---
name: crossing-the-chasm
description: 'Navigate the technology adoption lifecycle from early adopters to mainstream market. Use when the user mentions "crossing the chasm", "beachhead segment", "whole product", "early adopters vs. mainstream", "tech go-to-market", "bowling pin strategy", "technology adoption lifecycle", or "pragmatist buyers". Also trigger when a startup has early traction but struggles to grow beyond initial users, or when planning go-to-market for technical products. Covers D-Day analogy, bowling-pin strategy, and positioning against incumbents. For product positioning, see obviously-awesome. For new market creation, see blue-ocean-strategy.'
license: MIT
metadata:
  author: wondelai
  version: "1.1.0"
---

# Crossing the Chasm Framework

Strategic framework for marketing and selling disruptive technology products, particularly for transitioning from early adopters to mainstream customers.

## Core Principle

**There is a chasm between early adopters and the mainstream market.** Most tech companies fail not because they can't build great products, but because they can't cross from visionaries who love new technology to pragmatists who just want solutions that work.

**The foundation:** Early adopters and mainstream customers want fundamentally different things. What wins over innovators actively repels the early majority. You must change your strategy—and your whole product—to cross the chasm.

## Scoring

**Goal: 10/10.** When evaluating go-to-market strategy for tech products, rate 0-10 based on alignment with chasm-crossing principles. A 10/10 means proper beachhead selection, whole product strategy, and positioning for pragmatist buyers; lower scores indicate early-market tactics applied to mainstream market. Always provide current score and improvements needed to reach 10/10.

## The Technology Adoption Life Cycle

```
Innovators → Early Adopters → [CHASM] → Early Majority → Late Majority → Laggards
   2.5%         13.5%                      34%             34%            16%
```

**The Chasm:** The gap between early adopters (13.5%) and early majority (34%). This is where most tech products die.

### The Five Buyer Groups

| Segment | % Market | Psychology | What They Buy | What They Need |
|---------|----------|------------|---------------|----------------|
| **Innovators** | 2.5% | Technology enthusiasts | The newest, coolest tech | Product exists, technical specs |
| **Early Adopters** | 13.5% | Visionaries seeking advantage | Change, revolution, competitive edge | Vision, big potential, strategic value |
| **[THE CHASM]** | — | — | — | — |
| **Early Majority** | 34% | Pragmatists | Productivity improvements | Whole product, references, de-risked |
| **Late Majority** | 34% | Conservatives | Avoid being left behind | Commodity, support, low risk |
| **Laggards** | 16% | Skeptics | Only when forced | Cheap, simple, necessary |

**Critical insight:** Early adopters and early majority look similar but want completely opposite things.

**Early Adopters (Visionaries):**
- Want to be first
- Willing to work around bugs
- Buy the future vision
- Don't need references
- Want custom solutions
- High risk tolerance

**Early Majority (Pragmatists):**
- Want proven solutions
- Need it to "just work"
- Buy present value
- Need references from peers
- Want standards
- Low risk tolerance

**Why this matters:** You can't market to both simultaneously. Visionary testimonials scare off pragmatists. "Revolutionary" positioning is a red flag to the early majority.

See: [references/buyer-segments.md](references/buyer-segments.md) for detailed buyer psychographics.

## Why the Chasm Exists

**The reference gap:**
- Early majority won't buy without references from other early majority companies
- But no early majority companies exist until someone crosses first
- Classic catch-22

**The whole product gap:**
- Early adopters tolerate incomplete products
- Early majority demands complete, integrated solutions
- Your MVP that wowed visionaries is unshippable to pragmatists

**The positioning gap:**
- "Revolutionary" excites early adopters, terrifies early majority
- "Disruptive" = risky, expensive, unproven
- Pragmatists want evolution, not revolution

## The D-Day Strategy: Crossing the Chasm

**Bad approach:** Try to be everything to everyone (stall in chasm)

**Good approach:** Target a single beachhead, dominate it, expand from position of strength.

### Step 1: Target the Point of Attack

**Choose a single, narrowly defined market segment.**

**Beachhead characteristics:**
- **Specific:** Not "healthcare" but "orthopedic surgical centers with 5-10 surgeons"
- **Urgent pain:** Problem is costing them real money/time
- **Accessible:** You can reach them (conferences, publications, channels)
- **Compelling reason to buy:** Your solution is 10x better for their specific problem
- **Whole product potential:** You can assemble partners to deliver complete solution
- **Reference potential:** They'll be vocal advocates

