书名：Crossing the Chasm跨越鸿沟
作者：Geoffrey A. Moore杰弗里·摩尔
出版社名称：HarperBusiness
出版时间：2014
语种：英文
ISBN：9780062292988
商品尺寸：13.5 x 1.7 x 20.3 cm
包装：平装
页数：288
高科技市场是世界上激动人心的市场之一，而对于任何参与到当中的人来说，Crossing the Chasm《跨越鸿沟》都是一本值得读的书。

“鸿沟理论”指的就是高科技产品在市场营销过程中遭遇的大障碍：高科技企业的早期市场和主流市场之间存在着一条巨大的“鸿沟”，能否顺利跨越鸿沟并进入主流市场，成功赢得实用主义者的支持，就决定了一项高科技产品的成败。实际上每项新技术都会经历鸿沟。关键在予采取适当的策略令高科技企业成功地“跨越鸿沟”，摩尔在这本书中就告诉了人们一些欠经考验的制胜秘诀。

对于深谙经营之道的公司来说，这本书是他们走向成功的蓝图；对于其他普通的公司来说，这本书是他们安身立命的手册；对于所有的商业人士来说，这本书绝是值得一读的好书。

精彩书评：
“在真正涉足高科技领域之前，你有必要读一读这本书——在这个节奏飞快、竞争激烈的技术竞技场上，这本书绝对能够帮助你更容易地获得成功。”——威廉姆·劳森罗盛软件公司董事会主席兼CEO

“近40年来，本书对高科技营销各个方面所做出的贡献远远超过了其他任何相关书籍。如今已经有无数企业和大学分别在自己的运营和教学过程中引入了鸿沟思想，如果你还不是这些企业或大学中的一员，你可能就要担心自己的未来了。”——汤姆·肯德拉IBM软件集团世界数据管理销售部门副总裁

“《跨越鸿沟》已经不仅仅是一本好书的名字——它已经被人们视为一种极其有效的管理过程。在风险资本领域，鸿沟管理已经成为风险投资公司的管理层广泛采用的一种衡量新兴高科技企业的工具，而且这神工具是非常有效的！”——乔斯·舍恩道夫著名投资机构Accel台伙公司的战略台作伙伴

The bible for bringing cutting-edge products to larger markets—now revised and updated with new insights into the realities of high-tech marketing
InCrossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle—which begins with innovators and moves to early adopters, early majority, late majority, and laggards—there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.
This third edition brings Moores classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moores most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.

Praise for Previous Editions of Crossing the Chasm:
“Crossing the Chasm truly addresses the subtleties of high-tech marketing. We have embraced many of the concepts in the book and it has become a bestseller with Unisys.” —James A. Unruh, CEO, Unisys

“Crossing the Chasm is no longer just the name of a great book—it has become a very effective management process. In venture capital, chasm management is a widely used boardroom tool for emerging technology companies. It works!” —Joe Schoendorf, executive partner, Accel Partners

“Crossing the Chasm has contributed more to the art and science of high-tech marketing than any other book in the last decade. If you are not one of the thousands of businesses and universities incorporating the chasm insight into your operations, you have to be worried about your future.” —Tom Kendra, vice president, Worldwide Data Management Sales, IBM Software Group
杰弗里·摩尔，高科技营销魔法之父，硅谷战略与创新咨询专家。他所创立的关于技术产品生命周期的定律，被称为新摩尔定律。他的研究以公司盈利的关键点“销售”为切入点，把精力都集中于公司的生存和发展上。摩尔是鸿沟咨询公司的创始人，同时担任一些声名显赫的商业领袖（如思科的CEO约翰·钱伯斯）的私人顾问，帮助高科技公司化解企业策略和营销方针上的危机，惠普、微软、甲骨文等公司都是摩尔的客户。他的著作已经成为哈佛、斯坦福等许多商学院的经典读物，著有《公司进化论-伟大的企业如何持续创新》等书籍。
Geoffrey A. Mooreis the author of Escape Velocity,Inside the Tornado, and Living on the Fault Line.
There is a line from a song in the musical A hons Line: “if Troy Donahue can be a movie star, then I Can be a movie star.” Every year one imagines hearing a version of this line reprised in high-tech start-ups across the country: “If Mark Zuckerberg can be a billionaire...” For indeed, the great thing about high tech is that, despite numerous disappointments, it still holds out the siren lure of a legitimate get-rich-quick opportunity.

This is the great attraction And yet, as the Bible warns, while many are called, few are chosen. Every year millions of dollars—not to mention countless work hours of our nation’s best technical talent—are lost in failed attempts to join this kingdom of the elect. And oh what wailing then, what gnashing of teeth!
“Why me?” cries out the unsuccessful entrepreneur. Or rather. “Why not me?” “Why not us?” chorus his equally unsuccessful investors. “Look at our product. Is it not as good— nay, better—than the product that beat us out? How can you say that Salesforce is better than Right Now. Linked in is better than Plaxo. Akamai’s content delivery network is better than Inter— nap’s, or that Rackspace’s cloud is better than Terrernark’s?” How, indeed? For in fact, feature for feature, the less successful product is often arguably superior.
Not content to slink off the stage without some revenge, this sullen and resentful crew casts about among themselves to find a scapegoat and whom do they light upon? With unfailing consistency and unerring accuracy, all fingers point to—the president of marketing. It is marketing’s fault! Salesforce outmarketed RightNow. LinkedIn outmarketed Plaxo. Akamai out— marketed Internap. Rackspace outmarketed Terrernark. Now we too have been outmarketed. Firing is too good for this inonster. Hang him!
While this sort of thing takes its toll on the marketing profession, there is more at stake in these failures than a bumpy career path. When a high-tech venture fails, everyone goes down with the ship—not only the investors but also the engineers, the manufacturers, the president, and the receptionist. All those extra hours worked in hopes of cashing in on an equity option—all gone.