Works
- Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, 1991
In Tactics of Organizational Politics
Ideas
The chasm and the reference customer. Building on Everett Rogers's adoption curve, Moore argues that a chasm separates early adopters, who are visionaries, from the early majority, who are pragmatists with different expectations. Pragmatists trust references from other pragmatists, so the way across is to dominate one narrow target segment, whose customers then serve as references for the next.
What it explains
Crossing the Chasm is a practitioner's marketing book; it is not research. It explains why cautious decision-makers inside organizations wait for a credible peer to go first, and why one respected early adopter can open the way for the rest.
Tactics that draw on Geoffrey A. Moore (1)
In Thinking Tools
Known for
A consultant and author. Building on Everett Rogers's adoption curve, Crossing the Chasm argues that a gap separates early adopters, who are visionaries, from the early majority, who are pragmatists, and that a product crosses it by winning one narrow segment whose customers then serve as references. It is a practitioner's marketing book, not research.