Más contenido relacionado Erlang and the Chasm1. Erlang
and
the
Chasm
A
tour
of
the
interac5on
between
engineering
and
marke5ng
Torben
Hoffmann
Product
&
Research
Manager
Erlang
Solu5ons
Ltd
@LeHoff
Session
code:
#3799
1
torsdag den 7. marts 13
2. InfoQ.com: News & Community Site
• 750,000 unique visitors/month
• Published in 4 languages (English, Chinese, Japanese and Brazilian
Portuguese)
• Post content from our QCon conferences
• News 15-20 / week
• Articles 3-4 / week
• Presentations (videos) 12-15 / week
• Interviews 2-3 / week
• Books 1 / month
Watch the video with slide
synchronization on InfoQ.com!
http://www.infoq.com/presentations
/erlang-pros-cons
3. Presented at QCon London
www.qconlondon.com
Purpose of QCon
- to empower software development by facilitating the spread of
knowledge and innovation
Strategy
- practitioner-driven conference designed for YOU: influencers of
change and innovation in your teams
- speakers and topics driving the evolution and innovation
- connecting and catalyzing the influencers and innovators
Highlights
- attended by more than 12,000 delegates since 2007
- held in 9 cities worldwide
5. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•wondered about why some technologies did not
make it?
2
torsdag den 7. marts 13
6. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•wondered about why some technologies did not
make it?
•worked on a product that did well for a while only
to falter away?
2
torsdag den 7. marts 13
7. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•wondered about why some technologies did not
make it?
•worked on a product that did well for a while only
to falter away?
•been met with “Who else is using that?” when
trying to advocate a tool?
2
torsdag den 7. marts 13
8. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•wondered about why some technologies did not
make it?
•worked on a product that did well for a while only
to falter away?
•been met with “Who else is using that?” when
trying to advocate a tool?
•felt the lack of ways to address these issues?
2
torsdag den 7. marts 13
9. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•wondered about why some technologies did not
make it?
•worked on a product that did well for a while only
to falter away?
•been met with “Who else is using that?” when
trying to advocate a tool?
•felt the lack of ways to address these issues?
•Then this is the talk for you!
2
torsdag den 7. marts 13
11. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•been looking for a way to leapfrog your
competition using new technology?
3
torsdag den 7. marts 13
12. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•been looking for a way to leapfrog your
competition using new technology?
•felt that productivity using mainstream
technologies X, Y and Z has been abysmal?
3
torsdag den 7. marts 13
13. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•been looking for a way to leapfrog your
competition using new technology?
•felt that productivity using mainstream
technologies X, Y and Z has been abysmal?
•ignored “Who else is using that?” when selecting a
tool ?
3
torsdag den 7. marts 13
14. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•been looking for a way to leapfrog your
competition using new technology?
•felt that productivity using mainstream
technologies X, Y and Z has been abysmal?
•ignored “Who else is using that?” when selecting a
tool ?
•felt the lack of ways to address these issues?
3
torsdag den 7. marts 13
15. © 1999-2012 Erlang Solutions Ltd.
Have you ever...
•been looking for a way to leapfrog your
competition using new technology?
•felt that productivity using mainstream
technologies X, Y and Z has been abysmal?
•ignored “Who else is using that?” when selecting a
tool ?
•felt the lack of ways to address these issues?
•Then this is the talk for you!
3
torsdag den 7. marts 13
16. © 1999-2012 Erlang Solutions Ltd.
The Link to Architecture
•Understanding how your customers think is good
for engineers
•Non-obvious customer needs can easy or hard to
implement depending on your engineering
choices
•Having a common vocabulary across the
organisation will make communication better
4
torsdag den 7. marts 13
17. © 1999-2012 Erlang Solutions Ltd.
Model: Crossing the Chasm
•“Crossing the Chasm” by Geoffrey More
- Marketing and Selling Disruptive Products to
Mainstream Customers
•1st edition in 1991
•Revised 2001
•Makes you think
•Not the Silver Bullet
5
torsdag den 7. marts 13
18. © 1999-2012 Erlang Solutions Ltd.
