"Crossing the Chasm"

Paper Summary:

This paper discusses and reviews Geoffrey Moore's book "Crossing the Chasm", describing it as a a niche book for companies attempting to introduce "disruptive" technologies to markets not inclined to accept them. The paper discusses Moore's approach in writing the book and why this particular approach is effective. The paper also briefly touches upon the weaknesses of the book but overall presents a positive review of "Crossing the Chasm".

From the Paper:

"Moore's education belies his chosen career path. However unlikely, this recipient of a Ph.D. in literature commands a $15,000 per day consulting fee--and companies don't bat an eye (Keenan, n.d.). Rod Randall, chief marketing officer at Lucent Technologies says, "He brings to the table examples of companies you know. It's so relevant that it's easy to see how what he's saying is going to be true" (Geoffrey, n.d.). Equally unlikely, his success spat out from the failures of two of the three software companies he worked for (Geoffrey, n.d.). His "why" brought forth the concept of the chasm, which in turn led to the 1991 version of Crossing the Chasm, and then to a successful consulting practice based on its principles (Moore, 2002)."

Sample of Sources Used:

• Geoffrey Alexander Moore. Retrieved October 5, 2008 from http://www.businessweek.com/2000/00_43/b3704058.htm
• Keenan, Faith. Geoff Moore goes mainstream. Retrieved October 4, 2008, from http://www.businessweek.com/2000/00_43/b3704057.htm
• Moore, Geoffrey A. (2002). Crossing the chasm. New York: Collins Business.

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