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Every program must rely on some ongoing chain-reaction effects—what is usually called word of mouth. Канада Италия. Preceded by Naina Yeltsina. Рики Уайт
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Украинский язык. Русский язык. Research on the credibility, track record, and net worth of the author only made my skepticism increase. I cant say his directions are wrong. Gretchen Rubin. Author 38 books k followers. A classic; a fascinating business book about running start-ups that sell tech products.
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Yevgeniy Brikman. Author 4 books followers. The first half of this book is gold. It kicks off with the diffusion of innovations theory and a characterization of innovators, early adopters, early majority, late majority, and laggards.
It goes through lots of concrete strategy on how to market to each of these groups, how different they are, and why there is a tricky chasm between the two early adopter groups and everyone else. The lessons here go beyond marketing a product and are just as useful in other contexts, such as how to convince people at your own company to do something. The writing is clear, keeps jargon to a minimum, and has lots of good analogies and even a few good jokes.
As you get into the second half of the book, it runs out of steam. It starts to go into detailed tactics, and at this level of detail, the book really shows its age. Many of the companies and technologies it uses as examples are long gone. For example, the book describes the Internet as an up and coming technology you might want to pay attention to.
The book also shies away from any sort of data or talking to real customers in favor of intuition and experience. In short, well worth reading the first few parts to wrap your head around the different customer segments and how your marketing tactics have to change as you capture more of the market, but consider skipping the rest. Some good quotes from the book: Innovators pursue new technology products aggressively.
They sometimes seek them out even before a formal marketing program has been launched. This is because technology is a central interest in their life, regardless of what function it is performing.
Early adopters, like innovators, buy into new product concepts very early in their life cycle, but unlike innovators, they are not technologists. Rather they are people who find it easy to imagine, understand, and appreciate the benefits of a new technology, and to relate these potential benefits to their other concerns. They know that many of these newfangled inventions end up as passing fads, so they are content to wait and see how other people are making out before they buy in themselves.
As a result, they wait until something has become an established standard, and even then they want to see lots of support and tend to buy, therefore, from large, well-established companies.
What the early adopter is buying [ By being the first to implement this change in their industry, the early adopters expect to get a jump on the competition, whether from lower product costs, faster time to market, more complete customer service, or some other comparable business advantage.
They expect a radical discontinuity between the old ways and the new, and they are prepared to champion this cause against entrenched resistance. Being the first, they also are prepared to bear with the inevitable bugs and glitches that accompany any innovation just coming to market. By contrast, the early majority want to buy a productivity improvement for existing operations.
They are looking to minimize the discontinuity with the old ways. They want evolution, not revolution. They want technology to enhance, not overthrow, the established ways of doing business. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base. Marketing professionals insist on market segmentation because they know no meaningful marketing program can be implemented across a set of customers who do not reference each other.
The reason for this is simply leverage. No company can afford to pay for every marketing contact made. Every program must rely on some ongoing chain-reaction effects—what is usually called word of mouth.
The more self-referencing the market and the more tightly bounded its communications channels, the greater the opportunity for such effects. When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get. In other words, they are planning on living with this decision personally for a long time to come.
By contrast, the visionaries are more likely to be planning on implementing the great new order and then using that as a springboard to their next great career step upward.
Because pragmatists are in it for the long haul, and because they control the bulk of the dollars in the marketplace, the rewards for building relationships of trust with them are very much worth the effort. Most companies fail to cross the chasm because, confronted with the immensity of opportunity represented by a mainstream market, they lose their focus, chasing every opportunity that presents itself, but finding themselves unable to deliver a salable proposition to any true pragmatist buyer.
Positioning is the single largest influence on the buying decision. In other words, evaluations are often simply rationalizations of pre-established positioning. Here there is one fundamental key to success: When most people think of positioning in this way, they are thinking about how to make their products easier to sell.
But the correct goal is to make them easier to buy. For a reason, this book should be labeled as a textbook, not like a free-time one. It took months to finish it and yet I believe I need to recap, revise and find other summaries for it.
Although I got the edition, it is yet relevant to the high tech industry nowadays. Yet, found it hard to get the examples of the 90s companies that are no giants, or even exists, now. Milhouse Van Houten. Read and enjoy:. So, product development! The idea of the chasms when marketing products, specially in tech, really resonates with what happens in the market and we can compile a huge list of companies and products that have died somewhere along the way while trying to cross one of the chasms to become a mainstream product.
The charms are defined as innovators, the first market, where you excite the people most interested in whatever new thing you have think about the first geeks buying smart home appliances. Then you have the early adopters. To do this the book offers segmentation, preparing a D Day operation to attack a very specific market that you can corner and own, since being the top brass in such market makes these pragmatists and conservatives much more likely to buy from you.
