1. Inside The Tornado by Geoffrey A. Moore
From standard diffusion theory (Everrett Rogers), the types of customers over the life cycle of diffusion are:
Innovators or Technology enthusiasts
Early adopters or Visionaries
Early majority or Pragmatists
Late Majority or Conservatives
Laggards or Skeptics

2. The Chasm: v-p gap or the growth phase
Visionaries
intuitive
support revolution
contrarian
break away from the pack
follow their own dictates
take risks
motivated by future opportunities
seek what is possible
Pragmatists
analytic
support evolution
conformist
stay with herd
consult with their colleagues
manage risks
motivated by present problems
pursue what is probable

3. Success factors for crossing the chasm
Pragmatists want 100% solution to their problem or the whole product
the minimum set of products and services necessary to ensure that the target customer will achieve his or her compelling reasons to buy
Segment the market
do put all your eggs in one segment’s basket
1. p. 21
p.23

4. Choosing a segment
Is the segment well funded and accessible to sales force?
do they have a compelling reason to buy?
can we deliver (albeit with partners) deliver a whole product to fulfill that reason to buy?
Is there entrenched competition that will make it impossible for us?
will a win in this segment allow us to leverage to others?
pp 22-23

5. sample bowling alley regulatory submissions pharmaceuticals
medical equipment regulatory submissions
food processing regulatory submissions
manufacturing pharmaceuticals
manufacturing medical equipment
pharmaceutical R&D
p.40

6. Success principles in the bowling alley
Pick on someone your own size
Focus on end user or economic buyer

7. Getting buy-in Solve an important problem for end user
demonstrate that the problem is because of current technology
show how you solution is a technology fix to their systemic problem
exhibit mastery of their application
ask for business, having overcome resistance

8. The tornado : signals what pragmatists do
when it is time to move, let us all move together
let us all pick the same vendor for the new paradigm
once we start, let us move fast and get it over with to minimize end user nuisance

9. Lessons from Oracle Attack the competitor ruthlessly
expand your distribution as fast as possible
ignore the customer

10. Lessons from HP in the PC printer market’s tornado
Just ship
Extend distribution channels
Drive to the next lower price point
If you refuse or neglect to supply any channel with your product, you leave that flank unprotected

11. Intel and Microsoft lessons
Only the paranoid survive
recruit partners to create a powerful whole product
Institutionalize this whole product as market leader
commoditize the whole product by designing out your partners
p. 86

12. TORNADO MISTAKES
Tornado forces are bigger than any one company’s ability to control, so don’t try.
Don’t introduce discontinuity during a tornado
Tornadoes design service out, not in
Don’t bet on preventing a tornado