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Geoff Moore -crossing the chasm for ProductX.org
- 1. Crossing the Chasm What’s New? What’s Not? Israeli Product Excellence Association Podcast, May 12, 2014
- 2. Time RevenueGrowth Growth Market Mature Market Declining Market Indefinitely elastic middle End of Life Fault Line! E DCBA Technology Adoption Life Cycle 2 Prolog: Category Maturity Life Cycle Putting Technology Adoption in Perspective Emerging Market (pre-Tornado)
- 3. Growth Market Mature Market Declining Market DCB 3 Prolog: Category Maturity Life Cycle The Economics of Category Life Cycles Indefinitely elastic middle
- 4. Growth Market Mature Market Declining Market DCB 4 Prolog: Category Maturity Life Cycle The Economics of Category Life Cycles Secular Growth Capture Market Share Indefinitely elastic middle
- 5. Growth Market Mature Market Declining Market DCB 5 Prolog: Category Maturity Life Cycle The Economics of Category Life Cycles Secular Growth Capture Market Share Cyclical Growth Make Money Indefinitely elastic middle
- 6. Growth Market Mature Market Declining Market DCB 6 Prolog: Category Maturity Life Cycle The Economics of Category Life Cycles Secular Growth Capture Market Share Cyclical Growth Make Money Secular Decline Find an Exit Indefinitely elastic middle
- 7. Technology-Enabled Business Models Sources of Disruption for this Decade • Eating other people’s lunch • Software eats hardware • Op ex eats cap ex • Services eat products 7
- 8. Technology-Enabled Business Models Sources of Disruption for this Decade • Eating other people’s lunch • Software eats hardware • Op ex eats cap ex • Services eat products • Leveraging next-generation technology • Social • Mobile • Analytics • Cloud 8
- 9. Marketing Disruptive Innovation What Makes High-Tech Marketing Different? • High Risk • Unproven products and promises • Incompatible and incomplete infrastructure • Social resistance to change 9
- 10. Marketing 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 10
- 11. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 11
- 12. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 12
- 13. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 13
- 14. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 14
- 15. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 15
- 16. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation 16
- 17. Innovators - Technology Enthusiasts 17
- 18. Innovators - Technology Enthusiasts • Primary Motivation: • Learn about new technologies for their own sake • Key Characteristics: • Strong aptitude for technical information • Like to alpha test new products • Can ignore the missing elements • Do whatever they can to help • Challenges: • Want unrestricted access to top technical people • Want no-profit pricing (preferably free)
- 19. Early Adopters - The Visionaries 19
- 20. Early Adopters - The Visionaries • Primary Motivation: • Gain dramatic competitive advantage via revolutionary breakthrough • Key Characteristics: • Great imaginations for strategic applications • Attracted by high-risk, high-reward propositions • Will commit to supply the missing elements • Perceive order-of-magnitude gains — so not price-sensitive • Challenges: • Want rapid time-to-market • Demand high degree of customization and support
- 21. Early Majority - Pragmatists 21
- 22. Early Majority - Pragmatists • Primary Motivation: • Gain productivity improvements via evolutionary change • Key Characteristics: • Astute managers of mission-critical applications • Understand real-world issues and tradeoffs • Focus on proven applications • Like to go with the market leader • Challenges: • Insist on good references from trusted colleagues • Want to see the solution in production at the reference site
- 23. Late Majority - Conservatives 23
- 24. Late Majority - Conservatives • Primary Motivation: • Just stay even with the competition. • Key Characteristics: • Better with people than technology • Risk averse • Price-sensitive • Highly reliant on a single, trusted advisor • Challenges: • Need completely pre-assembled solutions • Would benefit from value-added services but do not want to pay for them
- 26. Laggards - Skeptics • Primary Motivation: • Maintain status quo. • Key Characteristics: • Good at debunking marketing hype • Disbelieve productivity-improvement arguments • Believe in the law of unintended consequences • Seek to block purchases of new technology • Challenges: • Not a customer • Can be formidable opposition to early adoption
- 27. How High-Tech Markets Develop The Technology Adoption Life Cycle 27
- 28. How High-Tech Markets Develop The Technology Adoption Life Cycle 28
- 29. How High-Tech Markets Develop The Technology Adoption Life Cycle 29 EARLY MARKET
- 30. How High-Tech Markets Develop The Technology Adoption Life Cycle 30 EARLY MARKET CHASM
- 31. How High-Tech Markets Develop The Technology Adoption Life Cycle 31 CHASM EARLY MARKET BOWLING ALLEY
- 32. How High-Tech Markets Develop The Technology Adoption Life Cycle 32 CHASM EARLY MARKET BOWLING ALLEY TORNADO
- 33. How High-Tech Markets Develop The Technology Adoption Life Cycle 33 CHASM EARLY MARKET BOWLING ALLEY TORNADO MAIN STREET
- 34. The Early Market Tesla Google glasses 3-D Printers Self-Driving Cars
- 35. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer
- 36. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive
- 37. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage
- 38. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus
- 39. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer)
- 40. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic
