* All products are first adopted by Innovators, then Early Adopters, the Early Majority, the Late Majority, and finally Laggards. You may be an Early Adopter in one market (e.g. gadgets) but a Laggard in another (e.g. fashion).
* Disruptive products may do well with Innovators and Early Adopters, but the Early Majority is not willing to deal with a product that they don't understand (because it's not like another product they know).
* Happily, the Early Majority finds out about new products from the Early Adopters. So if you're building a disruptive product, you need to first make a critical mass of Early Adopters willing to recommend you to the Early Majority.
* To do this, he suggests that you make a "whole product" that addresses 100% of the needs of a particular niche (a "bowling pin"). The users in that niche will endure the pains of early-adoption in order to have 100% of their needs met (versus a generalized product that only meets, say, 80% of your needs). You will thus get happy Early Adopters in one niche.
* Then, you add the features you need to create a whole product for the next niche. As you succeed in each niche, you are not only improving your product, but you are collecting customer references in each niche. Eventually, if you have great customer references in a lot of niches, you can "cross the chasm" faced by all disruptive products by having enough overall customer references that the Early Majority will hear about and try your product.
* So, using this approach gives you two advantages. First, you have explicitly considered a bunch of niches and added features to make your product satisfy customer needs deeply. Second, you have a critical mass of customer references to "cross the chasm" to the mass market.
Thanks for this excellent summary of the book. I'm involved in product development for a company and was taking some of the management claims on face value without really understanding "how" the product is going to sell!!! Shame on me!
* All products are first adopted by Innovators, then Early Adopters, the Early Majority, the Late Majority, and finally Laggards. You may be an Early Adopter in one market (e.g. gadgets) but a Laggard in another (e.g. fashion).
* Disruptive products may do well with Innovators and Early Adopters, but the Early Majority is not willing to deal with a product that they don't understand (because it's not like another product they know).
* Happily, the Early Majority finds out about new products from the Early Adopters. So if you're building a disruptive product, you need to first make a critical mass of Early Adopters willing to recommend you to the Early Majority.
* To do this, he suggests that you make a "whole product" that addresses 100% of the needs of a particular niche (a "bowling pin"). The users in that niche will endure the pains of early-adoption in order to have 100% of their needs met (versus a generalized product that only meets, say, 80% of your needs). You will thus get happy Early Adopters in one niche.
* Then, you add the features you need to create a whole product for the next niche. As you succeed in each niche, you are not only improving your product, but you are collecting customer references in each niche. Eventually, if you have great customer references in a lot of niches, you can "cross the chasm" faced by all disruptive products by having enough overall customer references that the Early Majority will hear about and try your product.
* So, using this approach gives you two advantages. First, you have explicitly considered a bunch of niches and added features to make your product satisfy customer needs deeply. Second, you have a critical mass of customer references to "cross the chasm" to the mass market.
Here is an illustration: http://faculty.msb.edu/homak/homahelpsite/webhelp/Crossing_t...