The document discusses Geoffrey Moore's technology adoption life cycle model and strategies for high-tech companies to cross the "chasm" between early adopters and the mainstream market. It outlines the challenges of disruptive innovation including high risk and low data. The life cycle model includes innovators, early adopters, early majority, late majority, and laggards. To cross the chasm, companies should target an initial "beachhead" segment and provide a "whole product" solution. For B2C markets, companies should focus on acquiring, engaging, converting, and enlisting users to achieve viral growth and reach the "tornado phase". For B2B, targeting flagship customers pre-chasm and compelling use cases post

1. Crossing the Chasm
What’s New? What’s Not?
MDV Executive Forum
February 11, 2014

2. Disruptive Innovation
What Makes High-Tech Marketing Different?
• High Risk
• Unproven products and promises
• Incompatible and incomplete infrastructure
• Social resistance to change
• Low Data
• No product history
• No company track record
• No best practices
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3. The Technology Adoption Life Cycle
The Challenge Facing Every Disruptive Innovation
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4. Innovators - Technology Enthusiasts
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5. Early Adopters - The Visionaries
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6. Early Majority - Pragmatists
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7. Late Majority - Conservatives
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8. Laggards - Skeptics
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9. How High-Tech Markets Develop
The Technology Adoption Life Cycle
MAIN
STREET
TORNADO
EARLY
MARKET
CHASM
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BOWLING
ALLEY

10. Life-Cycle Metrics that Matter
Tracking Performance Relative to the Chasm
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Early Market
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One or more flagship customers making big-bet commitments
In the Chasm
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Cannot support yet another big-bet commitment
Pragmatists still holding back from entering the market
Taking the Beachhead
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Nailed a high-pain segment-specific use case
Getting strong word-of-mouth support within target segment
In the Bowling Alley
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Inside the Tornado
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Additional use cases coming on board, viral in adjacent segments
Horizontal “killer app” -- hyper-growth in the category
On Main Street
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Hyper-growth subsides – pecking order established
Customers seek sustaining innovation going forward

11. Crossing the Chasm
Two Key Principles
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Target a “beachhead” segment
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Niche market with an intractable problem, not solvable by conventional means
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Process owner is under pressure to find a solution
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Highly focused approach to “rekindling the flame”
Pragmatists are willing to consider disruptive approach
Commit to provide the “whole product”
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Complete solution to the intractable problem
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Typically involves products and services from partners and allies
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Bring all the ingredients with you
Lead vendor takes responsibility for ensuring customer success

12. Crossing the Chasm
What’s New? End User IT!
• Digital Services
• Light to deploy, focus on user experience
• The Lean Start-Up
• Minimum viable product, rapid agile learning
• In consumer use cases, leap to the tornado
• Critical Success Factors: The Four Gears
• Acquire
• Engage
• Convert
• Enlist
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13. Tipping Point for B2C Markets
The Four Gears Model
Power
Gear
+ = Virality
o = Retention
- = Churn
Performance
Gear
ACQUISITION
ENLISTMENT
Starter
Motor
CONVERSION
Performance
Gear
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ENGAGEMENT
Power
Gear

14. Four-Gears Metrics that Matter
Tracking Performance Relative to the Tornado
• Acquire
• Rate of gaining new users
• Engage
• Average length, depth, and frequency of user engagement
• Convert
• Percentage of total users that participate in business model
• Enlist
+ Virality (New customers coming from existing customers – high NPS)
- Churn (Existing customer defecting – “de-enlisting” –low NPS)
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15. Slowest Gear Theory
• Thesis
• Prior to the tornado
• At any given point in time
• One of the four gears is slowing the other three down
• Actions Required
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Identify the slowest gear
Focus everyone on speeding it up
Maintain attention on the other three gears
Repeat every quarter until
The tornado happens
Or you run out of gas

16. Crossing the Chasm
What’s Not New? Enterprise IT!
• Taking the Enterprise Digital
• Heavy to deploy, focus on end-to-end systems
• Crossing the Chasm
• Minimum viable whole product (add partners and allies)
• Bowling alley strategy
• Critical Success Factors
• Pre-chasm
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Breakthrough projects with top-tier customers
• Post-chasm
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High value use cases with compelling reasons to buy

17. Target Market Initiative Framework
A Checklist for Crossing the Chasm Planning
Key sponsor
1. Target Customer
2. Compelling Reason to Buy Key motive
Complete solution
3. Whole Product
4. Partners and Allies
Manages sales &
fulfillment complexity
5. Sales Channel
6. Pricing
Legitimate alternatives
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Maps to all the above
7. Competition
8. Positioning
Next growth segment
Fill in the gaps
9. Next Target
Core differentiation

18. The New Examples
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Salesforce
VMware
Aruba
Lithium
Rocket Fuel
Infusionsoft
Mozilla
Box
Workday
Target Market
Target Market
Whole Product
Whole Product
Partners & Allies
Partners & Allies
Partners & Allies
Positioning
Positioning

19. New Examples from the Room
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20. Key Takeaways
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21. Thank You
gmoore@geoffreyamoore.com
twitter.com/geoffreyamoore
http://linkd.in/YnBwig
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