- 41. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic Value-based, measured by gain
- 42. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic Value-based, measured by gain Other categories
- 43. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic Value-based, measured by gain Other categories Break-through technology
- 44. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic Value-based, measured by gain Other categories Break-through technology Another visionary in a different industry
- 45. Market Dynamics The Early Market Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Project focus Consultants (picked by customer) Direct sales, opportunistic Value-based, measured by gain Other categories Break-through technology Another visionary in a different industry Target market is not under pressure to change
- 46. The Bowling Alley Retail Analytics Advanced Threat Detection Health Care Diagnostics Digital Media Buying
- 47. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer
- 48. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager
- 49. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process
- 50. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus
- 51. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor)
- 52. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market
- 53. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market Value-based, calibrated by pain
- 54. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market Value-based, calibrated by pain Traditional approaches to problem
- 55. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market Value-based, calibrated by pain Traditional approaches to problem Niche market leader
- 56. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market Value-based, calibrated by pain Traditional approaches to problem Niche market leader Adjacent niche market
- 57. Market Dynamics The Bowling Alley Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist business manager Fix a broken business process Solution focus Solution completers (picked by vendor) Direct sales, focused on niche market Value-based, calibrated by pain Traditional approaches to problem Niche market leader Adjacent niche market Target market is under pressure to change
- 58. The Tornado Smart PhonesCloud Computing
- 59. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer
- 60. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager
- 61. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms
- 62. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus
- 63. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services
- 64. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus
- 65. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus Set by market leader
- 66. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus Set by market leader Directly comparable products/services
- 67. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus Set by market leader Directly comparable products/services Market status: Gorilla, Chimp, Monkey
- 68. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus Set by market leader Directly comparable products/services Market status: Gorilla, Chimp, Monkey Adjacent mass market (geographic)
- 69. Market Dynamics The Tornado Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Pragmatist IT manager Keep up with market norms Product focus Compatible products & services Direct & indirect, sales coverage focus Set by market leader Directly comparable products/services Market status: Gorilla, Chimp, Monkey Adjacent mass market (geographic) Target market is under pressure to change
- 70. Main Street Laptops Wireless Networks Flat Panel TVs Projectors
- 71. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer
- 72. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager
- 73. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value
- 74. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus
- 75. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer)
- 76. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus
- 77. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus Set by lowest cost vendor
- 78. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus Set by lowest cost vendor Commodity suppliers
- 79. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus Set by lowest cost vendor Commodity suppliers Established customer relationships
- 80. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus Set by lowest cost vendor Commodity suppliers Established customer relationships Other members of your installed base
- 81. Market Dynamics Main Street Target Customer Compelling Reason to Buy Whole Product Partners and Allies Distribution Channel Pricing Strategy Competition Positioning Next Target Customer Conservative IT manager Lower costs, better value Systems focus Outsourcers (picked by customer) Indirect sales, maintenance focus Set by lowest cost vendor Commodity suppliers Established customer relationships Other members of your installed base Target market is not under pressure to change
- 82. Key Takeaways • Each stage is distinctly different • What causes success in one causes failure in the next • Different playbooks required at different times • Often need to change roles to get the right leader in place • Multiple products at multiple stages • Enterprises must segregate their efforts by life cycle stage • End-to-end alignment is key to success • Must get all players rowing in the same direction 82
- 83. Q & A • How do you deal with the chasm on a limited budget? • How do you recruit an ecosystem to a niche market? • How do social networks affect crossing the chasm? • How do you use this model to do root cause analysis on slow sales? • Other questions? 83