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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers Paperback – August 1, 2006

4.3 out of 5 stars 467 ratings

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Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.
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Editorial Reviews

About the Author

Geoffrey A. Moore is the author of Escape Velocity, Inside the Tornado, and Living on the Fault Line.

Product details

  • Publisher ‏ : ‎ HarperBusiness; Revised edition (August 1, 2006)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 227 pages
  • ISBN-10 ‏ : ‎ 0060517123
  • ISBN-13 ‏ : ‎ 978-0060517120
  • Item Weight ‏ : ‎ 7.2 ounces
  • Dimensions ‏ : ‎ 5.35 x 0.63 x 7.95 inches
  • Customer Reviews:
    4.3 out of 5 stars 467 ratings

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Geoffrey A. Moore
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Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Wildcat Venture Partners portfolios and established high-tech enterprises, most recently including Salesforce, Microsoft, Autodesk, F5Networks, Gainsight, Google, and Splunk.

Moore’s life’s work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies face transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore’s latest business-related work, Zone to Win, addresses the challenge large enterprises face when embracing disruptive innovations, even when it is in their best interests to do so. It’s time to stop explaining why they don’t and start explaining how they can. This has been the basis of much of his recent consulting.

In a significant departure from Moore’s lifetime of business-related consulting, Moore uses his expertise at creating frameworks and applies it to the meaning of life itself and the big question, “What is going on?”. His latest book, The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality, offers readers a complete look at how the universe has evolved and our ethical place within it. As Moore says in the book, “Our core sense of good and bad does not come from above. It is neither transcendent nor divine. Rather, it is inherent in our mammalian upbringing.”

Irish by heritage, Moore has yet to meet a microphone he didn’t like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders.

Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.

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4.3 out of 5 stars
467 global ratings

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Customers say

Customers find the book provides great insights into high-tech marketing and serves as one of the best introductory texts in the field. Moreover, the pacing receives positive feedback, with one customer noting it will withstand several re-readings. However, the ease of use receives mixed reviews, with some finding it very easy to follow and understand, while others find it boring. Additionally, the material is criticized for being outdated.

AI-generated from the text of customer reviews

35 customers mention "Insight"35 positive0 negative

Customers find the book provides great insights and serves as one of the best introductory texts to high tech marketing, offering a good baseline for understanding technological innovation.

"...Nonetheless, overall this book is a must recommend for all entrepreneurs, technology enthusiasts and product managers...." Read more

"...as both a techie and a recovering academic, but I liked the more heavily researched, serious case-study orientation as well as the precise,..." Read more

"...The book is packed with examples, strategies, tactics and marketing insights which are not easily sumarized in a brief review...." Read more

"...simply, very easy to follow and understand, and contains a mountain of experience and insight, all boiled down into something anyone can digest...." Read more

4 customers mention "Pacing"4 positive0 negative

Customers praise the book's pacing, with one noting it will withstand multiple re-readings and another mentioning that the fundamentals of the blueprint still hold true.

"...It is a pleasure to read and will withstand several re-readings. I highly recommend it to any businessperson, engineer, entrepreneur or investor." Read more

"...Despite it being originally written in the 90s the fundamentals of the blueprint still hold true...." Read more

"This is a solid text book on structuring a start up to obtain success. Especially companies in the software tech space...." Read more

"Solid book, appicable outside of high-tech..." Read more

11 customers mention "Ease of use"7 positive4 negative

Customers have mixed opinions about the book's ease of use, with some finding it very easy to follow and understand, while others find it boring.

"...It's easier to build something well integrated with existing, for say, just the airline industry and their SABRE database backend, than it is to..." Read more

"This book was interesting and informative but became bogged down in complex examples some of which may apply much less in the early 21st century..." Read more

"...Well-written, organized simply, very easy to follow and understand, and contains a mountain of experience and insight, all boiled down into..." Read more

"...The topic is broken down in a way thats easy to understand. Theres a ton of useful, insightful, and valuable content in here...." Read more

8 customers mention "Dated material"5 positive3 negative

Customers have mixed opinions about the book's content, with some finding it a classic while others consider it outdated.

"...It doesn't matter. It's still amazing. This book is a classic for a reason...." Read more

"...Certain not so good things about the book: - Most examples are bit dated as this book was written quite sometime ago so young folks might not..." Read more

"Written specifically for the tech industry and still relying heavily on 1990s examples, this book in many ways is still extremely relevant to any..." Read more

"...Don't worry about the age of the edition: the book is sensible and timeless (though perhaps some of the examples/cases might seem old)." Read more

Top reviews from the United States

  • Reviewed in the United States on May 12, 2013
    I had heard of this book so many times during my MBA and startup days so I always wanted to read it. But because this book is so highly quoted, I had also read various summaries and articles written around it. Reading these gave me the feeling that I know enough of what this book is all about and so perhaps I can give it a skip.

