Geoffrey Moore: Segment

Geoffrey Moore is American business writer. Explore interesting quotes on segment.
Geoffrey Moore: 18 quotes0 likes

“Just as in literature, where memorable characters like Hamlet or Heathcliff or even Dirty Harry stand out and become symbols for a larger segment of humanity, so in marketing can whole target-customer populations become imagined as teenyboppers, yuppies, pickups and gun racks, or the man in the gray flannel suit. These are all just images—stand-ins for a greater reality—picked out from a much larger set of candidate images on the grounds that they really “click” with the sum total of an informed person’s experience. These were, in short, the memorable ones.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 67

“[Several] companies holds market share in excess of 50 percent in its prime market. All of them have been able to establish strongholds in the early majority segment, if not beyond, and to look forward from that position to continued growth, wondrously strong profit margins, and increasingly preferred relationships as suppliers to their customers. To be sure, some like Oracle and, more dramatically, Netscape have fallen on hard times, but even then customers often bend over backward to give market share leaders second and third chances, bringing cries of anguish from their competitors who would never be granted such grace.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 14

“First, please note that we are not focusing here on target-market characterization. The place most crossing-the-chasm marketing segmentation efforts get into trouble is at the beginning, when they focus on a target market or target segment instead of on a target customer.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 68

“Visionaries are the first people in their industry segment to see the potential of the High Tech Marketing Enlightenment new technology. Fundamentally, they see themselves as smarter than their opposite numbers in competitive companies—and, quite often, they are. Indeed, it is their ability to see things first that they want to leverage into a competitive advantage. That advantage can only come about if no one else has discovered it. They do not expect, therefore, to be buying a well—tested product with an extensive list of industry references. Indeed, if such a reference base exists, it may actually turn them off, indicating that for this technology, at any rate, they are already too late.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 41-42