Reading Group Guide
Chapter 1
- When would you buy an electric car? Autonomous cars?
- Do internal projects face the same technology adoption curve?
- Are there projects that you’ve worked on in the past that have fallen into a chasm/crack?
- Where is your company in the curve?
Chapter 2
- Are you an innovator, early adopter, early majority, or late majority? Are you the same in all situations (internal project adoption, external vendor selection, hobbies + games, home appliances)? Are all 4 equally valid?
- How are laggards useful?
- Do people in a market ever reference backwards on the curve, e.g. does anyone listen to the laggards?
Chapter 3
- What beach-head problem does your product address, and is it “big enough to matter / small enough to win / good fit for your crown jewels”
- What is an example of a time when your company targeted the wrong beach head?
- What is an example of a time when you should have said “no” to a customer?
- How do you get a sale-org to be market driven instead of sales driven?
Chapter 4
- What really is the difference between end user, technical buyer, and economic buyer?
- When your company makes a sale, who is the user, technical buyer, and economic buyer? What role does the security / legal team fill?
Chapter 5
- For your company’s product, what is the “Generic / Expected / Augmented / Potential” product?
- Is there a part of your company’s “whole product” that you’re not addressing as much as you should?
- Is the potential product part of the simplified whole product metaphor? E.g. the iPod launched w/o the app store.
Chapter 6
What is your company’s market competitor and product competitor?
Fill in the blanks for your company:
For (target customers–beachhead segment only)
Who are dissatisfied with (the current market alternative)
Our product is a (product category)
That provides (compelling reason to buy).
Unlike (the product alternative),
We have assembled (key whole product features for your specific application). (Moore 2014, chap. 6)
Do product/market alternatives make sense for internal tools teams?
Chapter 7
Moore, Geoffery. 2014. Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers. 3rd ed. Harper Collins.