Quotes from Geoffrey A. Moore

When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get. In other words, they are planning on living with this decision personally for a long time to come.

Make something 10 people completely love, not something most people think is pretty good.

The key point is that, in contrast with the technology enthusiast, a visionary focuses on value not from a system's technology per se but rather from the strategic leap forward such technology can enable.

Marketing falls prey to the crack between the technology enthusiast and the visionary by failing to discover, or at least failing to articulate, the compelling application that provides the order-of-magnitude leap in benefits. A

Now if we map the three horizons onto the Growth/Materiality Matrix, we can see how they intersect with portfolio management (see Figure 2.5).

market alternatives call out the budget and thus the market category, and product alternatives call out the differentiation.

Never the standout, they are what makes for the continuity, so that after the star either dies (tragedy) or rides off into the sunset (heroic romance, comedy), they are left to clean up and to answer the inevitable final

The number-one corporate objective, when crossing the chasm, is to secure a distribution channel into the mainstream market, one with which the pragmatist customer will be comfortable. This objective comes before revenues, before profits, before press, even before customer satisfaction. All these other factors can be fixed later - but only if the channel is established.

pragmatists are more interested in the market's response to a product than in the product itself. What

This material focuses primarily on marketing, because that is where the leadership must come from

there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even

Chasm crossing is not the end, but rather the beginning, of mainstream market development.

When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get.

the company may be saying "state-of-the-art" when the pragmatist wants to hear "industry standard.

you get installed by the pragmatists as the leader, and from then on, they conspire to help keep you there.

Entering the mainstream market is an act of burglary, of breaking and entering, of deception, often even of stealth.

customers often bend over backward to give market share leaders second and third chances, bringing cries of anguish from their competitors who would never be granted such grace.

the key to getting beyond the enthusiasts and winning over a visionary is to show that the new technology enables some strategic leap forward, something never before possible, which has an intrinsic value and appeal to the nontechnologist.

By contrast, the early majority want to buy a productivity improvement for existing operations. They are looking to minimize the discontinuity with the old ways. They want evolution, not revolution. They want technology to enhance, not overthrow, the established ways of doing business. And above all, they do not want to debug somebody else's product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base.

The only suitable reference for an early majority customer, it turns out, is another member of the early majority, but no upstanding member of the early majority will buy without first having consulted with several suitable references.

One of the most important lessons about crossing the chasm is that the task ultimately requires achieving an unusual degree of company unity during the crossing period.

definition onto market, which we will define, for the purposes of high tech, as • 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 company failed because its managers were unable to recognize that there is something fundamentally different between a sale to an early adopter and a sale to the early majority, even when the company name on the check reads the same. Thus, at a time of greatest peril, when the company was just entering the chasm, its leaders held high expectations rather than modest ones, and spent heavily in expansion projects rather than husbanding resources.

Surround your disruptive core product, the thing that got you to the dance, with a whole product that solves for the target customer's problem end to end. That will keep you on the dance floor for a long time to come. The