Tiêu đề RIG_Crossing the Chasm Graphic Summary.pdf ✅

Copyright © 2020 Skool of Happiness Pte Ltd. All Rights Reserved. readingraphics.com ReadinGraphics ReadinGraphics Define the product/offer you need to secure your initial target market + how to deliver it. Identify the “beachhead segment” for entering the mainstream market. Aim to hit the main bowling pin that will knock down the remaining pins. 1. Define your Point of Attack 2. Set Up your Strike Force 3. Define the Battle UNDERSTANDING THE CHASM Disruptive, high-tech products often fail because companies fail to bridge the chasm between the small minority of early customers and the large majority of mainstream customers. CROSSING THE CHASM Conserve your resources before/during the chasm. Enter the mainstream market with a singular focus on 1 market niche, quickly establish a solid base then spread to adjacent markets. The Technology Adoption Life Cycle The High-Tech Marketing Model EARLY MARKET THE CHASM MAINSTREAM MARKET Early Adopters (Visionaries) Early Majority (Pragmatists) Late Majority (Conservatives) Laggards (Skeptics) Innovators (Tech Enthusiasts) GAP GAP GAP Want new things Want complete solutions (reliable & convenient) 2.5% 13.5% 34% 34% 16% UNDERSTANDING THE 5 PHASES OF TECHNOLOGY ADOPTION Tech Enthusiasts Visionaries Pragmatists Conservatists Skeptics Passionate about new tech Will tolerate bugs, explore & try to make things work Want to be the 1st to try new tech with no/low costs. Seek honest answers to technical questions Provide credibility + access to decision- makers See new tech as a tool to achieve big dreams & visions Willing to take risks and invest to make a big leap forward Want big changes and break-through results quickly Can offer a big break in terms of revenues and visibility Cautious and realistic Seek predictability & incremental progress for existing operations Want proven vendors, who offer reliability, quality, strong support & competitive prices. Prefer market leaders. Offer repeat business & loyal support (once you win their trust) Risk-averse and dislike new tech Don’t want to be associated with new tech at all. Address their concerns so they can’t block the sales. Will only use tech that are already widely-adopted Want cheap, risk- free options that they are familiar with, and are easy to buy/use Good for old tech elements that can be bundled, discounted & sold in bulk These differences mean that what appeals to 1 group can alienate another. To build momentum, you must plan ahead to transit smoothly across the gaps and the chasm. 4. Launch your Invasion New technology is adopted in 5 phases, involving 5 distinct customer groups with different profiles and attitudes to technology. Develop the market in sequence from left to right: each group paves the way for the next. Beware of the gaps between groups (from different goals and expectations). These can break your momentum. Describe each potential customer segment, who the users/buyers are and what they experience before vs after your solution. Assess 4 show-stoppers: Identifiable and accessible buyer with budget? Compelling reason to buy? Can deliver the whole product? Existing competitor in that space? Assess 5 nice-to-haves: Partners, position, pricing, distribution, next target customer. Develop 1-page scenarios It must be big enough to matter, small enough to get >50% market share in 12 mths and fit your strengths. Select only 1 segment Evaluate the scenarios in 2 phases: Go beyond the generic product in the purchasing contract. Consider additional components (e.g. hard/software, training, installation) required to fully satisfy the buying objectives. Define the Whole Product required Work out which components will be delivered by you vs your customers/ partners/allies. Ensure all partners have a fair share of the pie. Define how to deliver it Know the battlefield, who your competitors are and their relationships with your target customers. Position yourself to win the battle & dominate the market. Early markets focus more on the vendors’ technology & product, whereas mainstream markets focus more on market leadership and company stability. Address customers’ values and concerns Position yourself as the indisputable choice in Pragmatists’ minds Pragmatists evaluate vendors via comparison. Position yourself between 2 competitors: show how you solve an existing vendor’s limitation and tailor a leading technology to serve their needs. Build credibility as the leader in your niche using publicity, certifications, partners & allies. When you cross the chasm, your #1 priority is to secure a distribution channel to your target market using the right pricing and distribution strategies. Choose the right channel to match your key customer: Direct sales for enterprise executives, Web-based self-service for end-users, Sales 2.0 for department heads, Two-tier distribution for engineers, and Value-added resellers for SMEs. Customer-Oriented Distribution Set your initial pricing at the level of market leaders: this reinforces your positioning and provides a big-enough margin to reward your channel partners. Distribution-Oriented Pricing CROSSING THE CHASM MARKETING AND SELLING DISRUPTIVE PRODUCTS TO MAINSTREAM CUSTOMERS Geoffrey Moore