AfstudeerpresentatieRemco de Kramer

AfstudeerpresentatieRemco de Kramer

the chasm

Adapted from G.A. Moore (2005) from the book “DEALING WITH DARWIN”

Innovators

Techies

Early Majority

Pragmatists

Late Majority

Conservatives

Laggards

Skeptics

Early Adopters

Visionaries

In de Technology Adoption Life Cycle!In de Technology Adoption Life Cycle!

time

Rel

ativ

e %

of c

usto

mer

s

•Adopteren innovatie om revolutionaire verbeteringen te realiseren

•Aangetrokken door hoge-risico / hoge-opbrengst projecten•Verwachten veel te winnen bij het adopteren van technologie

•Adopteren innovatie om revolutionaire verbeteringen te realiseren

•Aangetrokken door hoge-risico / hoge-opbrengst projecten•Verwachten veel te winnen bij het adopteren van technologie

•Zoeken naar kleine veranderingen t.b.v. productiviteits verbeteringen

•Willen vaste gebruiks patronen niet veranderen;•Wilen bewezen technologie, betrouwbare service, etc.• alles om risico te minderen

•Zoeken naar kleine veranderingen t.b.v. productiviteits verbeteringen

•Willen vaste gebruiks patronen niet veranderen;•Wilen bewezen technologie, betrouwbare service, etc.• alles om risico te minderen

Wat verandert er?Binnen en buiten de organisatie?

In de Chasm?Hoe zijn de veranderingen

operationaliseren?

Wat verandert er?Binnen en buiten de organisatie?

In de Chasm?Hoe zijn de veranderingen

operationaliseren?

Zijn er ‘knoppen’ (factoren) waar we aan kunnen draaien?Die de oversteek beinvloeden?Zijn er ‘knoppen’ (factoren) waar we aan kunnen draaien?Die de oversteek beinvloeden?

Theorie voor het overbruggen van de ChasmTheorie voor het overbruggen van de Chasm

Conceptueel model wat veranderingen in factoren beschrijft

Conceptueel model wat veranderingen in factoren beschrijft

VALUE PROPOSITION

MARKET DOMINATION STRATEGY

ORGANIZATIONAL BUILDING BLOCKS

SUCCES IN CROSSING THE

CHASM

Aggregated Conceptual Model – Internal and External FactorsAggregated Conceptual Model – Internal and External Factors

EXTERNALFACTORS

Theoretical validation modelTheoretical validation model

Operationaliseren modelOperationaliseren model

Empirische validatiemultiple case study researchEmpirische validatiemultiple case study research

Wetenschappelijk bewijsWetenschappelijk bewijs

VerbeterpuntenVerbeterpunten

1

2herkenbaar

VerbeterpuntenVerbeterpunten

Er moet iets veranderen!

Er moet iets veranderen!

Of moet er niets veranderen?Of moet er niets veranderen?

Wat precies?Dat weten we niet!

Waarom?eigenlijk ook niet!

Oorzaken?Zijn controversieel!

VerbeterpuntenVerbeterpunten

3 Prestatie theorie context afhankelijk Prestatie theorie context afhankelijk

4

VerbeterpuntenVerbeterpunten

Onvolledige constatering oorzaak chasmOnvolledige constatering oorzaak chasm

VerbeterpuntenVerbeterpunten

5 Gestructureerde weergave conceptueel modelGestructureerde weergave conceptueel model

Theorie is generaliseerbaarTheorie is generaliseerbaar

Rudimentaire basisRudimentaire basis

Meer cases in verschillende contextenMeer cases in verschillende contexten

Hoe meet je dit… nauwkeurig?Hoe meet je dit… nauwkeurig?

“Niets is zo praktisch als een goede theorie”

Kurt Lewin

“Niets is zo praktisch als een goede theorie”

Kurt Lewin

Vragen?Vragen?

