Sublime

books written by Andy Grove,

This, in essence, is the High-Tech Marketing Model—a vision of a smooth unfolding through all the stages of the Technology Adoption Life Cycle. What is dazzling about this concept, particularly to those who own equity in a high-tech venture, is its promise of a virtual monopoly over a major new market development. If you can get there first, “catch

If you can get there first, “catch the curve,” and ride it up through the early majority segment, thereby establishing the de facto standard, you can get rich very quickly and “own” a highly profitable market for a very long time to come.

However, products can also be priced too low to cross the chasm. The problem here is that the price does not incorporate sufficient margin to reward the channel for the extra effort required to introduce a disruptive innovation into their already established relationship with a mainstream customer. If the channel is going to go out of its way to ta

whiz-bang

the point of greatest peril in the development of a high-tech market lies in making the transition from an early market dominated by a few visionary customers to a mainstream market dominated by a large block of customers who are predominantly pragmatists in orientation. The gap between these two markets, all too frequently ignored, is in fact so s

copilot.

The key to moving beyond one’s initial target niche is to select strategic target market segments to begin with. That is, target a segment that, by virtue of its other connections, creates an entry point into one or more adjacent segments.