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 | Welcome to the Chasm Forum Community.
This is the place to discuss any and all things related to the marketing of disruptive innovations. Maybe you've read some of Geoffrey Moore's books, perhaps you participated in a Chasm Institute program, or maybe you're just curious and want to learn more. We invite you to join us, and become an active participant. Anyone can read the forums, but to post or start a new thread you will need to register and log in. |
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| Help Us Improve Chasm Forum
Are there other topics that would be of interest? What else could we do to make Chasm Forum more helpful to you? |
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| The Early Market
Customers are visionaries under the influence of technology enthusiasts. Each new deal is greeted with enthusiasm. Product is still immature. Whole product has to be built from scratch for each customer, including a significant amount of “special work” unique to that customer’s requirements. |
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| Crossing the Chasm
Early market commitments now absorb all discretionary resources such that you cannot offer any more “specials” to visionaries. Pragmatists, however, do not see the references nor the evidence of a whole product that would make you a safe buy. Sales cycles are extended, and most that do close are for pilot projects. |
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| The Bowling Alley
Product is endorsed by pragmatist customers within the confines of one or more niche markets. Sales cycles within these confines are predictable with good margins. Outside these confines, there are only opportunistic sales, often at significant discount. |
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| Inside the Tornado
The mainstream marketplace has taken off. Virtually any vendor who can supply this category of product can sell it. A fierce market share war has developed, and price discounting is vicious. A market leader has emerged, establishing the de facto standards, and this company gets much better margins than the competition. |
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| On Main Street
The hyper-growth era is over. Market growth slows down as the market saturates. To expand further some competitors are now modifying their “standard offerings” to appeal to niche markets. Other competitors compete on price alone. The market leader still gets a margin premium but is under pressure to reduce price. |
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| Total Assimilation
The product is either so pervasive that it is no longer being adopted for the first time, or is being replaced by a newer technology. |
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| Clean Tech
What are the categories in clean tech, and where are they in the Technology Adoption Life Cycle? |
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| Life Sciences
What are the categories in life sciences, and where are they in the Technology Adoption Life Cycle? |
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| Web 2.0
What are the categories in Web 2.0, and where are they in the Technology Adoption Life Cycle? |
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| SaaS
What are the categories in SaaS, and where are they in the Technology Adoption Life Cycle? |
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| Consumer Technology Products
What are the categories in consumer technology products, and where are they in the Technology Adoption Life Cycle? |
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| Crossing the Chasm
Marketing and Selling High-Tech Products to Mainstream Customers, by Geoffrey A. Moore |
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| Inside the Tornado
Strategies for Developing, Leveraging and Surviving Hypergrowth Markets, by Geoffrey A. Moore |
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| Dealing with Darwin
How Great Companies Innovate at Every Phase of their Evolution, by Geoffrey Moore |
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