Professional Documents
Culture Documents
innovation
effect
or
e4terna!
inf!"ence
imitation
effect
or
interna!
inf!"ence
where5
/ + / + t - t n
= P 0agnit"de of tria! demand +P the n"mber of adopters at time t P derivative of - with
respect to t/
/ +t -
P 9"m"!ative n"mber of adopters
m P 6otentia! n"mber of "!timate adopters
p
P :nf!"ence parameter for innovation
q
P :nf!"ence parameter for imitation
This e4pression can be rewritten for additiona! int"itive "nderstanding "sing the e2"iva!ent representation5
/S + /ST + T / + t 9
m
q
p t - m t - + =
"npenetrated
maret si(e
adoptive press"re
pPinnovative
qPimitative
Terms can be interpreted as representing one gro"p of innovators and one gro"p of imitators' or as
representing both the interna! and e4terna! inf!"ences on a!! adopters.
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:mportant B"ide!ines for 0aret 8orecasting
The mode! forecasts total maret potentia! for a prod"ct' not sa!es for a partic"!ar company. 9ompany
sa!es wo"!d depend on maret share of the tota!' which depends on partic"!ar prod"ct variab!es !ie
2"a!ity' cost' and promotion' and distrib"tion. Diff"sion mode!s on!y he!p with the big pict"reO "se
con#oint ana!ysis or other methods to forecast maret share.
:n practice the act"a! coefficients are "s"a!!y estimated by ana!ogy to past prod"cts. 9oefficients for
past prod"cts are genera!!y avai!ab!e in tab!es' or may be estimated by regression.
Remember that diff"sion mode!s on!y represent demand associated with the tria! of a prod"ct.
)dditiona! terms need to be added to acco"nt for repeat p"rchase. ) mode! that taes into
consideration both tria! and repeat p"rchase demand wo"!d be a comp!ete sa!es forecast.
The 1ass mode! is a predictive mode! that is most appropriate for forecasting sa!es of a discontinuous
new techno!ogy or d"rab!e prod"ct that has no competitors. :n s"ch sit"ations' the s"ccess of the
prod"ct may be partic"!ar!y "ncertain' and the 1ass mode! forecast may on!y depict one possib!e
o"tcome.
?here yo" are in the prod"ct !ife cyc!e dictates the mareting and c"stomer segmentation strategy.
?ith discontin"o"s innovations different mareting strategies are ca!!ed for at different stages of the
techno!ogy !ife cyc!e to ens"re that the prod"ct reaches a mass maret +see Section -.-/.
0ore recent research has foc"sed on re!a4ing the ass"mptions of the 1ass mode!5
)!!owing maret potentia! to vary over time
;ot restricting that diff"sion of an innovation be independent of a!! other innovations
)!!owing geographica! bo"ndaries of the system in which diff"sion taes p!ace to vary over time
:ncorporating the effect of mareting actions s"ch as pricing' advertising' etc. on the diff"sion process
9onsidering s"pp!y restrictions
9onsideration of "ncertainty
9onsider variations in diff"sion rates in different co"ntries
)!!ow word of mo"th effects to vary over time
The area of mareting p!anning mode!ing inc!"des the incorporation of feedbac effects into diff"sion
mode!s to t"rn advertising and pricing decisions over time into optima! contro! prob!ems.
References
<i!ien' Bary <.' 6hi!ip Aot!er' and A. Sridhar 0oorthy' &ar'eting &odels +.HH,/5$-@ +$$ pages/
<i!ien' Bary' and ). Rangasaway' &ar'eting .ngineering' )ddison-?es!ey' .HH%' pp..H--,C$.
0aha#an'>i#ay' Eitan 0"!!er' and 8ran 0. 1ass' I;ew-6rod"ct Diff"sion 0ode!s'K "andboo's in
:$ ; &1, v. - +.HH&/5 &$H +,& pages/.
