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Crossing the Chasm: Marketing and selling high-tech products to mainstream customers (Преодоление разрыва: маркетинг и продажа высокотехнологичных товаров массовому потребителю)

Опубликовано на портале: 30-10-2003
USA: Harper Business, 1999
Тематический раздел:
Every year, according to high-tech marketing expert Geoffrey Moore, millions of dollars invested in high-tech entrepreneurial ventures are lost trying to "cross the chasm" from early market success to mainstream market leadership. Moore, President of Geoffrey Moore Consulting, identifies and addresses the key challenges facing such ventures. Targeted at venture capitalists, product managers, and tech marketers, Moore's book identifies a fundamental flaw in the standard high-tech marketing model, which postulates smooth sales growth through a series of well-defined, ever-larger markets. In fact, says Moore, there are really two, fundamentally separate phases in the development of any high-tech market: an early phase that builds from a few, highly visible, visionary customers; and a mainstream phase, where the buying decisions fall predominantly to pragmatists. Transitioning between these two phases is anything but smooth, and confidently assuming that success in the early market will translate into mainstream success is the fatal error that causes so many high-flying start-ups to crash into the chasm. Moore's book presents specific strategies in marketing and all other areas of the business to help technology companies cross this critical chasm successfully. Moore provides an invaluable service to high-tech entrepreneurs and investors: he has identified the weak link in the marketing chain which makes the success of such ventures so unpredictable, and he outlines proven, specific techniques to address this challenge.

Почему огромное количество венчурных компаний, работающих в сфере высоких технологий, добиваются успеха на ранней стадии развития технологии/высокотехнологичного продукта, обслуживая потребителей-новаторов, но так и не достигают лидирующих позиций на массовом рынке ? В своей книге автор идентифицирует и подробно описывает основные проблемы и задачи, стоящие перед такими компаниями. Moore показывает, что развитие любого рынка высоких технологий проходит две базовые стадии (на первой компания работает с потребителями-энтузиастами, для которых главное – технология; на второй – с потребителями-прагматиками, для которых главное – удобство), и поэтому попытки перенесения удачного опыта завоевания потребителей-энтузиастов на вторую стадию приводят к провалам. Книга адресована всем стейкхолдерам: от инженеров до директоров венчурных компаний, заинтересованным в том, чтобы их компания удачно преодолела разрыв между первой и второй стадиями.


Crossing the Chasm (1991) and Inside the Tornado (1995) should be read in combination. Having just re-read both, I consider them even more valuable now than when they were first published. Chasm "is unabashedly about and for marketing within high-tech enterprises." It was written for the entire high tech community "to open up the marketing decision making during this [crossing] period so that everyone on the management team can participate in the marketing process." In Chasm, Moore isolates and then corrects what he describes as a "fundamental flaw in the prevailing high-tech marketing model": the notion that rapid mainstream growth could follow continuously on the heels of early market success.
In his subsequent book, Inside the Tornado, Moore's use of the "tornado" metaphor correctly suggests that turbulence of unprecedented magnitude has occurred within the global marketplace which the WWW and the Internet have created. Moreover, such turbulence is certain to intensify. Which companies will survive? Why? I have only one (minor) quarrel with the way these two books have been promoted. True, they provide great insights into marketing within the high technology industry. However, in my opinion, all e-commerce (especially B2B and, even more importantly, B2B2C) will be centrally involved in that industry. Moreover, the marketing strategies suggested are relevant to virtually (no pun intended) any organization -- regardless of size or nature -- which seeks to create or increase demand for what it sells...whatever that may be. I consider both books "must reading." Those who share my high regard for one or both are strongly urged to read Moore's more recent business classic, Living on the Fault Line.

Robert Morris,
Dallas, Texas

Part 1. Discovering the Chasm
Part 2. Crossing the Chasm