Finding Niche Markets Biography
Prior to working with the McKenna Group, Moore was a sales and marketing executive at Rand Information Systems, Enhansys, and Mitem.[3] He is a Venture Partner with Mohr Davidow Ventures and Managing Director at Geoffrey Moore Consulting. [4]
Moore received a bachelor's degree in American literature from Stanford University (1967) and a doctorate in English literature from the University of Washington (1974).[3][5]
Moore began his professional life as an English professor at Olivet College in Michigan, before moving his family to California where he took a job as a corporate trainer and executive assistant at a technology company.
Moore and his wife Marie have three adult children, Margaret, Michael and Anna.[1]One of Moore's key insights is that as one progresses through the technology adoption life cycle used as a model for high tech marketing, there is a credibility gap that occurs in trying to move on through the adoption segments outlined below.
His major contribution in the field is the 'chasm' that separates the early market and early adopter visionaries from the early pragmatists when confronted with discontinuous innovations. The various groups or segments or profiles adopt innovations in stages based on their unique psycho-graphic profiles (a combination of psychological, demographic, and social attributes).
Moore defines the early market as being made up of technology enthusiasts and innovators who are looking for state of the art technology and try innovations out just to see if they will work. These lone technical inventors usually don't have any buying influence in organizations so must be seeded with products so they may be used as references for the next profile in the early market.
That would be the visionary early adopters who are change agents looking for an order of magnitude improvement or fundamental breakthrough or quantum leap in competitive advantage in the way business is conducted.
The next segment in the technology adoption life cycle are the early pragmatists who do not trust visionaries as a reference base, and act like herd animals in the adoption of innovations, so are very reference or support oriented. So this creates a catch-22 since the only references that an early pragmatists will use is another pragmatists that is in their industry.
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
Finding Niche Markets
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