'.2 Con5oint (nalysis
9on#oint ana!ysis is maret research methodo!ogy for mode!ing the maret. ) 2"antitative' grass-roots
approach' con#oint ana!ysis is "sed to predict cons"mer preferences for m"!tiattrib"te a!ternatives. :t is
based on economic and psycho!ogica! research on cons"mer behavior' especia!!y at the individ"a! !eve!'
which is considered ey to maing acc"rate predictions of the tota! maret. The s"b#ect of a con#oint st"dy
can be either a physica! prod"ct or a service' and the maret can inc!"de both new and e4isting
prod"ctsNservices.
?hat is con#oint ana!ysisJ
Thin of the decision process that cons"mers go thro"gh when choosing between comp!e4 a!ternatives.
6rod"cts vary in terms of their feat"res' performance' and 2"a!ity and th"s are offered at vario"s prices.
9on#oint ana!ysis considers a prod"ct in terms of a b"nd!e of attributes' or characteristics. Thro"gh an
interview' data are co!!ected from respondents to capt"re the tradeoffs they mae between attrib"tes. These
data are processed to estimate a utility f"nction that e4presses each respondentEs va!"e for prod"ct
attrib"tes. These "ti!ity va!"es are then "sed in a maret mode! or sim"!ator to mae predictions abo"t how
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cons"mers wo"!d choose among new' modified' and e4isting prod"cts. 9on#oint ana!ysis a!!ows "s to
ana!y(e f"t"re maret scenarios based on primary maret research. Other techni2"es' s"ch as historica!
ana!ysis' wo"!d be ins"fficient to forecast the maret for new prod"cts' whereas con#oint ana!ysis can
mode! cons"mersE reaction to hypothetica! prod"cts that may not yet e4ist.
9on#oint ana!ysis is a decompositional mode! in that va!"es are derived from cons"mersE responses to
interview 2"estions' as compared to asing cons"mers to direct!y estimate mode! parameters. :n direct
assessment' respondents are ased how !ie!y they are to b"y a certain prod"ct or how m"ch they wo"!d be
wi!!ing to pay for a prod"ct with an attrib"te improvement. This techni2"e is !imited in that prod"cts are
not shown in a competitive conte4t and these 2"estions do not genera!!y represent rea!istic p"rchase
decisions. )!ternative!y' con#oint ana!ysis "ses inference' which provides a more acc"rate pict"re of
cons"mersE b"ying behavior. :n the ana!ysis of responses to 2"estions abo"t hypothetica! prod"ct
concepts' we can infer the va!"e to each respondent of having each attrib"te !eve!. Rather than e4pecting
respondents to provide direct assessments' they are ased to mae a n"mber of decisions that are more
rea!istic and nat"ra!. :n a typica! pairwise comparison' two prod"ct concepts are considered <oint!y. 8or
instance5
-<i3< dr7g treatment 8o75d yo7 :re6er=
0a#or side effects
3igh efficacy
0inor side effects
0oderate efficacy
) 1
:mp!ications for strategyJ
The scope of prod"ct p!anning iss"es addressed with con#oint ana!ysis ranges from the tactica! !eve! to the
strategic !eve!. The fo!!owing is a !ist of some of the prod"ct p!anning decisions for which con#oint
ana!ysis is c"rrent!y "sed wor!dwide5
6ricing
;ew prod"ct design
6rod"ct positioning
9ompetitive strategy
0areting strategies
0aret segmentation
:nvestment decisions
Sa!es forecasting
9apacity p!anning
Distrib"tion p!anning
9on#oint ana!ysis is a widespread' time-proven strategic too!. To ens"re s"ccess' practitioners m"st
caref"!!y set c!ient e4pectations regarding what con#oint can and cannot do. 9on#oint sim"!ators are
directiona! indicators that can provide significant insight into the re!ative importance of prod"ct feat"res
and preferences for prod"ct config"rations. These maret sim"!ators predict preference share' that is
maret share potential. 0any interna! and e4terna! inf!"ences s"ch as awareness' mareting' sa!es force
effectiveness' and distrib"tion drive maret share in the rea! wor!d. Un!ess these effects are e4p!icit!y
mode!ed in' care sho"!d be taen to regard the mode! res"!ts as preference shares that ass"me perfect
maret penetration.
