1. High Tech Marketing Prof. Mitchell Tseng IELM538

2. The "lens" model, showing attributes relevant to designing products for customers. (Image by Prof. John Hauser.)

4. Technology Adoption Life Cycle Innovators` Early Adopters Early Majority Late Majority Laggards Geoffrey A Moore. Crossing the Chasm.

5. Technology Adoption Life Cycle Innovators` Laggards Early Adopters Early Majority Late Majority Geoffrey A Moore. Crossing the Chasm.

6. Innovator, the technology Enthusiasts Appreciate technology for its own sake They want the latest and greatest technology Willing to tolerate the inconvenience of inadequate infrastructures Willing to contribute extra efforts and resources to make the new systems work “ pushing the edge of the envelope ” Have the interest to learn about the technical details Industry colleagues look up to their assessment

7. Where to find innovators Often sit in the advanced technology department They spend time in bulletin board Organize/Attend user meetings No need for packaging, fancy advertizing They ask for free demo/ tryout copies, read brochures

8. Dealing with Innovator Proud to be the show case They want the truths without any tricks They want to get access to the most knowledgeable technical persons (problems??) They are willing to sign non disclosure agreement and give feedbacks early in the product life cycle. Let them know that you implement the (appropriate) improvements Their budget is often limited, they want it cheap

9. But, the innovators Don ’ t buy a lot Not powerful enough to dictate the buying decision They debug They open doors to the big boss

10. Technology Adoption Life Cycle Innovators` Laggards Early Adopters Early Majority Late Majority Geoffrey A Moore. Crossing the Chasm.

11. Early adapters They are the visionaries They match the new technology to a strategic opportunity They have the temperment to translate that insight into a high visibility, high risk project They have the charisma to move the rest of organization to buy in They can the multi million dollar budget approval

12. Where to find early adapters Recent entrants to the executive ranks, highly motivated and driven by a “ dream ” A business goal not technical goal Taking a quantum leap forward in how business is conducted High degree of personal recognition and reward You don ’ t find them, they will find you (though technology enthusiastic).

13. Dealing with Early Adapters They see the potential for an “ order of magnitude ” return on investment They typically have budget to fund up front money for additional development They usually more than willing to serve as highly visible references Visionary like project orientation (but vendor needs product orientation)

14. But, Early Adapters Hard to please, getting closure is next to impossible Visionary is in a big hurry Managing expectation –Each phase is doable –Synchronize with productization plan –Concrete ROI

15. Overcome the EA Market Issues The company simply has no expertise Sell the visionary before it has the product Marketing falls prey to the crack between stages

16. Technology Adoption Life Cycle Innovators` Laggards Early Adopters Early Majority Late Majority Geoffrey A Moore. Crossing the Chasm.

18. Niche focused approach Recruit and fulfill partners is a resource intensive management Support is very important, it requires the attention of key people. Product commitment must be strategic Leverage over multiple sales Sales-driven approach must be avoided

19. Building up Establish a strong word of mouth reputation among buyers. How to develop them? Segment, segment, segment Beyond niche

20. Being a professional is doing the things you love to do, on the days you don ’ t feel like doing them. –Julius Erving