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The great benefit of adopting the discipline of profitability at the outset is that you do not have to learn it later on. All too frequently, even when they are led by experienced managers, enterprises that are venture funded for long periods of time fall into a “welfare state mentality,” losing their sense of urgency, and looking for their next pa

Geoffrey A. Moore • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)

In enterprise software companies, the two most important positions tend to be VP of sales and VP of engineering.

Ben Horowitz • The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers

During the “commit” stage, the effort will quickly become significantly more complex and begin involving multiple teams. However it is still useful to have one person who is ultimately accountable for the success of the initiative and holds all of the moving pieces in their head. This is often a senior marketing or product person.

Dan Hockenmaier • Drive Growth by Picking the Right Lane — A Customer Acquisition Playbook for Consumer Startups

(early adopters).

Ash Maurya • Running Lean: Iterate from Plan A to a Plan That Works (Lean (O'Reilly))

Over a decade later, this is still the most useful framework for thinking about customers for your MVP. From @sgblank originally, I believe. https://t.co/BRltPCA3by

Nivi

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This isn’t rocket science, but it does represent a kind of discipline. And it is here that high-tech management shows itself most lacking. Most high-tech leaders, when it comes down to making marketing choices, will continue to shy away from making niche commitments, regardless. Like marriage-averse bachelors, they may nod in all the right places a

Geoffrey A. Moore • Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (Collins Business Essentials)

Firms can no longer depend only on internal capabilities or a handful of business partners to meet external needs.

Anthony Williams • Wikinomics: How Mass Collaboration Changes Everything

Innovators pursue new technology products aggressively. They sometimes seek them out even before a formal marketing program has been launched. This is because technology is a central interest in their life, regardless of what function it is performing. At root they are intrigued with any fundamental advance and often make a technology purchase simp

Geoffrey A. Moore • Crossing the Chasm, 3rd Edition: Marketing and Selling Disruptive Products to Mainstream Customers (Collins Business Essentials)

during the chasm period, the number-one concern of pricing is not to satisfy the customer or to satisfy the investors, but to motivate the channel. To sum up, when crossing the chasm, we are looking to attract customer-oriented distribution with one of our primary lures being distribution-oriented pricing.