9on#oint ana!ysis is imp!emented "sing commercia!!y avai!ab!e software and c"stom-programmed
app!ications. Descriptions of pacages avai!ab!e from one of the !eading deve!opers' Sawtooth Software'
are !isted in the references be!ow.
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Re6eren3es +organi(ed by needsNinterest and ordered by "sef"!ness/5
) host of references and g"ides to choosing software are avai!ab!e at http5NNwww.sawtoothsoftware.comN
Betting Started with 9on#oint on *o"r 6ro#ect
9"rry' Doseph' I9on#oint )na!ysis5 )fter the 1asicsK
Orme' 1ryan' I?hich 9on#oint 0ethod Sho"!d : UseK +.HH@/
9!ient :nteraction
9"rry' Doseph' IUnderstanding 9on#oint )na!ysis in .- 0in"tesK
Orme' 1ryan' I3e!ping 0anagers Understand the >a!"e of 9on#ointK
Sawtooth Software' IUsing 9hoice-1ased 9on#oint to )ssess 1rand Strength and 6rice SensitivityK
+.HH=/
9hoosing the )ppropriate Software
Sawtooth Software' I)9) System L )daptive 9on#oint )na!ysis' >ersion $.CK +.HH.-.HH=/
Sawtooth Software' I9>) L ) 8"!!-6rofi!e 9on#oint System from Sawtooth Software' >ersion ,.CK
Sawtooth Software' IThe 919 System for 9hoice-1ased 9on#oint )na!ysisK +Dan .HH-/
Str"h!' Steven' IDiscrete 9hoice 0ode!ing5 Understanding a I1etter 9on#oint than 9on#ointK
9on#oint 0ethodo!ogy Design and Research
Breen' 6a"! E. and )bba 0. Arieger' I9on#oint )na!ysis with 6rod"ct-6ositioning )pp!ications'K
"andboo's in :$ ; &1, v. - +.HH&/5$=@ +&- pages/
<i!ien' Bary' and ). Rangasaway' &ar'eting .ngineering' )ddison-?es!ey' .HH%' pp.%$-.H$.
3"ber' Doe!' I?hat ?e 3ave <earned from ,C *ears of 9on#oint Research5 ?hen to Use Se!f-
E4p!icated' Braded 6airs' 8"!! 6rofi!es or 9hoice E4perimentsK
0c8adden' Danie! 8.' I9onditiona! <ogit )na!ysis of R"a!itative 9hoice 1ehavior'K 4rontiers of
.conometrics +.H@&/
Breen' 6a"! and )bba Arieger' I:ndivid"a!i(ed 3ybrid 0ode!s for 9on#oint )na!ysisK' &anagement
1cience=Vol.>?, -o.@ +D"ne .HH=/
3"ber' Doe!' Dan )rie!y' and Bregory 8ischer' IThe )bi!ity of 6eop!e to E4press >a!"es with
9hoices' 0atching and RatingsK +.HH%/
Orme' 1ryan' 0ar )!pert' and Ethan 9hristensen' I)ssessing the >a!idity of 9on#oint )na!ysis-
9ontin"edK
3"ber' Doe!' Dic ?ittin' and Richard Dohnson' I<earning Effects in 6reference Tass5 9hoice-
1ased >ers"s Standard 9on#ointK +.HH,/
?ittin' Dic' and Doe! 3"ber' Dohn 8ied!er' and Richard 0i!!er' IThe 0agnit"de of and an
E4p!anationNSo!"tion for the ;"mber of <eve!s Effect in 9on#oint )na!ysisK +.HH./
9ase St"dies
6age' )!bert and 3aro!d Rosenba"m' IRedesigning 6rod"ct <ines with 9on#oint )na!ysis5 3ow
S"nbeam Does :tK +.H%@/
?ind' Derry' 6a"! Breen' Do"g!as Shiff!et' and 0arsha Scarbro"gh' I9o"rtyard by 0arriott5
Designing a 3ote! 8aci!ity with 9ons"mer-1ased 0areting 0ode!sK +.H%H/
9on#oint 3istory