Use Case: Erlang and friends
•Presenting a model without personal use cases is
dull
•Erlang fits the notion of disruption very well
- Erlang has great benefits, if you are willing to
change parts of your technology stack
•Erlang shows signs of “being in the Chasm”
- Eco-system not as mature as, e.g., Java
- A number of people have had massive successes
with Erlang, but mainstream penetration is has not
happened yet
6
torsdag den 7. marts 13
20. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
torsdag den 7. marts 13
21. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
Technology enthusiasts
torsdag den 7. marts 13
22. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
Technology enthusiasts
Visionaries
torsdag den 7. marts 13
23. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
Technology enthusiasts
Visionaries
Pragmatists
torsdag den 7. marts 13
24. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
torsdag den 7. marts 13
25. © 1999-2012 Erlang Solutions Ltd.
Technology Adaptation Life Cycle
8
Originally developed by Joe M. Bohlen, George M. Beal and Everett M. Rogers
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
Laggards
torsdag den 7. marts 13
26. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
27. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
28. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
•Great critics ´cause they really
care!
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
29. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
•Great critics ´cause they really
care!
•Gatekeepers for new tech
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
30. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
•Great critics ´cause they really
care!
•Gatekeepers for new tech
•Want the truth - no tricks!!
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
31. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
•Great critics ´cause they really
care!
•Gatekeepers for new tech
•Want the truth - no tricks!!
•Want the latest stuff...
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
32. © 1999-2012 Erlang Solutions Ltd.
The Technology Enthusiast
•Appreciates technology for its
own sake
•Great critics ´cause they really
care!
•Gatekeepers for new tech
•Want the truth - no tricks!!
•Want the latest stuff...
•but it has to be cheap!
9
Source:
https://en.wikipedia.org/wiki/File:GyroDisney.jpg
torsdag den 7. marts 13
33. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
34. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
35. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
•Business goals, not
technology goals
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
36. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
•Business goals, not
technology goals
•Looking for a quantum leap
forward
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
37. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
•Business goals, not
technology goals
•Looking for a quantum leap
forward
•Willing to take high risks
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
38. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
•Business goals, not
technology goals
•Looking for a quantum leap
forward
•Willing to take high risks
•Easy to sell - very hard to
please
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
39. © 1999-2012 Erlang Solutions Ltd.
The Visionaries
•Driven by a “dream”
•Business goals, not
technology goals
•Looking for a quantum leap
forward
•Willing to take high risks
•Easy to sell - very hard to
please
•Understand their dream and
you can market to them
10
Source:
https://en.wikipedia.org/wiki/
File:Steve_Jobs_Headshot_2010-CROP.jpg
torsdag den 7. marts 13
40. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
41. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
•Looking for incremental,
measurable, predictable
progress
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
42. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
•Looking for incremental,
measurable, predictable
progress
•Risk = the chance to waste
money and time
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
43. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
•Looking for incremental,
measurable, predictable
progress
•Risk = the chance to waste
money and time
•Loyal once won
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
44. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
•Looking for incremental,
measurable, predictable
progress
•Risk = the chance to waste
money and time
•Loyal once won
•Likes standards
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
45. © 1999-2012 Erlang Solutions Ltd.
The Pragmatists
•Looking for incremental,
measurable, predictable
progress
•Risk = the chance to waste
money and time
•Loyal once won
•Likes standards
•Expect to live personally with a
technology choice for a long
time
11
Dana Scully (X-Files) as
opposed to Fox Mulder
Source:
http://en.wikipedia.org/wiki/File:Scully.jpg
torsdag den 7. marts 13
46. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
47. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
•Against discontinuous
innovations
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
48. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
•Against discontinuous
innovations
•Often fear high tech a little
bit
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
49. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
•Against discontinuous
innovations
•Often fear high tech a little
bit
•Likes to buy pre-assembled
packages at a huge discount!