All in all it offers a great perspective and techniques to break into markets, develop products and growing. Vlad Ardelean. First of all, the chasm model applies in B2B scenarios. This is not a b2c marketing book even if some ideas do apply. What I found interesting was that this book provides this model describing 5 different types of customers.
Then we find ways in which to address these customers, the proper timings, the proper sales pitches, the product pricing, the competitors, the strategic partnerships, the development team, and even the compensation appropriate for the team, in order to attack each of the 4 market segments 1 market segment, or psychographic, as the author calls it, being pretty unapproachable.
Awesome book. For me it would be an honest 4. I recommend this to anyone living in a capitalist system, seriosly But more seriously indeed, this is very good for developers that work in product companies. All of the marketing, sales and management stuff will make a hell of a lot more sense after this book!
Also, if anyone knows a good B2C marketing or sales book, feel free to recommend! This book gives a fresh and powerful set of tools to help navigate the stages of product life, as well as covering honestly some of the hard decisions that must be made. A great book for those interested in making their technology sustainable and more than just a passing fad. Carl Rannaberg. A very good book about transitioning between marketing and selling from early-adopters to mainstream customers.
Mainstream customers need other mainstream customers to recommend your product. The solution is to solve niche issues and then expand as you have references from mainstream customers. For example you have document management solution and you start selling it to pharmaceutical companies so they can easily manage their patent application documents. Lou Robinson. It was ok. Andrii Bas. Great analysis of the product lifecycle.
Must read for any product manager or entrepreneur. Sebastian Gebski. Why "a-must-get-familiar-with" but not "a-must-read"? Vast background on the subject is not required, but you have to keep that in mind: be warned. Cam Cam. Pretty useful little business book.
Too long in the way all business books are. Michael Karpov. Противоположный термин — инновации, не прерывающие привычный порядок вещей, илинепрерывающие инновации — относится к обычной модернизации продуктов, не требующей изменений [image error] Первый разрыв — между новаторами и ранними последователями. Этот разрыв возникает, когда продукт новейшей технологии не может быть сразу же использован как нечто не только принципиально новое, но и существенно полезное, расширяющее наши возможности.
На примере эсперанто.
Энтузиаст обожает этот язык за архитектуру, но больше никто не может даже понять, где его использовать. Если два человека приобретают один и тот же товар по одной и той же причине, но при этом не имеют никакой возможности посмотреть друг на друга, они не являются членами одного и того же рынка Суть в том, что, в отличие от технологических энтузиастов, провидец извлекает пользу не из технологии самой по себе, а из прорыва, которого она позволяет добиться.
В основе реформирования лежит принцип: победа в маркетинге чаще всего означает, что вы — самая большая рыба в пруду. Но если мы очень малы, тогда нужно искать маленький пруд. Ранние последователи обычно приходят с заказом к вам сами, как правило они основываются на мнении первых гиков.
Один — поражение первой цели, захват плацдарма, преодоление пропасти. Второй момент — планирование выхода на смежные сегменты рынка, где ваше первоначальное нишевое предложение может найти применение. Теория пропасти гласит: «Действуйте локально,затем глобально». Но спешу предупредить: преодолеть пропасть на потребительском рынке чрезвычайно сложно.
День из жизни до : Место действия или ситуация, Желательный результат, Неудавшаяся попытка, Мешающие факторы, Экономические последствия. Обработка сценариев заключается в оценке каждого сценария по этим факторам. Процесс проходит в два этапа. На первом этапе все сценарии оцениваются по четырем главным факторам рыночной привлекательности Имейте в виду, что лучшими сценариями будут те, что подразумевают законченное решение.
Главное - за год стать стандартом де факто на выбранном рынке. Для этого нужно в течении первого года получить не менее половины заказов на выбранном рынке. Поэтому не нужно сразу стремиться выйти на самый богатый сегмент. Составьте библиотеку сценариев 2. Назначьте подкомитет для выбора целевого рынка.
Сократите число его членов до минимума. Пронумеруйте и распечатайте сценарии, каждый на отдельной странице 4. Каждый член подкомитета должен самостоятельно оценить все сценарии по убивающим идею факторам Необходимо отсеять все лишние варианты, должен остаться минимум Единственное важнейшее различие между ранним и основным рынком заключается в том, что на первом согласны взяться за превращение товара в целостный продукт в обмен на опережение конкурентов , а на последнем — нет. Неспособность понять этот факт стала причиной неудач многих хайтек-предприятий.
Тактические альянсы преследуют одну-единственную цель: ускорить формирование инфраструктуры целостного продукта в пределах конкретного сегмента рынка. Ключ к успеху — концентрация на интересах и ценностях прагматиков, а не провидцев. В хайтек-маркетинге есть четыре критерия ценности продукта: технология, продукт, рынок и компания. См Рис.