Breen' 6a"! and >. Srinivasan ' I9on#oint )na!ysis in 0areting5 ;ew Deve!opments with
:mp!ications for Research and 6racticeK +post-.H@%/
Breen' 6a"! and >. Srinivasan ' I9on#oint )na!ysis in 9ons"mer Research5 :ss"es and O"t!oo'K
2ournal of Consumer $esearch, Vol. A +.H@%/
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<i!ien' Bary' 6hi!ip Aot!er' and A. Sridhar 0oorthy' IDecision 0ode!s for 6rod"ct Design'K
&ar'eting &odels +.HH,/5,&%
% Conceptual #arketing Frameworks
0"ch of the 01) !eve! mareting materia! is not concerned with #"st sa!es and services' b"t rather with
iss"es of strategic importance. ?hi!e this materia! is not ta"ght in EES&OR$%&' it may be he!pf"! to be
aware of some ey themes in mareting. The fo!!owing !ists and descriptions provide an overview of
important mareting concepts. *o"7!! notice that some of the concepts over!ap with strategy framewors.
)n e4ce!!ent reference te4tboo for mareting framewors5
Aot!er' 6hi!ip. &ar'eting &anagement : nalysis, /lanning, )mplementation, and Control ' Hth ed. Upper
Sadd!e River' ;D 5 6rentice 3a!!' .HH@.
5.1 0$e Four P6s o# t$e 4ar*etin- 4i7
The phrase Ithe fo"r pEsK is an easy way to remember and characteri(e the fo"r most important mareting
decision variab!es. The fo"r 6Es are price' prod"ct' promotion' and p!ace5
I6riceK variab!es5
)!!owances and dea!s
Distrib"tion and retai!er mar"ps
Disco"nt str"ct"re
I6rod"ctKvariab!es5
R"a!ity
0ode!s and si(es
6acaging
1rands
Service
I6romotionK variab!es5
)dvertising
Sa!es promotion
6ersona! se!!ing
6"b!icity
I6!aceK variab!es5
9hanne!s of distrib"tion
O"t!et !ocation
Sa!es territories
?areho"sing system
So"rce5 Aot!er' .HH@
5.2 4ar*et-1riented Strate-ic Plannin-
I0aret-oriented strategic p!anning is the manageria! process of deve!oping and maintaining a viab!e fit
between the organi(ationEs ob#ectives' si!!s' and reso"rces and its changing maret opport"nities. The aim
of strategic p!anning is to shape and reshape the companyEs b"sinesses and prod"cts so that they yie!d
target profits and growth.K - Aot!er' .HH@
Three ey ideas5
0anage the companyEs b"siness as an investment portfo!io.
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)ssess the f"t"re profit potentia! of each b"siness by consider the maret growth rate and the
companyEs fit.
Deve!op a strategic game p!an that maes sense in !ight of the companyEs ind"stry position' ob#ectives'
si!!s' and reso"rces.
The b"siness strategic p!anning process5
1"siness
mission
E4terna!
environmenta!
ana!ysis
:nterna!
environmenta!
ana!ysis
Boa!
form"!ation
Strategy
form"!ation
6rogram
form"!ation
:mp!ementation
8eedbac
and contro!
1oston 9ons"!ting Bro"p Browth-Share 0atri45 I:nvest in the stars' get rid of the dogsUK The framewor
promotes the importance of maret growth rate and maret share in determining the strategic importance of
a prod"ct.