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
50. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
•Against discontinuous
innovations
•Often fear high tech a little
bit
•Likes to buy pre-assembled
packages at a huge discount!
•Tech just has to work!
Period!
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
51. © 1999-2012 Erlang Solutions Ltd.
The Conservatives
•Against discontinuous
innovations
•Often fear high tech a little
bit
•Likes to buy pre-assembled
packages at a huge discount!
•Tech just has to work!
Period!
•Products dedicated to a
single function are best
understood
12
Comes in all shapes and forms.
I went for a Palm TX instead of
a smart phone in 2004.
We can all be conservative in
some dimensions and
something else in other
dimensions.
torsdag den 7. marts 13
52. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
torsdag den 7. marts 13
53. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
torsdag den 7. marts 13
54. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
2
torsdag den 7. marts 13
55. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
2
3
torsdag den 7. marts 13
56. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
2
3 4
torsdag den 7. marts 13
57. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
2
3 4
5
torsdag den 7. marts 13
58. © 1999-2012 Erlang Solutions Ltd.
In Theory...
•You conquer the TALC group by group in one
smooth motion
13
1
2
3 4
5
but it’s just an illusion :-(
torsdag den 7. marts 13
60. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
torsdag den 7. marts 13
61. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
torsdag den 7. marts 13
62. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
torsdag den 7. marts 13
63. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
torsdag den 7. marts 13
64. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
Laggards
torsdag den 7. marts 13
65. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
Laggards
Crack
torsdag den 7. marts 13
66. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
Laggards
Crack
Crack
torsdag den 7. marts 13
67. © 1999-2012 Erlang Solutions Ltd.
Cracks and a Chasm
14
Technology enthusiasts
Visionaries
Pragmatists
Conservatives
Laggards
Crack
CrackChasm
torsdag den 7. marts 13
69. © 1999-2012 Erlang Solutions Ltd.
1st Crack
•From Technology Enthusiasts to Visionaries
15
torsdag den 7. marts 13
70. © 1999-2012 Erlang Solutions Ltd.
1st Crack
•From Technology Enthusiasts to Visionaries
•Typical issue: not able to show that the tech
enables a leap forward
15
torsdag den 7. marts 13
71. © 1999-2012 Erlang Solutions Ltd.
1st Crack
•From Technology Enthusiasts to Visionaries
•Typical issue: not able to show that the tech
enables a leap forward
•Benefit typically shown as a single, compelling
application
15
torsdag den 7. marts 13
73. © 1999-2012 Erlang Solutions Ltd.
2nd Crack
•From Pragmatists to Conservatives
16
torsdag den 7. marts 13
74. © 1999-2012 Erlang Solutions Ltd.
2nd Crack
•From Pragmatists to Conservatives
•Conservatives are not willing to become
technologically competent
- Product must be easier to adopt than before
16
torsdag den 7. marts 13
75. © 1999-2012 Erlang Solutions Ltd.
2nd Crack
•From Pragmatists to Conservatives
•Conservatives are not willing to become
technologically competent
- Product must be easier to adopt than before
•User interface and user experience has to be
redesigned
- Don’t spend R&D on adding more features
16
torsdag den 7. marts 13
77. © 1999-2012 Erlang Solutions Ltd.
The Chasm
•From Visionaries to Pragmatists
17
torsdag den 7. marts 13
78. © 1999-2012 Erlang Solutions Ltd.
The Chasm
•From Visionaries to Pragmatists
•Visionaries buy a change agent to get a radical
discontinuity
17
torsdag den 7. marts 13
79. © 1999-2012 Erlang Solutions Ltd.
The Chasm
•From Visionaries to Pragmatists
•Visionaries buy a change agent to get a radical
discontinuity
•Pragmatists want a productivity improvement for
existing operations
17
torsdag den 7. marts 13
80. © 1999-2012 Erlang Solutions Ltd.