    Turns out I was wrong. No matter how much you think you know it, this book is still a goldmine. In spite of knowing the basics of diffusion curve and the way innovation spreads, I still got to learn many new things. Just to highlight a few:
    - Why do products with better features don't always end up winning the market?
    - What are the peculiarities of users in each segment of diffusion curve?
    - Difference between a sales driven and a market driven company and which one you should be?
    - The importance of hitting the right pain point and choosing the right niche

    Certain not so good things about the book:
    - Most examples are bit dated as this book was written quite sometime ago so young folks might not have heard of these companies
    - Certain parts of the book specially the sales strategy seem to be applicable more to the B2B businesses and less for B2C type consumer internet businesses
    - Also certain portions of the book, specially the last chapter or so, seems like a little outdated in present context of 2013

    Nonetheless, overall this book is a must recommend for all entrepreneurs, technology enthusiasts and product managers. It should be a part of your library as there will be times when you will have to look back and reference certain parts of it.
    3 people found this helpful
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  • Reviewed in the United States on February 19, 2002
    Moore's primary point in this book is that the early adopters of a technology are not necessarily the same as the mainstream market. Moore points out that early adapters often buy things because they're cool, not for practical reasons. Early adapters deal with pain in the form of bad interfaces, minimal network effects. etc. Following this informal observation, Moore divides the population into innovators, early adopters, early majority, late majority, and laggards. This is his "Technology Adoption Life Cycle", of which the "underlying thesis is that technology is absorbed into any given community in stages corresponding to the psychological and social profiles of various segments within that market" (p. 15). He illustrates this with a bell curve with a horizontal axis corresponding to time of adoption. There's no explanation for why a Bell curve; I'm guessing it just looks pretty in PowerPoint. Moore continues with "this process can be thought of as a continuum with definite stages, each associated with a definable group" (p. 15), although actual definitions are notable by their absence. So Moore advises us that marketing to the two groups might have to be different. Complex? No. Obvious? Perhaps. In any case, this observation is followed with 185 pages of examples and pep talks which I found perfectly readable, but without much additional content.
    The second point, which is really just as important, is that the way to "cross the chasm" is by targeting a single industry or group of users, a so-called "vertical market". The only way customers who are beyond the early adopter phase are going to buy into a new product is if it is easy to adopt or if it truly fills a perceived desperate need. That is, it looks less "disruptive". Usually this means a lot of custom integration with industry-specific infrastructure. It's easier to build something well integrated with existing, for say, just the airline industry and their SABRE database backend, than it is to try to target the entire Fortune 500, each sector of which has adopted different sorts of databases. It worked just the way Moore described for my company, where Moore's book was required reading.
    You can get much more insight about sales and marekting (as well as finance and logistics) about disruptive technologies from Clayton Christensen's excellent "The Innovator's Dilemma". You can learn more about marketing segmentation and network effects from Shapiro and Varian's "Information Rules". I might be biased as both a techie and a recovering academic, but I liked the more heavily researched, serious case-study orientation as well as the precise, restrained, academic tone of these two books from business professors. On the other hand, Moore's book gives you an excellent feel for the seat of the pants consulting and hype side of the business world, which itself is a useful education.
    Moore's book is breezy and highly readable. This is great can't-sleep-on-the-airplane material. And two good ideas are more than you get out of most pop business books.
    187 people found this helpful
    Report
  • Reviewed in the United States on February 18, 2010
    This book is about market segmentation and the challenge of retargeting a business from early adopters to mainstream buyers. I have seen businesses fail because of insufficient market segmentation, including my own business. One company I once worked for had about 30 software products (acquired through mergers) and perhaps $100M/year in revenue, but did not distinguish in its catalogs, presentation, or sales force training, between mainstream products and experimental (buggy) early adopter products. Within a year they had failed. If they understood this book they would still be around.

    If I had read this book ten years earlier I would be much wealthier than I am today. The book is packed with examples, strategies, tactics and marketing insights which are not easily sumarized in a brief review. It is a pleasure to read and will withstand several re-readings. I highly recommend it to any businessperson, engineer, entrepreneur or investor.
    2 people found this helpful
    Report
  • Reviewed in the United States on September 10, 2012
    Before I get to the praise -- and there is praise -- it is important to realize that this book was last updated in 1998. Some of the examples might be software you have never heard of because they didn't become "household names" even if they were wildly successful in 1998.

    It doesn't matter. It's still amazing.

    This book is a classic for a reason. Well-written, organized simply, very easy to follow and understand, and contains a mountain of experience and insight, all boiled down into something anyone can digest.

    I read this book over a few 1-hour flights, and afterward I went back through it and made notes. I was able to apply some lessons to a real-life plan immediately after reading.