Stars
Question
Marks
Cash Cows Dogs
M
a
r
k
e
t
G
r
o
w
t
h
R
a
t
e
0
%
1
0
%
2
0
%
10x 1x .1x
Relative Market Share
)!ternative >iews Of The >a!"e 9reation 6rocess5
One traditiona! b"siness approach ignores the impact of mareting research on prod"ct design. Under this
framewor' the first step is to mae the prod"ct' and then the second step is to fig"re o"t how and to whom
it wi!! be so!d. This is sti!! a common prob!em in many companies today. ) more sophisticated paradigm
recogni(es that the cons"mer demand sho"!d drive prod"ct design. 0areting research' segmentation'
positioning' and con#oint ana!ysis are a!! e4amp!es of this more sophisticated approach. The diagrams
be!ow i!!"strate the two paradigms.
Traditiona! physica! process se2"ence5
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0ae the 6rod"ct Se!! the prod"ct
Design
prod"ct
6roc"re 0ae 6rice Se!!
)dvertiseN
6romote
Distrib"te Service
The va!"e creation and de!ivery se2"ence +0cAinsey/5
9hoose the va!"e 9omm"nicate the va!"e
So"rcing
0aing
Distrib"ting
Servicing
6rovide the va!"e
9"stomer
segmentation
0aret
se!ectionN
foc"s
>a!"e
6ositioning
6rod"ct
deve!
Service
deve!
6ricing Sa!esforce
Sa!es
promotion
)dvertising
5.3 4ar*et Se-mentation8 0ar-etin-8 and Positionin-
IST6 0aretingK is one way to characteri(e the modern strategic mareting approach. ST6 stands for
1egmenting' Targeting' and /ositioning. The idea is to "se a more direct Irif!eK approach instead of an
"ndirected Ishotg"nK approach5
.. :dentify segmentation
variab!es and segment the
maret.
,. Deve!op profi!es of
res"!ting segments.
Market argeting Market Positioning Market Segmentation
.. Eva!"ate the
attractiveness of
each segment.
,. Se!ect the target
segment+s/.
.. :dentify possib!e
positioning concepts
for each target segment.
,. Se!ect' deve!op' and comm"nicate
the chosen positioning concept.
)dditiona! ;otes On Segmentation' Targeting )nd 6ositioning5
The fo!!owing set of notes provides a brief o"t!ine some of the ey ideas in this area.
)!ternative approaches to mareting strategy5
0ass mareting5 one prod"ct for a!! c"stomers
6rod"ct-variety mareting5 a variety of prod"cts for c"stomers to choose from
Target mareting5 targeted prod"cts for specific c"stomer gro"ps
6atterns of maret segmentation5
3omogeneo"s preferences
Diff"sed preferences
9!"stered preferences
0aret segmentation proced"re +one common approach/ +Aot!er' .HH@/5
./ S"rvey Stage5 E4p!oratory interviews and foc"s gro"ps' fo!!owed by 2"estionnaires to assess5
)ttrib"tes and their importance ratings
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1rand awareness
6rod"ct-"sage patterns
)ttit"des toward the prod"ct category
Demographics' etc.
,/ )na!ysis Stage5
8actor ana!ysis app!ied to remove high!y corre!ated variab!es.
9!"ster ana!ysis app!ied to Icreate a specific n"mber of ma4ima!!y different segmentsK.
&/ 6rofi!ing Stage5 Each c!"ster is profi!ed in terms of its disting"ishing attit"des' behavior' V Each
c!"ster is a maret segment.
