Category Archives: Moore’s Chasm

Crossing the Chasm: Page by Page Review – Moore’s Masterpiece

If you’re new to product management, marketing, sales or leadership in an industrial B2B supply chain – this book is the best place to start. Key Concepts Product Life Cycle Moore’s first chapter introduces the key tenant of the book … Continue reading

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Moore’s Crossing the Chasm Ch 08: “Getting Beyond the Chasm”

[Read the entire chapter by chapter review of Crossing the Chasm.] Pages  213 – 242; Amazon Kindle Locations 2939 – 3300 Life guidance and business books can use many structures for their final chapter: Repetition of the book structure, with … Continue reading

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Moore’s Crossing the Chasm Ch 07: “Launch the Invasion”

[Read the entire chapter by chapter review of Crossing the Chasm.] Pages  197 – 212; Amazon Kindle Locations 2545 – 2935 Best Quote(s) “The number-one corporate objective, when crossing the chasm, is to secure a channel into the mainstream market … Continue reading

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Moore’s Crossing the Chasm Ch 06: “Define the Battle”

[Read the entire chapter by chapter review of Crossing the Chasm.] Pages 163 – 196; Amazon Locations 2085 – 2540 Humanity plays games to create scenarios where there are clear winners and losers.  Games let us test out what works … Continue reading

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Moore’s Crossing the Chasm Ch 05: “Assemble the Invasion Force”

This gallery contains 5 photos.

“In the simplified model there are only two categories: (1) what we ship and (2) whatever else the customers need in order to achieve their compelling reason to buy.” Crossing the Chasm – Chapter 5, Location 1813 Continue reading

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Moore’s Crossing the Chasm Ch 04: “Target the Point of Attack”

[Read the entire chapter by chapter review of Crossing the Chasm.] Pages 105 – 128; Screens and Locations (in Kindle) 1471 – 1726 Moore spends nearly 30 pages hammering home some important points: A beachhead must be identified, and winning … Continue reading

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Moore’s Crossing the Chasm: Ch 02 “High Tech Marketing Enlightenment”

“Visionaries are the ones who give high-tech companies their first big break. It is hard to plan for them in marketing programs, but it is even harder to plan without them.” Continue reading

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