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This is one of those standard high-tech marketing books that everybody refers to in the technology business sector. I had never gotten around to reading it, but after our marketing folks started mentioning the chasm in every presentation recently, I figured it was time to skim through it, just to find out what they’re talking about.
Moore originally published this book in 1991, but its lessons have not been undermined by the experiences of the nineties. He recently published a second edition (which is the one I read, and the one linked to at Amazon above), which updates the case studies to use companies that more people would be familiar with now, but the basic principles of the chasm and how to cross it remain. What is the chasm, you might ask? The picture at the right, taken from this review, illustrates the concept. In the development of any technology, Moore postulates that there is a pattern of adoption, starting with technology enthusiasts and visionaries. For these people, the fact that the technology is new and different is reason enough to use it. They adopt technology for its own sake, and are able to cope with its deficiencies in order to have the latest bleeding-edge features.
But to cross into the mainstream, the technology has to solve a problem in a way that is better than the current solution. In some sense, early on the technology is an answer in search of a question. To break into the large majority of consumers, the question must be posed and the technology must be demonstrated to be a superior answer to that question. Many high-technology companies, which are naturally run by technology enthusiasts, never understand this distinction, and therefore their products fail while crossing this “chasm” to the consumer majority. The first part of this book is an explanation of the chasm phenomenon, while the second part addresses tactics for crossing it and getting your product out to the general population.
I thought that this book had a lot of good points in addressing the different mindsets of different consumers. And as a technology enthusiast, I find it very easy to be seduced by new technology so I totally understand how companies can drive into the chasm at full speed. But I also sympathize with the consumers who just want to buy something that works. When I go and buy a television, I expect to be able to come home, plug it in, and be able to be watching shows 30 seconds later. I do not expect to have to spend days setting it up and playing with it to get it right. So the issues that need to be addressed to reach the consumer majority are not technology issues per se. They are design issues, they are support issues, etc.
I’d recommend this book for anybody involved in high-technology company. Since it has passed into the accepted wisdom of marketing at this point, it’s useful for understanding the jargon being thrown around, and for understanding how your company’s strategy tries to address some of these issues. Plus, it’s a fast read, so why not?
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[...] There’s an obvious connection here to marketing books such as The Tipping Point, with its talk of Mavens and The Law of the Few, and Crossing the Chasm, with its talk of evangelists and early adopters. Those books made sense to me at the time, but I like the idea of dropping them into the theory framework of Latour’s collective, if only because it lets me convince myself that spending a month reading Latour was worth it. [...]
[...] On the plane ride to my parent’s place, I read the book Flock and Flow: Predicting and Managing Change in a Dynamic Marketplace, by Grant McCracken. I’ve been reading McCracken’s blog, titled This Blog Sits at the Intersection of Anthropology and Economics for a while and really enjoy his commentary on the process of ethnology and on the different layers present in the media around us. Sadly, the book itself wasn’t that great – the flows are basically the flows of ideas around us, and his flocks are basically the same idea as Geoffrey Moore’s adoption curve, where the enthusiasts and the early adopters try new technologies, creating a comfort level that paves the way for the majority of customers. [...]
[...] In technology, the same phenomenon is called Crossing the Chasm. Music has its own structure, with the hipster insiders flocking to Pitchfork to keep up with what’s current. Design, architecture, art… all of these communities have similar adoption patterns. You can be a total insider in one community and be a total outsider in another. In fact, you almost have to be because being an insider requires such a deep level of commitment. [...]
[...] After reading Crossing the Chasm by Moore a few months ago, I had some interest in reading his next book Inside the Tornado but didn’t quite get around to it. However, one of my coworkers brought it into work last week, and I borrowed it and read it over the weekend. [...]
[...] typical of other members of their profession. It’s also a well-known principle of marketing; Crossing the Chasm emphasizes the importance of targeting a niche market to start; by solving the problems of a [...]
[...] useful gadgets are. We make the recommendations that drive adoption and help certain technologies cross the chasm into the [...]
[...] The knowledge funnel is a nice little metaphor, but it is not a particularly new way of looking at things. Or maybe that’s just my overactive relational mind making connections everywhere, as I think that the knowledge funnel could be seen as another form of Latour’s Collective process or Moore’s Chasm. [...]