0aret targeting5 & criteria for eva!"ating maret segments5
Segment si(e and growth
Segment str"ct"ra! attractiveness +6orterEs - forces/
9ompany ob#ectives and reso"rces
8ive patterns of target maret se!ection +)be!!/ +p. ,%$/5
M
1
M
2
M
3
M
1
M
2
M
3
M
1
M
2
M
3
M
1
M
2
M
3
M
1
M
2
M
3
P
1
P
1
P
1
P
1
P
1
P
2
P
2
P
2
P
2
P
2
P
3
P
3
P
3
P
3
P
3
Singleseg!ent
"on"entration
Singleseg!ent
"on"entration
Market
s#e"iali$ation
Pro%u"t
s#e"iali$ation
&ull "overage
P ' Pro%u"t M ' Market
Deve!oping a positioning strategy5
I6ositioning is the act of designing the companyEs offer and image so that it occ"pies a distinct and
va!"ed p!ace in the target c"stomersE minds.K +Aot!er/
US65 Uni2"e Se!!ing 6osition. 6romotion of a sing!e benefit to the maretp!ace. Effective strategy
+as opposed to to"ting m"!tip!e benefits/.
6ositioning strategies5
)ttrib"te positioning
1enefit positioning
UseNapp!ication positioning
User positioning
9ompetitor positioning
6rod"ct category positioning
R"a!ityNprice positioning
Three steps5
.. :dentify differences
,. 9hoose most important differences
&. Effective!y signa! differences to the target maret
Economics5 Differentiation premi"m pricing
Treacy and ?iersema5 & strategies that !ead to s"ccessf"! differentiation and maret !eadership5
Operationa! e4ce!!ence
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9"stomer intimacy
6rod"ct !eadership
Differentiation5
6rod"ct differentiation5
Service differentiation5
6ersonne! differentiation5
:mage differentiation5
5.' (naly9in- Industries and Competitors
:nd"stries and competition p!ay a centra! ro!e in strategic ana!ysis. The fo!!owing notes reiterate these ideas
from a mareting perspective.
:nd"stry concept of competition - factors affecting ind"stry str"ct"re and competition5
;"mber of se!!ers and degree of differentiation
Entry and mobi!ity barriers
E4it and shrinage barriers
9ost str"ct"res
>ertica! integration
B!oba! reach
:nd"stry str"ct"re types5
6"re monopo!y
6"re o!igopo!y
Differentiated o!igopo!y
0onopo!istic competition
6"re competition
0aret concept of competition5 :t may be important to consider competitors which mae different prod"cts
b"t which meet simi!ar needs. This is different from an ind"stry perspective when the view of competition
is !imited to those firms offering the same or very simi!ar prod"cts.
6rod"ct segmentation
0aret segmentation
9ompetitive inte!!igence5 gathering data abo"t competitors. 1enchmaring.
Tr"e maret orientation ba!ances cons"mer and competitor considerations. 9hanging cons"mer needs and
!atent competitors are ey factors and can be more devastating than e4isting competitor actions.
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5.5 0$e 0ec$nolo-y (doption :i#e Cycle+ 3iscontinuous Inno)ations
Some basic mareting concepts sho"!d be considered when thining abo"t maret forecasts and new
prod"ct strategies. 8or instance' thining of the new prod"ct diff"sion cyc!e +1ass mode!/ as an inevitab!e
cyc!e of sa!es can be very mis!eading. 8irst of a!!' the diff"sion mode! forecasts tota! maret potentia!' and
says nothing abo"t the maret share at a partic"!ar company. Second' the decisions of the firm can
inf!"ence the sa!es. This is fair!y obvio"s when it comes to the inf!"ence of prod"ct 2"a!ity and cost' b"t
mareting strategy is a!so critica!!y important when introd"cing new prod"cts that are discontin"o"s
innovations. :n these cases' the maret is not yet aware of the need for the new prod"ct' and an
"nderstanding of how a prod"ct moves thro"gh the techno!ogy !ife cyc!e wi!! he!p a prod"ct reach its f"!!
potentia! faster and with higher !ie!ihood of s"ccess.
