Crossing the chasm

Auteur : Geoffrey A. Moore

Édition : HarperBusiness 1999 (revised edition)

ISBN : 0066620023

Plutôt qu'un long commentaire, voici un résumé de ce classique du marketing des nouvelles technologies.

Technology Adoption Life Cycle

Innovators: The Techonology Enthusiasts

truth
knowledgeable person to answer
non-disclosure agreement
cheap or not their concern
direct response advertising (email)
communicate horizontally

Early Adopters: The Visionaries

personnal recognition and reward
breakthrough
least price-sensitive
project (pilot, phases, milestones)
hurry (windows of upportunity)
state of the art
concrete return to celebrate

Early Majority: The Pragmatists

percentage improvements
risk averse
company, quality, infrastructures, interfaces, reliability
industry standards
vertically oriented
loyal
few distribution channels (VAR)
competition of leaders (aftermarket)
reasonably price-sensitive
industry-specific conferences
articles in magazines

Late Majority: The Conservatives

preassembled packages
discounted prices
single function
customer service
add-on offers
design do-it-yourself service into the product

Laggards: The Skeptics

neutralize their influence
whole product solution
flexibility and adaptability

Market (Segment)

a set of actual or potential customers
for a given set of products or services
who have a common set of needs or wants,and
who reference each other when making a buying decision

The D-Day Analogy

market-driven / sales-driven
big fish, small pond
chasm-crossing target according the amount of pain they cause

Target-customer characterization

end user, technical user, economic buyer
business markets: industry, geography, department, job title
consumer market: age, sex, economic status, slial group
before: situation, desired outcome, attempted approach, interfering factors, economic consequences
after: new approach,enabling factors, economic rewards

Market Development Strategy

target customer, compelling reason to buy, whole product, partners and allies, distribution, pricing, competition, positioning, next target customer

Whole Product Planning

Generic Product, Additional Software, Additional Hardware, System Integration, Installation and Debugging, Cables, Training and Support, Standards and Procedures
Fill by you or partners
Review the simplicity
Review from each participant's point of view
Develop relationships slowly
Bottom up with large partners, top down with small ones
Use formalized relationships for communication only
With very large partners, focus on the district office

Competition

In the pragmatists' view, competition is a fundamental condition for purchase

The Competitive-Positioning Compass:
Specialist/Generalist
Skeptics/Supporters

Communication

Technology Enthusiasts: Technology (architecture, schematics, demos, trials, technology press coverage, guru endorsements)
Visionaries: Product (benchmarks, product reviews, design wins, initial sales volumes, trade press coverage, visionary endorsements)
Pragmatists: Market (market share, third party support, standards certification, applications proliferation, vertical press coverage, industry analyst endorsements)
Conservative: Company (revenues and profits, strategic partners, top tier customers, full product line, business press coverage, financial analyst endorsements)

Positioning

Name it and frame it
Who for and what for
Competition and differentiation
Financials and futures

Claim, Evidence, Communications, Feedback and adjustment

For (target customer - beachhead segment only)
Who are dissatisfied with (the current market alternative)
Our product is a (new product category)
That provides (key problem-solving capability).
Unlike (the product alternative),
We have assembled (key whole product features for your specific application).

Distribution

direct sales
two-tier retail
one-tier retail
Internet retail
two-tier value-added reselling
national roll-ups
Original Equipment Manufacturers
systems integrators

cotation : 4/5

- Jean-Philippe Papillon, février 2001