“The number-one corporate objective, when crossing the chasm, is to secure a distribution channel into the mainstream market, one with which the pragmatist customer will be comfortable. This objective comes before revenues, before profits, before press, even before customer satisfaction.… — Geoffrey A. Moore Copy Share Image
“There are two keys to this entire sequence. The first is knocking over the head pin, taking the beachhead, crossing the chasm (and chaining… — Geoffrey A. Moore Copy Share Image
“To get an early market started requires an entrepreneurial company with a breakthrough technology product that enables a new and compelling application, a technology… — Geoffrey A. Moore Copy Share Image
“There are, however, even more serious ramifications. High-tech innovation and marketing expertise are two cornerstones of the U.S. strategy for global competitiveness. We will… — Geoffrey A. Moore Copy Share Image
“As soon as the numbers get up in a chart - or better yet, a graph - as soon as they thus become blessed… — Geoffrey A. Moore Copy Share Image
“The winning strategy does not just change as we move from stage to stage, it actually reverses the prior strategy.” — Geoffrey A. Moore Copy Share Image
“Indeed, a truly predatory type of investor - sometimes referred to as a vulture capitalist - looks to use the chasm period of struggle… — Geoffrey A. Moore Copy Share Image
“One of the most important lessons about crossing the chasm is that the task ultimately requires achieving an unusual degree of company unity during… — Geoffrey A. Moore Copy Share Image
“Segways are a classic example of this phenomenon. You've seen them on occasion in malls or in airports, looking something like an old-fashioned lawn… — Geoffrey A. Moore Copy Share Image
“Oh, to be sure, there are the get-rich dreams that float in and out of idle conversation. But there are much headier rewards closer… — Geoffrey A. Moore Copy Share Image
“The number-one corporate objective, when crossing the chasm, is to secure a distribution channel into the mainstream market, one with which the pragmatist customer… — Geoffrey A. Moore Copy Share Image