Beoff 0oore' in his boos Crossing the Chasm +.HH./ and )nside the Tornado +.HH-/' draws on mareting
theory and high-tech e4perience to describe the e!ements of the prod"ct !ife cyc!e for techno!ogy
innovations. 3is wor e4amines how comm"nities respond to discontinuous innovations - or any new
prod"cts or services that re2"ire the end "ser in the maretp!ace to dramatica!!y change their past behavior.
3e describes how companies m"st position their prod"cts different!y thro"gh the cyc!e to reach their f"!!
sa!es potentia! and become an ind"stry standard instead of a nove!ty. 0any new hi-tech prod"cts start
a!ong a c!assic new prod"ct diff"sion c"rve' b"t fai! soon thereafter. )nyone deve!oping strategy for
discontinuous innovations sho"!d be fami!iar with the ideas 0oore writes abo"t. Thro"gh the vario"s
phases of the techno!ogy adoption !ife cyc!e' very different strategies for prod"ct and service offering and
positioning are ca!!ed for.
The basis of the techno!ogy adoption !ife cyc!e is simi!ar to the basis for diff"sion mode!s5 different gro"ps
of potentia! c"stomers react different!y to innovations' and adoption proceeds from most enth"siastic to
most conservative. 9omm"nities respond to discontin"o"s innovation - when confronted with the
opport"nity to switch to a new infrastr"ct"re paradigm' c"stomers se!f-segregate a!ong an a4is of ris-
aversion. 0oore separates c"stomers into five categories' a!ong which the cyc!e of new techno!ogy
adoption proceeds5
.. :nnovators * technology enthusiasts who are f"ndamenta!!y committed to new techno!ogy on the
gro"nds that sooner or !ater it wi!! improve their !ives.
,. Ear!y )dopters - visionaries and entreprene"rs in b"siness and government who want to "se the
innovation to mae a brea with the past and start an entire!y new f"t"re
&. Ear!y 0a#ority - pragmatists who mae "p the b"! of a!! techno!ogy infrastr"ct"re p"rchasesO their
p"rchasing behavior is based on evo!"tion rather than revo!"tion' and they b"y on!y when there is a
proven trac record of "sef"! prod"ctivity improvement.
$. <ater 0a#ority - conservatives who are very price sensitive and pessimistic abo"t the added va!"e of
the prod"ctO they b"y on!y when techno!ogy has been simp!ified and commoditi(ed.
-. <aggards - s'eptics who are not rea!!y potentia! c"stomersO goa! is not to se!! to them' b"t se!! aro"nd
their constant criticism.
The c"stomer segments correspond to (ones in the "!andscape" fig"re be!ow. :n addition' there is a si4th
(one that 0oore ca!!s the "chasm'" separating adoption by the ear!y maret c"stomers +.',/ from adoption
by the ear!y ma#ority +&/. 0oore describes the chasm as fo!!ows5
?henever tr"!y innovative high-tech prod"cts are first bro"ght to maret' they wi!! initia!!y en#oy a
warm we!come in an early mar'et made "p of techno!ogy enth"siasts and visionaries b"t then wi!! fa!!
into a chasm' d"ring which sa!es wi!! fa!ter and often p!"mmet. :f the prod"cts can s"ccessf"!!y cross
this chasm' they wi!! gain acceptance within a mainstream mar'et dominated by pragmatists and
conservatives. Since for prod"ct-oriented enterprises virt"a!!y a!! high-tech wea!th comes from this
third phase of maret deve!opment' crossing the chasm becomes an organi(ationa! imperative. +.HH-'
p..H/
,-
EES&OR $%& Strategy 6rimer &.C
<e ,ands3a:e o6 t<e e3<no5ogy $do:tion ,i6e3y35e +so"rce5 0oore' .HH-' p.,-/
Ear!y 0aret
The
9hasm
The
Tornado
0ain Street
End of <ife
The strategy for "crossing the chasm'" as we!! as the strategy for each of the other "(ones"' are very
partic"!ar to where the prod"ct is in the !ife cyc!e.
