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The challenge here is primarily technological,
This is a market development problem.
the key to getting beyond the enthusiasts and winning over a visionary is to show that the new technology enables some strategic leap forward, something never before possible, which has an intrinsic value and appeal to the nontechnologist.
Sounds hard, but it's the first crack and not the hardest part!
flagship application,
Aka, the killer app
showcases the power and value of the new product.
The key issue now—transitioning from the early to the late majority—has to do with lingering residual demands on the end user to be technologically competent.
Company responsibility to increase ease of use for late majority
When a product reaches this point in the market development, it must be made increasingly easier to adopt in order to continue being successful.
so companies in mature markets find it harder and harder to get paid for the R&D they have done because the end user cannot capture the benefit.
the experience of the product that has been commoditized.
Commoditized among early adopters...necessary to innovate experience for late majority!
early adopter is buying,
some kind of change agent. 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.
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. And above all, they do not want to debug somebody else’s product.
early adopters do not make good references for the early majority.
catch-22. The only suitable reference for an early majority customer, it turns out, is another member of the early majority, but no upstanding member of the early majority will buy without first having consulted with several suitable references.
This is the chasm, the channel to early majority...who are the gate keepers to the early majority? Guide across the Chasm? Resellers?
this is because of the high degree of discontinuity implicit in their adoption by organizations, and the inability of the marketing effort, to date, to lower this barrier to the early majority.
Who are the majority here? Specific to a market segment correct? Most of this theory is meant for adopter to majority in a segment, and each new segment for the same or similar product starts at innovators and needs to cross to early majority...this is why focus, market segmentation, and product market fit are critical to a startups survival
Why didn’t that happen? In a word: stairs.
This is a environment barrier, not due to poor marketing but the argument before was that marketing fails to reach early majority...maybe not for majority...maybe it's a high end product for niche market segments without stairs...golf courses?
in this case it was not stairs that were the problem, it was buildings! Satellite communications do not work very well inside buildings.
Add to that the bulkiness of the handsets compared to cellular mobile phones, plus the very high cost of subscribing,
Argue again, technology/environment problem, bad fit between tech and target operational environment, here also there was ease of use and poor pricing structure...Will starlink do it better?
early adopters to penetrate the next adoption segment, the pragmatist early majority,
operating without a reference base and without a support base within a market that is highly reference oriented and highly support oriented.
The incorrect assumption then is that early adopters lead to early majority...but the two are largely disconnected because of the psychology of these customers...marketing needs to address the psychological differences of these customers to be successful and work with engineering to reduce discontinuity barriers
This is indeed a chasm,
What the company staff interpreted as a ramp in sales leading smoothly “up the curve” was in fact an initial blip—what we will be calling the early market—and not the first indications of an emerging mainstream market.
unable to recognize that there is something fundamentally different between a sale to
an early adopter and a sale to the early majority, even when the company name on the check reads the same.
Even your own early adopters that transition to early majority with you need to be treated differently...big problem for b2b. They want to see their advantage materialize from being an early short adopter; continuing to treat them as such instead of converting them to part of early majority is a failure
spent heavily in expansion projects rather than husbanding resources.
Be lean as you enter the chasm...focus
you really do need to remember how high-tech markets develop,
First there is a market . . .
Then there is no market . . .
Then there is.
To reap the rewards of the mainstream market, your marketing strategy must successfully respond to all three of these stages.
focus in on the dominant “adoption type” in the current phase of the market, learn to appreciate that segment’s psychographics, and then adjust your
marketing strategy and tactics ...
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The first step toward enlightenment is to get a firm grasp on the obvious.
getting a useful working definition of the word marketing.
It simply means taking actions to create, grow, maintain, or defend markets.
definition onto market,
for the purposes of high tech, as:
customers
products or services
common set of needs or wants,
who reference each other when making a buying decision.
If two people buy the same product for the same reason but have no way they could reference each other, they are not part of the same market.
By definition here, Markets do not speak to each other
In both cases, the reason we have separate markets is that the customers could not have referenced each other.
oscilloscope market?
category to convey this idea), it stands for the aggregate sales, both past and projected, for oscilloscopes.
you had better realize you are adding apples and oranges (that is, doctor sales + engineer sales)
misinterpreting the data badly.
Most important, market, when it is defined in this sense, ceases to be a single, isolable object of action—it no longer refers to any single entity that can be acted on—an...
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Market segments, in this vocabulary, meet our definition of markets,
Marketing professionals insist on market segmentation because they know that no meaningful marketing program can be implemented across a set of customers who do not reference each other.
Leverage word of mouth...your campaign creates context and customers talk to other customers in their market to further spread the word about your product.
