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am 25. Juli 2000
I attended a planning session at a Fortune 500 company that used the premise of this book to take us into reality. The concept is solid marketing and echoes the corporate or, perhaps, venture business axiom that "we really loved this project when it was a dream!" And, who doesn't? This book gives us all practical knowledge about how to take our businesses from that small, little known phase of early adopters and get on the mainstream engine by crossing the chasm between those of us who are destined to remain a small business to one in which we really grow and proper and make our dream a reality in the mainstream
0Kommentar| 2 Personen fanden diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 4. Januar 2000
Crossing the Chasm explains how to successfully take a high-tech idea from a few customers to a lot of customers. A great chasm exists between selling to a handful of visionaries and to a mass market. This is because the two camps are fundamentally different in that they buy for different reasons.
A useful analogy is the Wild West that was first explored by the pioneers and then developed into a society by the settlers. A new market initially consists of entirely pioneers: pioneers create great technology that they sell to other pioneers who seek to achieve extraordinary results. When it comes time to sell to the settlers, no sales happen, because settlers and pioneers don't speak the same language. The settlers are not impressed by the achievements of the pioneers that first benefited from the technology, because they are more concerned about how the product will be accepted by the other settlers. A catch-22 ensues, because no settler wants to buy since other settlers haven't.
Crossing the Chasm is about cracking this catch-22. It suggests focusing exclusively on small enough a segment of the market that no other competitor cares to. The critical decision is which submarket to go after. The right submarket is one where there is a lot of communication among the members, because you want them to help sell your product through word-of-mouth. Once the target market is won, there should be clear word-of-mouth paths to other submarkets that can be conquered in a similar way. However you should not have to focus an entire company behind the subsequent submarkets. Instead, winning the first submarket should be like bowling down the head pin; the rest should fall by chain reaction.
The product sold to the pioneer is different than the product sold to the settler. The pioneer buys the raw technology, but the settler buys the whole product. The whole product is the raw technology, plus everything else necessary to satisfy the submarket's particular business problem. This includes training and the like, but also complimentary products and services from other vendors. If such a collection of additions is available, it's evidence that enough other settlers are using the product that it will be around for a long time. That is really what settlers want to buy, and not necessarily the best technology.
So creating the market around the technology is key for crossing the chasm. Quite surprisingly this means creating the competition. This really is an act of market positioning. Settlers will understand you best if you can explain what you do in terms they already know. For one you want to distinguish a market alternative, an alternative way of doing something, and it is usually the old way of doing something. Second, you want to distinguish a product alternative, identifying some product that is out there that could do what the settler needs, but it has not adopted a focus on the particular problem of the submarket. By telling the settler what is the market alternative, you can make the sale happen sooner, because they can see what categories are in their budget and then decide to buy your product with that money rather than spending money to do things the old way.
Crossing the chasm is more than just going from pioneer customers to settler customers. It is also about going from pioneer employees to settler employees. Pioneer employees don't get the same satisfaction from satisfying settler customers as they do with satisfying pioneer customers. Pioneers like fundamental breakthroughs, while settlers like building their careers and climbing corporate ladders.
I learned a lot from this book, but I am disappointed that a few holes were not addressed:
1-What happens when two hi-tech companies both cross the chasm, but with different submarkets with equally strong possibilities for helping to conquer subsequent submarkets?
2-How am I supposed to take this book seriously when the success stories it sites are not companies who are winning in their industry (SGI, Documentum, Lawsen)?
3-If visionary customers are not good references for the mainstream, why not go after the mainstream from day one?
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 15. Oktober 2007
Geoffrey A. Moore gehört seit vielen Jahren zu den ganz erfolgreichen Managern im Marketing und Vertrieb von HighTech-Produkten, vornehmlich in der Software-Industrie. Geoffrey A. Moore – dessen Bücher bislang leider nur in englischer Sprache erschienen sind – hat in verschiedenen Büchern sehr kenntnisreich und umfassend von seiner Erfahrung, den von ihm angewandten Strategien beim Marketing und Vertrieb innovativer Produkte und Leistungen berichtet. An ihnen sollten sich alle diejenigen orientieren, die bestimmte, immer wieder auftretende Fehler und Unvorsichtigkeiten in diesem Bereich unbedingt vermeiden wollen. Moores Buch zeigt auf, wo die meisten Mängel in den Marketing- und Vertriebsstrategien zu finden sind und wie man sie vermeidet.