VALUEPROPOSITION

VALUEPROPOSITION

COSTSTRUCTURE

COSTSTRUCTURE

CUSTOMERRELATIONSHIPS

CUSTOMERRELATIONSHIPS

CUSTOMERSEGMENTSCUSTOMERSEGMENTS

ACTIVITYCONFIGURATION

ACTIVITYCONFIGURATION

CORECAPABILITIES

CORECAPABILITIES

PARTNERNETWORKPARTNERNETWORK

REVENUESTREAMSREVENUESTREAMS

ORGANIZATIONALBUILDING BLOCKS

MARKET DOMINATIONSTRATEGY

VALUE PROPOSITION

Pre-Chasm Business Model

COMM & DISTRI-BUTION CHANNELSCOMM & DISTRI-

BUTION CHANNELS

1. Technology-centric R&D

2. Product-centric R&D3. Technology expertise in

Human Resources4. Cultural archetype:

Pioneers

1. Technology-centric R&D

2. Product-centric R&D3. Technology expertise in

Human Resources4. Cultural archetype:

Pioneers

1. Strategic to validate technology in market

2. Tactical to speed product development

1. Strategic to validate technology in market

2. Tactical to speed product development

1. Emergent strategic planning process

2. Leadership role from research & development

1. Emergent strategic planning process

2. Leadership role from research & development

1. Enabling competitive advantage

2. Product-oriented3. Prepare for technology

acceptance no focus4. Price skimming

strategy

1. Enabling competitive advantage

2. Product-oriented3. Prepare for technology

acceptance no focus4. Price skimming

strategy

1. Focus on technical community

2. Appealing to visionary values

1. Focus on technical community

2. Appealing to visionary values

1. Product-centric sales strategy

2. Word-of-Mouth3. Distribution through

direct sales / small resellers

1. Product-centric sales strategy

2. Word-of-Mouth3. Distribution through

direct sales / small resellers

1. Strategy: ad hoc segmentation

1. Strategy: ad hoc segmentation

SUCCESSMETRICSSUCCESSMETRICS

1. Maximizing design wins2. Reaching technological

maturity3. Control cash-burn-rate

1. Maximizing design wins2. Reaching technological

maturity3. Control cash-burn-rate

SUCCES IN THE EARLY MARKET

VALUEPROPOSITION

VALUEPROPOSITION

COSTSTRUCTURE

COSTSTRUCTURE

CUSTOMERRELATIONSHIPS

CUSTOMERRELATIONSHIPS

CUSTOMERSEGMENTSCUSTOMERSEGMENTS

ACTIVITYCONFIGURATION

ACTIVITYCONFIGURATION

CORECAPABILITIES

CORECAPABILITIES

PARTNERNETWORKPARTNERNETWORK

REVENUESTREAMSREVENUESTREAMS

ORGANIZATIONALBUILDING BLOCKS

MARKET DOMINATIONSTRATEGY

VALUE PROPOSITION

Post-Chasm Business Model

COMM & DISTRI-BUTION CHANNELSCOMM & DISTRI-

BUTION CHANNELS

1. User & application centric R&D

2. Process-centric R&D3. Business expertise in

Human Resources4. Cultural archetype:

Settlers

1. User & application centric R&D

2. Process-centric R&D3. Business expertise in

Human Resources4. Cultural archetype:

Settlers

1. Strategic to facilitate creation of ecosystem

2. Tactical for whole product infrastructure and niche market domination

1. Strategic to facilitate creation of ecosystem

2. Tactical for whole product infrastructure and niche market domination

1. Deliberate strategic planning process

2. Leadership role of marketing

1. Deliberate strategic planning process

2. Leadership role of marketing

1. Whole product2. Solution-oriented3. Optimize for

technology acceptance4. Price penetration

strategy

1. Whole product2. Solution-oriented3. Optimize for

technology acceptance4. Price penetration

strategy

1. Focus on end-user enlist support economic buyer

2. Appealing to pragmatist values

1. Focus on end-user enlist support economic buyer

2. Appealing to pragmatist values

1. Market-centric sales strategy

2. Industry lines & prof. organizations

3. Distribution through value added / volume resellers

1. Market-centric sales strategy

2. Industry lines & prof. organizations

3. Distribution through value added / volume resellers

1. Strategy: niche segmentation

1. Strategy: niche segmentation

SUCCESSMETRICSSUCCESSMETRICS

1. Time-to-segment dominance

2. Category market share3. Quick & small revenues

1. Time-to-segment dominance

2. Category market share3. Quick & small revenues

SUCCES IN CROS-SING THE CHASM

External Forces Influencing the chasm crossingExternal Forces Influencing the chasm crossing

SUCCES IN CROSSING THE

CHASM

COMPETITIONCOMPETITION

DOMINANT DESIGN

DOMINANT DESIGN

CRITICALMASS

CRITICALMASS

MARKETCIRCUMSTANCES

MARKETCIRCUMSTANCES