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14 of 15 people found the following review helpful
5.0 out of 5 stars A frighteningly realistic treatment..
I am reading this for the second time, this time much faster thanks to the useful highlighting that I had made in my first reading. Having been through a software development career in several start-ups, and looking back on the not so positive two years of IT economic depression, I find Crossing the Chasm particularly intriguing: The basic idea for a technology company to...
Published on 9 Mar. 2003 by Hari Rajapakshe

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1 of 1 people found the following review helpful
1.0 out of 5 stars Excellent, though not for B2C mass market
Be advised: one star rating is not a reflection of true value of the book. On the contrary, I put it here just as a red light warning sending a signal: this book is written with B2B and B2B only environment in mind. There might be some analogies but very distant and even Moore at some point admits one should be cautious with extending the reasoning behind the book onto...
Published 22 months ago by Mikolaj Pietrzyk


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1 of 1 people found the following review helpful
5.0 out of 5 stars Interesting insights, 14 Jun. 2012
By 
Ahmet Tekelioglu (Istanbul, Turkey) - See all my reviews
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
A valuable guide for startups and companies planning to introduce new products. It explains why a product that works for the first customer doesn't work for the others. It also explains the importance of niche markets.
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3 of 4 people found the following review helpful
5.0 out of 5 stars Helpful Revision of a High-Tech Marketing Classic, 22 July 2004
By 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 127,000 Helpful Votes Globally) - See all my reviews
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
Crossing the Chasm deserves more than five stars for putting "a vocabulary to a market development problem that has given untold grief to any number of high-tech enterprises."
Crossing the Chasm is the most influential book about high technology in the last 10 years. When I meet with CEOs of the most successful high technology firms, this is the book that they always bring up. What most people do not realize is that Geoffrey Moore did an excellent update of the book in a revised edition in 1999. If you liked the original, you will like the revision even more. It contains many better and more up-top-date examples, and explores several new ways that companies have crossed the chasm that he had not yet observed in 1991 when the original came out (such as "piggybacking," the way that Lotus 1-2-3 built from VisiCalc's initial success).
If you plan to work or invest in any high technology companies, you owe it to yourself to read and understand this book. The understanding won't be hard, because the material is clear and well articulated.
The book's focus is on a well-known psychological trait (referred to as Social Proof in Influence by Robert Cialdini). There is a potential delay in people using new things "based on a tendency of pragmatic people to adopt new technology when they see other people like them doing the same." As a result, companies must concentrate on cracking the right initial markets in a segmented way to get lots of references and a bandwagon effect going. One market segment will often influence the next one. Crossing the Chasm is all about how to select and attack the right segments.
Many companies fail because innovators and early adopters are very interested in new technology and opportunities to create setrategic breakthroughs based on technology. As a result, these customers are not very demanding how easy it is to use the new technology. To cross the chasm, these companies must primarily appeal to the "Early Majority" of pragmatists who want the whole solution to work without having to be assembled by them and to enhance their productivity right away. If you wait too long to commercialize the product or service in this way, you will see your sales shrivel after a fast start with the innovators and early adopters.
The next group you must appeal to are the Late Majority, who want to wait until you are the new standard and these people are very price sensitive. Many U.S. high technology companies also fail to make the transitions needed to satisfy this large part of the market (usually one-third of demand). The final group is technology adverse, and simply hopes you will go away (the Laggards).
The book describes its principles in terms of D-Day. While that metaphor is apt, I wonder how well people under 35 know D-Day. In the next revision, I suggest that Desert Storm or some more recent metaphor be exchanged for this one.
The book's key weakness is that it tries to homogenize high technology markets too much. Rather than present this segmentation as immutable, it would have been a good idea to provide ways to test the form of the psychological attitudes that a given company will face.
The sections on how to do scenario thinking about potential segments to serve first are the best parts of the book. Be sure you do these steps. That's where most of the book's value will come for you. Otherwise, all you will have added is a terminology for describing how you failed to cross the chasm.
I also commend the brief sections on how finance, research, and development, and human resources executives need to change their behavior in order to help the enterprise be more successful in crossing the chasm.
After you finish reading and employing the book, I suggest that you also think about what other psychological perceptions will limit interest in and use of your new developments. You have more chasms to cross than simply the psychological orientation towards technology. You also have to deal with the tradition, misconception, disbelief, ugly duckling, bureaucracy, and communications stalls. Keep looking until you have found and dealt with them all!
May you move across the chasm so fast, that you don't even notice that it's there!
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5.0 out of 5 stars I rediscover this book every year, 5 Mar. 2008
By 
Javier Foncillas (London, UK) - See all my reviews
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
If you are looking to launch a new technology consumer product or are thinking about launching a new internet or technology startup, this is the first book you need to read. In a very simple and down to earth way it captures the strategy most succesfull new start-ups have followed to reach critical mass in the consumer market.

I have followed the strategy Moore suggests in several wireless industry launches and it works every time. It is one of the best pieces of marketing advice I have ever received. It is so simple you wonder why everyone is not doing it! Buy this book, you will not regret it.
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5.0 out of 5 stars Moore is still on the money even in today's Web market, 5 Jun. 1997
By A Customer
Written in the early 90's, Crossing the Chasm's truths are still pure gold for start-ups in today's Web marketplace.
Moore seems to be describing marketing strategies for ISV's. His vertical-first approach fits more for a startup that wants to be the next SAP rather than the next Intel.
A must read for anyone in High-Tech marketing.
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3.0 out of 5 stars Good book, 12 Sept. 2013
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
It is a great book in some respects - particularly, the idea that many businesses fail after reaching early adopters because there is a huge chasm between selling to early adopters and mainstream. Beyond that the book is a bit boring and repetitive.
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3 of 5 people found the following review helpful
4.0 out of 5 stars Interesting Take on the Technology Adoption Cycle, 7 Feb. 2004
By 
A. G. Williams "Gavin" (London) - See all my reviews
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
Moore has some very interesting takes ont the technology adoption cycle. It will probably explain a lot of difficulties experienced by hitech companies.
The only area is that even in the 2nd edition, a lot of the metaphors are out of date and even some of the companies used as examples
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1 of 2 people found the following review helpful
5.0 out of 5 stars Clear and precise, elegantly written., 6 Dec. 2000
By A Customer
This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
I have been reading with avid interest. The ideas in this book have a wider application that hi-tech products alone.
His deep knowledge is obvious, and is distilled through excellent examples and great prose style.
Highly recommended.
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5.0 out of 5 stars Crossing the Chasm: Marketing and Selling, 5 Feb. 2015
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
Item exactly as described. Would recommend.
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0 of 1 people found the following review helpful
4.0 out of 5 stars Understand launch, 2 Jan. 2010
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
If you want to learn how to launch offerings in the right way this book is it!
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4 of 9 people found the following review helpful
5.0 out of 5 stars Don't start a hitech/net business without it!, 25 Jan. 2001
By 
Marque Pierre Sondergaard (London, United Kingdom) - See all my reviews
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This review is from: Crossing the Chasm: Marketing and Selling Technology Products to Mainstream Customers (Capstone Trade) (Paperback)
Extremely important insights for anybody engaging in technology based markets or products.
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