Crossing the Chasm - Marketing and Selling Disruptive Products to Mainstream Customers
How much do I want to read more? 7/10
A nice book of reference about marketing.
The adoption life cycle is well explained. It's interesting to see the different psychological profile of each population group of the bell curve.
On the other side, this book seems to be more about the "big picture", how to grow a marketing from the beginning to the end of a product's life, with dealing with all of those groups of population.
When the book was under negociation, the publisher and I agreed that if it sold more than 5,000 copies, it would be doing well.
By the end of the decade, it had sold more than 300,000 copies since its first publication in 1991.
Part One - Discovering the chasm
Introduction - If Mark Zuckerberg can be a billionaire
From a song: "If Troy Donahue can be a movie star, then I can be a movie star."
The most-features rich product is not the winner. Is the winner the one with the best marketing?
Crossing the chasm must be the primary focus on any long-term marketing plan.
The gap between these two markets is so significant it can be called a chasm:
an early market dominated by few visionary customers
a mainstream market dominated by a large block of customers who are predominantly pragmatists.
1 - High-tech marketing illusion
Considering electric cars are like any other, except they are quieter and better for the environment, the question is "When are you going to buy one?"
The technology adoption life cycle
Any time we are introduced to products that require us to change our current mode of behavior (discontinuous, or disruptive innovations).
The model describes the market penetration of any new technology products in term of a progression in the types of customers it attracts throughout its useful life.
Each group represents a unique psychographic profile - a combination of psychology and demographics - that makes its marketing response different from those of the other groups.
Understanding each profile and its relationship to its neighbors provides a critical foundation for high-end marketing overall.
Pursue new technology products aggressively. Technology is a central interest in their life.
They purchase simply for the pleasure of exploring the new device's properties.
Unlike innocators, they are not technologists. They find it easy to imagine, understand and appreciate the benefits of a new technology.
They rely on their own intuition and vision.
They relate with technology but they are driven by a strong sense of practicality. They filter, wait and see how other people are making out before they buy themselves.
Not so comfortable with their ability to handle new technology. As a result they wait until it has become an established standard. They want to have lots of support from established companies.
They simply don't want to do with new technology, for personal or economic reasons. They only go for it when it's deeply burried inside another product they are already using.