The fig"re be!ow emphasi(es the different va!"e discip!ines re2"ired at different stages. ;ote that the
so"rce of competitive advantage changes thro"gh the cyc!e - in 6orter terms' it draws on vario"s
combinations of competing on cost +operationa! e4ce!!ence/' differentiation +prod"ct !eadership/' and foc"s
+c"stomer intimacy/.
(a57e )is3i:5ines and t<e ,i6e Cy35e +so"rce5 0oore' .HH-' p..@=/
6rod"ct
<eadership
on!y
6rod"ct <eadership
&
Operationa! E4ce!!ence
6rod"ct <eadership
&
9"stomer :ntimacy
Operationa! E4ce!!ence
&
9"stomer :ntimacy
0oore +.HH-' p.,-/ characteri(es the (ones as fo!!ows5
The .arly &ar'et
) time of great e4citement when c"stomers are techno!ogy enth"siasts and visionaries !ooing to be
first to get on board with the new paradigm. >isionaries are wi!!ing to wor thro"gh b"gs and p"t in
effort themse!ves to mae the so!"tion wor. The prod"ct se!!s itse!f.
The Chasm
) time of great despair' when the ear!y maret7s interest wanes b"t the mainstream maret is sti!! not
comfortab!e with the immat"rity of the so!"tions avai!ab!e. The on!y safe way to cross the chasm is to
p"t a!! yo"r eggs in one baset - target a sing!e beachhead of pragmatist c"stomers in a mainstream
maret segment and acce!erate the formation of .CC percent of their who!e prod"ct.
,=
EES&OR $%& Strategy 6rimer &.C
The #owling lley
) period of niche-based adoption in advance of the genera! maretp!ace' driven by compe!!ing
c"stomer needs and the wi!!ingness of vendors to craft niche-specific who!e prod"cts. ) whole
product is the minim"m set of prod"cts and services necessary to ens"re that the target c"stomer wi!!
achieve his or her compe!!ing reason to b"y. 6ragmatists want a who!e prod"ct' with the necessary
"ser infrastr"ct"re and c"stomer s"pport. )t this stage' companies sho"!d resist the temptation to try to
provide a genera! p"rpose who!e prod"ct and simp!ify the who!e prod"ct cha!!enge. To get c"stomers
on board' service content is high' RO: to end "ser m"st be high' and partnerships with other companies
may be ca!!ed for. S"ccess in the niche can then be !everaged e!sewhere. The two eys to targeting
the right niche c"stomers here are +./ the segment has a compe!!ing reason to b"y' and +,/ the segment
is not c"rrent!y we!! served by any competitor.
The Tornado
)n "g!y and fren(ied period of mass-maret adoption' when the genera! maretp!ace +ear!y ma#ority
c"stomers/ switches over to the new infrastr"ct"re paradigm. :t7s a herd menta!ity. Aeys to s"ccess in
this period are to ignore c"stomer needs and prod"ct modifications and <ust ship' riding the wave.
0aret share is critica! at this stage to !oc o"t competitors' and partners sho"!d be e!iminated.
9ompanies entering the tornado sho"!d e4pand distrib"tion channe!s' attac the competition' and price
to ma4imi(e maret share.
&ain 1treet
) period of aftermaret deve!opment' when the base infrastr"ct"re has been dep!oyed and the goa! is
now to f!esh o"t the potentia!. )nother reversa! of strategy is needed bac to niche-based mareting.
1efore the prod"ct becomes obso!ete' there is an opport"nity to sett!e into a profitab!e period of
differentiating the commoditi(ed who!e prod"ct with e4tensions foc"sing on the end "ser.
.nd of (ife
?hich comes too soon in high-tech. 9ompanies sho"!d find caretaers that can tae over a f"!!y
commoditi(ed prod"ct with !ow profit margin.
,@