12 Quotes by Geoffrey A. Moore

Big enough to matter, small enough to lead, good fit with your crown jewels. If.

One of the most important lessons about crossing the chasm is that the task ultimately requires achieving an unusual degree of company unity during the crossing period.

Entering the mainstream market is an act of burglary, of breaking and entering, of deception, often even of stealth.

When pragmatists buy, they care about the company they are buying from, the quality of the product they are buying, the infrastructure of supporting products and system interfaces, and the reliability of the service they are going to get.

California is a bad influence.

The winning strategy does not just change as we move from stage to stage, it actually reverses the prior strategy.

The only suitable reference for an early majority customer, it turns out, is another member of the early majority, but no upstanding member of the early majority will buy without first having consulted with several suitable references.

Chasm crossing is not the end, but rather the beginning, of mainstream market development.

By contrast, the early majority want to buy a productivity improvement for existing operations. They are looking to minimize the discontinuity with the old ways. They want evolution, not revolution. They want technology to enhance, not overthrow, the established ways of doing business. And above all, they do not want to debug somebody else’s product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base.