**Target segment criteria:**

| Criteria | Good Beachhead | Bad Beachhead |
|----------|----------------|---------------|
| **Size** | Big enough to matter, small enough to dominate | Too small (can't build on) or too big (can't own) |
| **Pain** | Urgent, expensive problem | Nice-to-have |
| **Access** | Clear channels to reach | Scattered, hard to reach |
| **Competition** | Weak or non-existent | Entrenched incumbents |
| **Word-of-mouth** | They talk to each other | Siloed, isolated |

**Example:** Salesforce
- **Bad:** "CRM for all businesses"
- **Good:** "Sales force automation for inside sales teams at B2B SaaS startups"

**Process:**
1. Brainstorm 20+ possible segments
2. Score each on criteria above
3. Choose ONE (resist temptation to keep options open)
4. Commit to dominating it

See: [references/beachhead-selection.md](references/beachhead-selection.md) for segment evaluation frameworks.

### Step 2: Assemble the Invasion Force

**Create the "whole product" for your beachhead segment.**

**Whole product layers:**

```
Generic Product (what you ship)
    ↓
Expected Product (minimum to be viable)
    ↓
Augmented Product (what pragmatists actually need)
    ↓
Potential Product (what it could become)
```

**Example: Marketing automation software**

| Layer | What It Includes |
|-------|------------------|
| **Generic** | Email sending, list management |
| **Expected** | Templates, analytics, API |
| **Augmented** | CRM integration, training, support, professional services, best practices playbooks |
| **Potential** | AI optimization, advanced personalization, account-based marketing |

**Critical:** Early majority buys the augmented product. If you only deliver generic product, they won't buy.

**Whole product checklist:**
- [ ] Core technology (your product)
- [ ] Complementary products/services (integrations, partner solutions)
- [ ] Installation and setup (onboarding, migration)
- [ ] Training and support
- [ ] Documentation and best practices
- [ ] Industry-specific adaptations
- [ ] Risk mitigation (security, compliance, SLAs)

**Partnerships:**
- Identify gaps between generic and augmented product
- Partner with companies that fill gaps
- Joint go-to-market for beachhead segment

See: [references/whole-product.md](references/whole-product.md) for whole product planning.

### Step 3: Define the Battle

**Position against the competition.**

**Positioning formula:**
- For [target customer]
- Who [statement of need/opportunity]
- Our product is a [product category]
- That [statement of key benefit]
- Unlike [primary competitive alternative]
- Our product [statement of primary differentiation]

**Example: Workday (early positioning)**
- For mid-market companies
- Who need modern HR and finance systems
- Workday is a cloud-based ERP
- That provides consumer-grade UX and fast implementation
- Unlike Oracle and SAP
- Workday requires no IT infrastructure and deploys in months, not years

**Competitive positioning:**

**Identify the market alternative:**
- What do customers use today?
- Often it's NOT a direct competitor—it's manual processes, spreadsheets, or old systems

**Frame the competition:**
- Don't pick fights you can't win
- Differentiate on dimension you dominate
- Make their strength irrelevant

**Example:** Salesforce vs. Siebel
- **Siebel strength:** Feature-rich, enterprise-grade
- **Salesforce positioning:** "No software" (cloud-based, fast setup)
- **Result:** Made Siebel's strength (complexity) a weakness

See: [references/positioning.md](references/positioning.md) for competitive positioning frameworks.

### Step 4: Launch the Invasion

**Execute the go-to-market strategy.**

**Distribution strategy:**

| Customer Type | How They Buy | Sales Strategy |
|---------------|--------------|----------------|
| **Early adopters** | Direct, evangelical CEO | Direct sales, founder-led |
| **Early majority** | Risk-averse, need proof | Channel partners, references, content marketing |
| **Late majority** | Commodity, low-touch | Self-service, inside sales |

**For crossing the chasm (early majority):**
- **Lead with references:** Case studies, testimonials, peer recommendations
- **Whole product messaging:** Emphasize completeness, ease, low risk
- **Positioning:** Evolutionary, not revolutionary ("Better X" not "New category")
- **Proof:** ROI calculators, free trials, pilot programs
- **Channels:** Where pragmatists go for advice (analysts, integrators, consultants)

**Messaging shift:**

| Early Adopter Messaging | Early Majority Messaging |
|-------------------------|--------------------------|
| "Revolutionary new approach" | "Proven solution for [problem]" |
| "Be the first" | "Join 500 companies like yours" |
| "Change everything" | "Improve [specific metric] by X%" |
| "Visionary" | "Pragmatic" |

See: [references/go-to-market.md](references/go-to-market.md) for launch strategies.

