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Crossing the Chasm What’s New? What’s Not?

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  • Crossing the Chasm

    What’s New? What’s Not?

  • Disruptive InnovationWhat 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

    2

  • The Technology Adoption Life CycleThe Challenge Facing Every Disruptive Innovation

    3

  • Innovators - Technology Enthusiasts

    4

  • Early Adopters - The Visionaries

    5

  • Early Majority - Pragmatists

    6

  • Late Majority - Conservatives

    7

  • Laggards - Skeptics

    8

  • How High-Tech Markets DevelopThe Technology Adoption Life Cycle

    9

    CHASM

    EARLY

    MARKET

    TORNADO

    BOWLING

    ALLEY

    MAIN

    STREET

  • Life-Cycle Metrics that MatterTracking Performance Relative to the Chasm

    • Early Market

    • One or more flagship customers making big-bet commitments

    • In the Chasm

    • Cannot support yet another big-bet commitment

    • Pragmatists still holding back from entering the market

    • Taking the Beachhead

    • Nailed a high-pain segment-specific use case

    • Getting strong word-of-mouth support within target segment

    • In the Bowling Alley

    • Additional use cases coming on board, viral in adjacent segments

    • Inside the Tornado

    • Horizontal “killer app” -- hyper-growth in the category

    • On Main Street

    • Hyper-growth subsides – pecking order established

    • Customers seek sustaining innovation going forward

    10

  • Crossing the ChasmTwo Key Principles

    • Target a “beachhead” segment

    • Highly focused approach to “rekindling the flame”

    • Niche market with an intractable problem, not solvable by conventional means

    • Process owner is under pressure to find a solution

    • Pragmatists are willing to consider disruptive approach

    • Commit to provide the “whole product”

    • Bring all the ingredients with you

    • Complete solution to the intractable problem

    • Typically involves products and services from partners and allies

    • Lead vendor takes responsibility for ensuring customer success

    11

  • Crossing the ChasmWhat’s New? End User IT!

    12

    • 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

  • 13

    ENLISTMENT ACQUISITION

    ENGAGEMENTCONVERSION

    Starter

    Motor

    + = Virality

    o = Retention

    - = Churn

    Tipping Point for B2C MarketsThe Four Gears Model

    Performance

    Gear

    Performance

    Gear

    Power

    Gear

    Power

    Gear

  • Four-Gears Metrics that MatterTracking 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)

    14

  • 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

    • 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

    15

  • Crossing the ChasmWhat’s Not New? Enterprise IT!

    16

    • 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

    ─ Breakthrough projects with top-tier customers

    • Post-chasm

    ─ High value use cases with compelling reasons to buy

  • 1. Target Customer

    2. Compelling Reason to Buy

    3. Whole Product

    4. Partners and Allies

    5. Sales Channel

    6. Pricing

    7. Competition

    8. Positioning

    9. Next Target

    Key sponsor

    Complete solution

    Manages sales &

    fulfillment complexity

    Legitimate alternatives

    Next growth segment

    Key motive

    Fill in the gaps

    Maps to all the above

    Core differentiation

    Target Market Initiative FrameworkA Checklist for Crossing the Chasm Planning

    17

  • The New Examples

    • Salesforce

    • VMware

    • Aruba

    • Lithium

    • Rocket Fuel

    • Infusionsoft

    • Mozilla

    • Box

    • Workday

    18

    Target Market

    Target Market

    Whole Product

    Whole Product

    Partners & Allies

    Partners & Allies

    Partners & Allies

    Positioning

    Positioning

  • 19

    New Examples from the Room

  • 20

    Key Takeaways

  • [email protected]

    twitter.com/geoffreyamoore

    http://linkd.in/YnBwig

    21

    Thank You