    Highly recommended.
  • Reviewed in the United States on February 10, 2014
    What I do know is that book addresses a classic issue - that of how to build towards acceptance.
    Very topical for us at this stage.
    Looking forward
    Paul Pretorius

Top reviews from other countries

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  • Chetan
    5.0 out of 5 stars A very good read for Product Marketing Managers
    Reviewed in India on December 3, 2022
    Though this book is for tech marketing, I could relates lots of things to other industries as well that includes product development and launch.
  • ariel
    5.0 out of 5 stars Five Stars
    Reviewed in Canada on January 21, 2015
    A classic.
  • Silvio Carvalhar
    5.0 out of 5 stars Muito bom!
    Reviewed in Brazil on April 3, 2021
    Excelente livro
    Report
  • Philippe Buschini
    5.0 out of 5 stars Véritable bible d'informations pour les startupeurs (et les autres)
    Reviewed in France on June 21, 2011
    « Crossing the chasm », que l'on peut traduire en français par « franchir le gouffre », fait partie de ces livres intemporels qu'il est impératif de connaître. Même 20 ans après sa parution (il n'a bizarrement jamais été traduit en français'), ses concepts marketing sont toujours autant d'actualité et ceux qui les ont ignorés le paient chèrement'

    Geoffrey Moore, ancien consultant au sein du McKenna Group, constate qu'une entreprise lançant un produit innovant ou disruptif traverse un parcours quasi banalisé :

    - Cela commence par un certain succès, les ventes commencent à décoller, l'euphorie se poursuit lorsqu'elle signe quelques contrats avec quelques gros clients.
    - Arrive l'heure des investissements pour une croissance forte' Mais alors que le décollage semble inéluctable, la progression des ventes stagne puis chute radicalement, entraînant souvent la mort prématurée de l'entreprise ou sa restructuration forcée.

    Ce scénario catastrophe n'est pas l'apanage exclusif des startups, nombre de sociétés « établies » qui étaient en transition de phase l'ont connu avec des conséquences plus ou moins graves !

    Ce constat va permettre à Geoffrey Moore de déduire le cycle d'adoption des innovations en 5 étapes :

    1) Les « Innovators » (précurseurs ou techno-enthousiastes)
    2) Les « Early Adopters » (adopteurs précoces ou stratégiques)
    3) La « Early Majority » (majorité avancée)
    4) La « Late Majority » (majorité tardive)
    5) Les « Laggards » (retardataires)

    Lorsque l'on analyse plus précisément le cycle d'adoption des innovations, on s'aperçoit qu'entre le segment des « Innovators / Early Adopters » et celui de la « Early/Late Majority » il n'y a pas une continuité, mais un véritable gouffre (le « chasm ») excessivement compliqué à franchir sans une stratégie ad hoc.

    En effet le mode d'achat de la « Early/Late Majority » repose quasi exclusivement sur le principe des références à d'autres acheteurs, et pas n'importe lesquelles ! Ce segment ignore les populations « Innovators » et « Early Adopters » qu'il considère comme des inconscients prenant des risques inconsidérés à choisir une technologie produite par une société n'ayant pas de références établies. Leur credo : n'acheter qu'aux leaders du marché pour diminuer les risques (risques souvent évalués sur le fait qu'en cas de pépin, l'acheteur pourrait perdre son job). C'est ici que Geoffrey Moore intervient en énonçant une stratégie très simple : mieux vaut être gros sur un marché minuscule que petit sur un gros marché !

    Pour cela, il nous propose de réinventer notre stratégie en réduisant à l'extrême prétentions et marché (opération beaucoup plus compliquée qu'il n'y paraît') et de se limiter au départ à l'exploration d'un micromarché dans lequel le produit ou le service obtiendra une valeur ajoutée très significative, voire unique.

    L'entreprise aura ainsi plus de facilité à cibler ses premiers clients caractérisés par des besoins précis et identiques. Ce recentrage permet de se servir efficacement de ses premières ventes comme des références solides auprès des autres clients de ce groupe. Très rapidement il faudra, parmi ses premières ventes, identifier le (ou les) client(s) phare, celui qui vous apportera l'image de leader tant convoité.

    Fort des premiers succès, il est impératif de conserver le focus et d'explorer complètement ce micromarché pour devenir incontournable et toucher la « Early/Late Majority » propre à ce segment. Dès que ces segments de population sont atteints, ne pas s'attarder sur celui des « Laggards » (retardataires) mais ouvrir son marché en choisissant un autre micromarché et continuer ainsi jusqu'à ce qu'une taille critique globale permette de s'établir sur un marché plus vaste.
  • Reto, Schweiz
    5.0 out of 5 stars Eines der besten Bücher zum Thema
    Reviewed in Germany on February 8, 2013
    Moores Crossing the Chasm ist ein Must Read für jeden Produktverantwortlichen, der ein neues Hightech Produkt auf dem Markt platzieren muss.