Der Autor richtet sich dabei nicht nur an Leser großer Unternehmen. Sein Buch richtet sich gerade auch an das kleine oder mittelständische Softwarehaus, das eigene Programme erstellt und vertreibt.

Leider sind seine Bücher bislang nur in englischer Sprache erschienen. Aber gerade auch deutschen Unternehmen an deutschsprachigen Märkten stellen Moores Ausführungen eine wichtige Bereicherung dar. Das Buch ist daher für Marktstrategen der Softwarebranche ein unbedingtes Muss.

Meine Bewertung generell lautet: 5 Sterne = absolut herausragend (Weltliteratur oder Tendenz zu Weltliteratur); 4 Sterne = sehr gut, sehr zu empfehlen; 3 Sterne = wirklich gut, zu empfehlen; 2 Sterne = lesenswert, aber nicht ganz überzeugend; 1 Stern = abzuraten.
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
Die Hypothese des Buches ist recht einfach: Technologisch anspruchsvolle Produkte (High-Tech) sprechen in der Einführungsphase vor allem technologie-affine Menschen an. Zwischen ihnen und der breiten Masse besteht vermarktungstechnisch eine Kluft (Chasm). An dieser Kluft scheitern wohl viele Markteinführungen, da beide Kundengruppen unterschiedliche Vermarktungsstrategien erfordern.
Bewertung: Für die Adaption von High-Tech Produkten liefert das Buch eine Menge sinnvolle Erkenntnisse (z.B. den Technology-Adaption Life Cycle S.12). Irritierend finde ich, dass der Markt immer als Schlachtfeld bezeichnet und behandelt wird. Aber es ist wohl insgesamt auch eher ein Marketingbuch als ein Innovationsbuch, dennoch lesenswert.
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 14. Juli 2000
A must read for all marketing professionals in the high-tech industry. What do you do after the early adopter excitement fades for a product? Moore gives a solid strategy for reaching the mainstream through a focused marketing and development effort. (The book was written in the early 90s so many of the example companies are long gone. Even so, the philosophies apply more than ever.)
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am 30. Juni 1999
I think this book is one of the great guides to the marketing of technology products. The classical "consumer" marketing courses don't fit the real world of marketing products that have a high technology content. I read this book in conjunction with a marketing course taught at CalTech by Chris Halliwell. I consider this book my "bible" for product marketing!
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am 25. Mai 2000
this would rate 5 stars. Geoffrey A. Moore's revision of his classic work on high-tech marketing is even more powerful in its presentation of the early Technology Adoption Life Cycle than the original. He has updated and revised his case studies and taken the disconcordant effects of the internet into consideration. With Prof. Christensen's The Innovator's Dilemma, Crossing the Chasm (as well as Inside the Tornado and the upcoming Living on the Fault Line) remains one of the most necessary books to read on high-tech strategy. Unfortunately the publisher rushed the revision to print (to coinside with the paperback release of Inside the Tornado) with too many typos to ignore, especially since Mr. Moore is a former English Professor.
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am 17. Dezember 2000
Moore brings together a tapestry of sensible, theory that with a little initiative, creativity, and understanding of your own particular industry "Chasms" -will enable you to devise your own effective marketing strategy framework to maximise your product's potential... Then get the sequel "inside the Tornado" to understand how to master the most critical phase of your products lifecycle.
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am 7. Juli 1999
Moore has to be outraged at the misspellings, typos, forgotten lines and misprints in the revised edition. The continuous publication errors make this book tough to read. What a travesty of quality control on the part of the publisher. If you get annoyed at paying money for a thin paperback with more errors than information, stay away from this one. It's sloppy, lightweight and overhyped.
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am 12. Januar 2000
This book is an excellent and highly relevant primer on the pitfalls that befall high-tech start-ups, and how to avoid them. The last company I wwas with hit every one of the potholes that Moore highlights. If the management had read this book, it would have saved the company years in the business cycle, and they would probably be public right now.
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