Quotes from book
Crossing the Chasm

Geoffrey Moore

Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers or simply Crossing the Chasm , is a marketing book by Geoffrey A. Moore that focuses on the specifics of marketing high tech products during the early start up period. Moore's exploration and expansion of the diffusions of innovations model has had a significant and lasting impact on high tech entrepreneurship. In 2006, Tom Byers, director of the Stanford Technology Ventures Program, described it as "still the bible for entrepreneurial marketing 15 years later". The book's success has led to a series of follow-up books and a consulting company, The Chasm Group.

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“Entering the mainstream market is an act of burglary, of breaking and entering, of deception, often even of stealth. Mapping out a global assault plan, attacking on all fronts at once, may work for massively intimidating market leaders who already have troops in place throughout the world, but it is just plain silly for stripling challengers. Instead, we need to pick our spots carefully, attack fiercely, and then dig in and hold.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 54

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“You need to understand that informed intuition, rather than analytical reason, is the most trustworthy decision-making tool to use.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 67

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“Marketing has long known how to exploit fads and how to develop trends.”

Geoffrey Moore book Crossing the Chasm

Source: Crossing the Chasm, 1991, p. 6

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“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

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“[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

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“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

Geoffrey Moore photo

“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

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