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“Never attack a fortif...
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an additional caveat. A very low score, relative to the others, in any of these factors almost always is a showstopper.
When in doubt, favor scenarios that have a high-rated compelling reason to buy.
Expect that the best scenarios will be “whole product challenged”—
They will be difficult but it will be worth it...maybe
PARTNERS AND ALLIES: Do we already have relationships begun with the other companies needed to fulfill the whole product?
typically from a single early-market project,
a major challenge for the whole pro...
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DISTRIBUTION: Do we have a sales channel in place that can call on the target customer and fulfill the whole product requirements put on distribution?
Consider value added reseller and work closely
PRICING: Is the price of the whole product consistent with the target customer’s budget and with the value gained by fixing the broken process?
it is the whole product price, not the price of the product per se, that matters.
POSITIONING: Is the company credible as a provider of products and services to the target niche?
NEXT TARGET CUSTOMER: If we are successful in dominating this niche, does it have good “bowling pin” potential?
will these customers and partners facilitate our entry into adjacent niches?
The good news in this is that you do not have to pick the optimal beachhead to be successful. What
you must do is win the beachhead you have picked.
What could cause you to change course? Most often, it is that the scenario that is driving the effort is based on a false assumption.
To guard against this, you should commission some market research early in the process specifically to validate the winning scenario.
Recommends market research after identifying strong candidates! Focused efforts
You must force the pace at all times, even when in doubt,
people normally think that bigger is better. But in fact, this is almost never the case. Here’s why.
Contrarian
you need a market segment that will commit to you as its de facto standard for enabling a critical business process.
you need to win at least half, and preferably a lot more, of the new orders in the segment
Suppose you can get half of next year’s orders from the target segment—
Say your revenue target is $10 million over all.
$5 million from the target segment.
that same $5 million has to represent at least half of the total orders from the segment if you are to have t...
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you do not want to attack a segment larger th...
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it should be large enough to generate yo...
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So the rules of thumb in crossing the chasm are simp...
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matter, small enough to lead, good fit with yo...
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You must respect word-of-mouth boundaries.
The best sub-segmentation is based on special interest groups within the general community.
In the absence of such, geography can often be a safe sub-segmentation variable, provided that it affects the way communities congregate.
Develop a library of target customer scenarios.
Appoint a subcommittee to make the target market selection.
Number and publish the scenarios in typed form, one page per scenario.
Have each member of the subcommittee privately rate each scenario on the showstopper factors.
Rank order the results and set aside scenarios that do not pass the first cut.
Repeat the private rating and public ranking process on the remaining scenarios with the remaining selection factors.
proceed as follows:
Group agrees on beachhead segment.
Group cannot decide among a final few.
No scenario survived.
do not attempt to cross the chasm.
Continue to take early-market projects, keep burn rate as low as possible, and continue the se...
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In fact, marketing’s most powerful contribution happens right in between.
whole product marketing,
a term introduced earlier, and it is the fundamental basis for assembli...
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wiring the marketplace.
For a given target customer and a given application, create a marketplace in which your product is the only reasonable buying proposition.
you need to understand 1) what a whole product consists of and 2) how to organize a marketplace to provide a whole product incorporating your company’s offering.
Chapter thesis: a product offering isn't enough to cross the chasm. You need a whole product ecosystem in a market segment with a compelling reason to buy.
