The bible for bringing cutting-edge products to larger markets--now revised and updated with new insights into the realities of high-tech marketing

In Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle--which begins with innovators and moves to early adopters, early majority, late majority, and laggards--there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.

This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.

In this, the second of Geoff Moore's classic three-part marketing series, Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market. Updated for the HarperBusiness Essentials series with a new author's note.

Once a product "crosses the chasm" it is faced with the "tornado," a make or break time period where mainstream customers determine whether the product takes off or falls flat. In Inside the Tornado, Moore details various marketing strategies that will teach marketers how reach these customers and how to take advantage of living inside the tornado in order to reap the benefits of mainstream adoption.

From the world's leading high-tech strategist comes the definitive road map to help established companies create next-generation growth.

Geoffrey Moore's now-classic Crossing the Chasm became a must-read book by presenting an innovative framework to address the make-or-break obstacle facing all high-tech companies: how to gain market share from early adopters and from mainstream consumers.

Based on twenty years' experience advising the top leaders of many of the world's most successful enterprises, Moore's Escape Velocity offers a pragmatic plan to engage the most critical challenge that established enterprises face in the twenty-first-century economy: how to move beyond past success and drive next-generation growth from new lines of business.

As he worked with senior management teams, Moore repeatedly found that executives were trapped by short-term performance-based compensation schemes. The result was critical decision-makers overweighting their legacy commitments, an embarrassingly low success rate in new-product launches, and a widespread failure to sustain any kind of next-generation business at scale.

In Escape Velocity, Moore presents a cogent strategy for generating future growth within an established enterprise. Organized around a hierarchy of powers--category power, company power, market power, offer power, and execution power--this insightful work shows how each level of power can be orchestrated to achieve overall success. Moore explains

how to use mergers and acquisitions as well as organic innovation to systematically migrate an enterprise's portfolio out of lower-growth and into higher-growth categories;

how to reallocate resources across an enterprise in deliberately asymmetrical ways to create a powerful and sustainable foundation for a long-term competitive advantage;

how to leverage target-market initiatives as accelerants to growth and as stepping-stones to broad overall category success;

how to create unmatchable offerings by being swift to neutralize competitors' innovations and laser-focused on driving in-house innovations to make a business impervious to competitors;

how to fundamentally change the execution cadence of an organization, pushing change from innovation to broad deployment, creating an irreversible tipping point along the way.

Drawing from thousands of hours spent face-to-face with CEOs and their teams, Moore presents case examples and best practices. While his experience is deeply rooted in the high-tech sector, his models and techniques apply well beyond this arena, including to the public sector.

At a time when the world is looking to established enterprises for growth and stability, Moore's analysis is penetrating and his prescriptions are right on the mark. Escape Velocity gives executives and their teams a practical way forward to take advantage of the opportunities amid industry and economic disruptions.

"Using The Chasm Group's models, BEA had become the fastest software company in history to reach $1 billion in revenue. The Chasm Companion provides the insights that will help someone else beat our record." William T. Coleman III, Founder, Chairman, & Chief Strategy Officer, BEA Systems, Inc.
"Paul Wiefels offers up a comprehensive marketing toolkit. His knowledge of what's worked and what hasn't is a must read for every marketing manager embarking into uncharted territory." Gary Elliottt, Vice President, Global Brand and Marketing Communications, Hewlett-Packard
"This is the must-have high-tech business survival guide for our new century." Steve Hayden, Vice Chairman, Ogilvy Worldwide
"The Chasm Companion is an outstanding guide for anyone facing the challenge of how to execute a successful marketing campaign for a high-tech product or service." Tom Kosnik, Ph.D., Consulting Professor, Stanford Technology Ventures Program

Exploring how and why online forums such as Facebook, Twitter, and blogs have gained such popularity--and credibility--with consumers, this practical guide offers proven strategies for organizations to leverage these new internet-based social media outlets. The differences between traditional and new media are explored, as are simple ways business owners and marketers can use these new resources to communicate with their customers. Practical tips on gaining the attention of and interacting with influential bloggers, the pros and cons of creating a company blog, guerilla marketing on the internet, and restructuring marketing expectations are also discussed.

Moore entwirft eine neue Management-Agenda fur das Internet-Zeitalter. Ein brillantes Navigationssystem, um die Tanker der Old Economy erfolgreich durch das Minenfeld der Dot.coms zu steuern.

Here is the bestselling guide that created a new game plan for marketing in high-tech industries. Crossing the Chasm has become the bible for bringing cutting-edge products to progressively larger markets. This edition provides new insights into the realities of high-tech marketing, with special emphasis on the Internet. It's essential reading for anyone with a stake in the world's most exciting marketplace.

Eine umsetzbare, revolutionare Sicht auf das Marktgeschehen. manager magazin Das Tornado-Phanomen zeigt, welche Strategien erforderlich sind, um im Aufwind des Hyper-Wachstums schnellebiger Markte die Marktfuhrerschaft zu ubernehmen. Durch einen Blick hinter die Kulissen erfahrt der Leser, wie bedeutende Unternehmen zu Marktfuhrern wurden. Das Tornado-Phanomen beschreibt am Beispiel der High-Tech-Industrie drei aufeinanderfolgende Phasen schnellebiger Markte mit kurzen Produktlebenszyklen: vom Nischenmarkt uber den Massenmarkt mit Hyper-Wachstum und hohen Profiten zur Phase der individuellen Kundenausrichtung. Geoffrey A. Moore veranschaulicht die Dynamik dieser Marktstadien anhand fuhrender Unternehmen wie Hewlett-Packard, Microsoft, Intel und Sybase. Im einzelnen analysiert er die Auswirkungen auf strategische Allianzen, Wettbewerbsvorteile, Positionierung und Unternehmensorganisation.

The Darwinian struggle of business keeps getting more brutal as competitive advantage gaps get narrower and narrower. Anything you invent today will soon be copied by someone elseaprobably better and cheaper.
Many companies thrive during the early stages of their life cycle, only to fall slack during periods of inertia and die out while others surge ahead. But as Geoffrey Moore shows, some notable companies have figured out how to deal with Darwin in their mature yearsamaking changes on the fly while fending off challenges from every quarter.