enter the mainstream market, products in the center become more and more alike, and
... See moreGeoffrey A. Moore • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)
The basic forces don’t change, but the tactics have become more complicated. Moreover, we are seeing a new effect which was just barely visible in the prior decade, the piggybacking of one company’s offer on another to skip the chasm entirely and jump straight into hypergrowth. In the 1980s Lotus piggybacked on VisiCalc to accomplish this feat in
... See moreGeoffrey A. Moore • Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (Collins Business Essentials)
One of the most dangerous transitions that a company makes is going from fewer than ten team members to more than twenty in a short time. During this time, communication and productivity usually break down. The system of group organization that existed when the company was all sitting in the same room together suddenly no longer works when team
... See moreAlex MacCaw • The Great CEO Within: The Tactical Guide to Company Building
are multibillion-dollar revenue companies, what matters is having: (1) the right strategy in the right market, (2) an A management team, and (3) financial discipline. The difference between an A and a B CEO produces an order of magnitude difference in the return.”
Randy Street • Who: The A Method for Hiring
“History shows that the first brand into the brain gets twice the long-term market share of the No. 2 brand and twice again as much as the No. 3 brand,”
Al Ramadan, Dave Peterson, Christopher Lochhead, • Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets
Entrepreneurs crossing the chasm need to pick the channel that best fits their target market strategy. That will be their primary channel. As the company succeeds on the other side of the chasm, it will likely expand its channel coverage to take on other segments, but for a long time to come its primary channel will not change. It is important,
... See moreGeoffrey A. Moore • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)
Market Development Strategy Checklist. This list consists of a set of issues around which go-to-market plans are built, each of which incorporates a chasm-crossing factor, as follows: • Target customer • Compelling reason to buy • Whole product • Partners and allies • Distribution • Pricing • Competition • Positioning • Next target customer