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Cargando... Crossing the Chasm (1991)por Geoffrey A. Moore
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Inscríbete en LibraryThing para averiguar si este libro te gustará. Actualmente no hay Conversaciones sobre este libro. I was reading this book for work reasons more from the technology products angle rather than the marketing angle, and the technology examples in the book are definitely dated now. But what I found most interesting was not what the book said per se, but reflecting that against the places I've worked at and how the idea of a chasm between early market and mainstream market mattered for the technologies they were in. Over the past week, I decided to tackle a book that has been sitting on my shelf for a couple of years. This book is a Businessweek Bestseller. It is Geoffrey Moore’s Crossing the Chasm. The book focuses on bringing products to market. After reading it, I believe it can be used for more than the high tech industry. Moore’s analogy to the D-day invasion is spot on. It helped me think about a strategy that I need to use to advance my efforts. Read more sin reseñas | añadir una reseña
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En Cruzando el abismo, Geoffrey A. Moore describe lo que denomina el Ciclo Vital de Adopción de Tecnología, cuya idea principal es que no todos los consumidores son iguales. Hay entusiastas de la tecnología o visionarios que adoptan los productos nuevos muy rápidamente, a pesar de estar inmaduros. Asimismo, hay un mercado masivo de consumidores que son mucho más pragmáticos a la hora de adoptar un producto y que, en consecuencia, esperan a que éste madure. Mientras que los pioneros están dispuestos a hacer un sacrificio por estar entre los primeros, la mayoría espera hasta estar segura de que la nueva tecnología realmente aporta mejoras. El reto para los innovadores y los profesionales del marketing es estrechar ese gran abismo que da título al libro y que la mayoría de empresas no consiguen cruzar. Esta nueva edición actualiza el clásico de Geoffrey Moore con decenas de nuevos ejemplos de éxitos y fracasos, innovadoras estrategias de marketing para un contexto digital y los últimos descubrimientos y casos del autor. Además, incluye dos nuevos apéndices: el primero enlaza las proposiciones de Cruzando el abismo con el siguiente libro de Moore, Inside the Tornado, y el segundo presenta el modelo de los Cuatro Engranajes en la adopción tecnológica del consumidor digital. No se han encontrado descripciones de biblioteca. |
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Professionally, I am a developer who brings biomedical software from mere idea into wider adoption in the marketplace. I’m well-aware of these phenomena that Moore describes and am always looking for wiser ways to engage users and communities of potential users. This book explains many dynamics I encounter on a daily basis, and it helps to put words on these trends. As a pioneer, I pride myself on being creative and innovative, but I also desperately want those new advances to be brought into effective use through hard-wrought gains. This book teaches me how to do both acts to achieve a greater benefit.
As evidenced by this book being in a third edition, Moore has found a wide audience for his instruction. Its message has continued through three-to-four decades, an eternity in the fast-paced world of high-tech. Although I’m hesitant to criticize a working product, to me, this work should receive a different subtitle: It is less a book about selling and marketing and more of a description of how high-tech works. Its examples have been updated through the years – making it easy to read – but its conceptual relevance has remained constant.
Marketers and salespeople are the obvious, stated audiences for this book. Nonetheless, anyone involved in making high-tech products, including engineers, managers, developers, and executives, should pay heed. It shines a light on the essential business challenges of bringing technological ideas to fruition and adoption. Modern society has achieved an effective track record of technological advancement, but improvements and efficiencies can always be gained. Moore shows us how by showing us how to think better. ( )