## Bowling Pin Strategy

**After dominating beachhead, expand to adjacent segments.**

```
Beachhead → Adjacent #1 → Adjacent #2 → Adjacent #3
   [Pin]      [Pin]         [Pin]         [Pin]
```

**Adjacency criteria:**
- Similar needs (so whole product transfers)
- Reference credibility (beachhead customers influence adjacent segment)
- Incremental effort (don't start from scratch)

**Example: Salesforce expansion**
- Beachhead: Inside sales teams at tech startups
- Pin 2: Inside sales at all B2B companies
- Pin 3: All sales teams (field sales too)
- Pin 4: Customer service teams
- Pin 5: Marketing teams
- → Full CRM platform

**Anti-pattern:** Jumping to distant segments before dominating beachhead.

See: [references/expansion.md](references/expansion.md) for segment expansion strategies.

## The Tornado: After the Chasm

**Once you cross the chasm, demand accelerates (the "tornado").**

**Tornado characteristics:**
- Rapid mainstream adoption
- Shift from solution selling to product selling
- Commodity dynamics emerge
- Market leaders consolidate

**Strategic shift in tornado:**
- **Before chasm:** Whole product, customization, high-touch
- **During tornado:** Standardization, scalability, distribution

**Gorilla/chimp/monkey dynamics:**
- **Gorilla:** Market leader (80%+ market share)
- **Chimps:** Strong #2 and #3 (niche players)
- **Monkeys:** Everyone else (struggling)

**Goal:** Become the gorilla in your beachhead, then expand.

## Common Mistakes

| Mistake | Why It Fails | Fix |
|---------|-------------|------|
| **Selling to early majority like early adopters** | Wrong messaging, wrong product | Build whole product, emphasize proof |
| **Multiple beachheads** | Spread too thin, own nothing | Choose ONE segment, dominate it |
| **Incomplete whole product** | Pragmatists won't buy | Partner to fill gaps |
| **"Revolutionary" positioning** | Scares off early majority | Frame as evolution, proven solution |
| **Skipping references** | No social proof for pragmatists | Invest in case studies, testimonials |

## Quick Diagnostic

Audit any tech product go-to-market:

| Question | If No | Action |
|----------|-------|--------|
| Have we chosen a single beachhead segment? | You're in the chasm | Define narrow target market |
| Do we have references from that segment? | Pragmatists won't buy | Build lighthouse customers |
| Is the whole product complete? | Product won't meet needs | Identify gaps, build partnerships |
| Does positioning emphasize proven value? | Wrong message for early majority | Reframe: evolution not revolution |
| Can we dominate this segment? | Wrong beachhead | Choose narrower or different segment |

## Chasm-Crossing Checklist

**Before declaring victory:**
- [ ] Single, narrowly defined beachhead segment chosen
- [ ] Segment has urgent, expensive problem
- [ ] We can assemble whole product for segment
- [ ] 10+ reference customers from beachhead segment
- [ ] Positioning emphasizes proven value, not revolution
- [ ] Distribution channel aligned with pragmatist buying behavior
- [ ] Partnerships in place to deliver whole product
- [ ] Metrics show adoption accelerating (moving into tornado)

## Reference Files

- [buyer-segments.md](references/buyer-segments.md): Detailed psychographics for each buyer type
- [beachhead-selection.md](references/beachhead-selection.md): Segment evaluation, scoring frameworks
- [whole-product.md](references/whole-product.md): Whole product planning, gap analysis
- [positioning.md](references/positioning.md): Competitive positioning frameworks and templates
- [go-to-market.md](references/go-to-market.md): Distribution, messaging, launch strategies
- [expansion.md](references/expansion.md): Bowling pin strategy, adjacency criteria
- [case-studies.md](references/case-studies.md): Salesforce, Documentum, Ariba, and failures
- [b2b-saas.md](references/b2b-saas.md): Chasm-crossing for modern SaaS companies

## Further Reading

This skill is based on Geoffrey Moore's Crossing the Chasm framework. For the complete methodology:

- [*"Crossing the Chasm"*](https://www.amazon.com/Crossing-Chasm-3rd-Disruptive-Mainstream/dp/0062292986?tag=wondelai00-20) by Geoffrey A. Moore (3rd Edition)
- [*"Inside the Tornado"*](https://www.amazon.com/Inside-Tornado-Strategies-Developing-Hypergrowth/dp/0887307760?tag=wondelai00-20) by Geoffrey A. Moore (sequel: managing hypergrowth)

## About the Author

**Geoffrey A. Moore** is a consultant, venture partner, and author focused on disruptive innovation and market development. His work at The Chasm Group and Chasm Institute has influenced go-to-market strategy for enterprise technology companies for over 30 years. *Crossing the Chasm* has sold over 1 million copies and is required reading at many business schools and tech companies. Moore serves on the boards of several technology companies and advises Fortune 500 firms on technology adoption.