The Chasm
•From Visionaries to Pragmatists
•Visionaries buy a change agent to get a radical
discontinuity
•Pragmatists want a productivity improvement for
existing operations
•Pragmatists want evolution, not revolution
17
torsdag den 7. marts 13
81. © 1999-2012 Erlang Solutions Ltd.
The Chasm
•From Visionaries to Pragmatists
•Visionaries buy a change agent to get a radical
discontinuity
•Pragmatists want a productivity improvement for
existing operations
•Pragmatists want evolution, not revolution
•Pragmatists wants references
17
torsdag den 7. marts 13
82. © 1999-2012 Erlang Solutions Ltd.
Visionaries vs Pragmatists
18
Visionaries have four characteristics that
alienate Pragmatists:
torsdag den 7. marts 13
83. © 1999-2012 Erlang Solutions Ltd.
Visionaries vs Pragmatists
•Lack of respect for their colleagues’ experiences
18
Visionaries have four characteristics that
alienate Pragmatists:
torsdag den 7. marts 13
84. © 1999-2012 Erlang Solutions Ltd.
Visionaries vs Pragmatists
•Lack of respect for their colleagues’ experiences
•Takes greater interest in technology than in their
industry
18
Visionaries have four characteristics that
alienate Pragmatists:
torsdag den 7. marts 13
85. © 1999-2012 Erlang Solutions Ltd.
Visionaries vs Pragmatists
•Lack of respect for their colleagues’ experiences
•Takes greater interest in technology than in their
industry
•Fail to recognise the importance of existing
product infrastructure
18
Visionaries have four characteristics that
alienate Pragmatists:
torsdag den 7. marts 13
86. © 1999-2012 Erlang Solutions Ltd.
Visionaries vs Pragmatists
•Lack of respect for their colleagues’ experiences
•Takes greater interest in technology than in their
industry
•Fail to recognise the importance of existing
product infrastructure
•Overall disruptiveness
18
Visionaries have four characteristics that
alienate Pragmatists:
torsdag den 7. marts 13
88. © 1999-2012 Erlang Solutions Ltd. 20
Introducing Erlang
•Erlang is a programming language originally
invented by Ericsson
- create telephone switches faster and with higher
quality
•Open source since 1998
•Main development still supported by Ericsson
torsdag den 7. marts 13
89. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
21
torsdag den 7. marts 13
90. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
21
torsdag den 7. marts 13
91. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
21
torsdag den 7. marts 13
92. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
21
torsdag den 7. marts 13
93. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
21
torsdag den 7. marts 13
94. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
21
torsdag den 7. marts 13
95. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
• Complex functionality
21
torsdag den 7. marts 13
96. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
• Complex functionality
• Continuous operation for many years
21
torsdag den 7. marts 13
97. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
• Complex functionality
• Continuous operation for many years
• Software maintenance on-the-fly
21
torsdag den 7. marts 13
98. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
• Complex functionality
• Continuous operation for many years
• Software maintenance on-the-fly
• High quality and reliability
21
torsdag den 7. marts 13
99. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Original Requirements
• Large scale concurrency
• Soft real-time
• Distributed systems
• Hardware interaction
• Very large software systems
• Complex functionality
• Continuous operation for many years
• Software maintenance on-the-fly
• High quality and reliability
• Fault tolerance
21
torsdag den 7. marts 13
100. © 1999-2012 Erlang Solutions Ltd.
Erlang’s Sweet Spot
22
GUI
Drivers
Middleware
Coordination
Control
Erlang
torsdag den 7. marts 13
101. © 1999-2012 Erlang Solutions Ltd.
Erlang Success Stories
•Riak (NoSQL DB)
- used in Denmark’s Shared Medicine Record
•CouchBase (NoSQL DB)
- used in Draw Something
•XMPP (ejabberd and MongooseIM)
•Messaging Gateways
- both text and voice
23
torsdag den 7. marts 13
102. © 1999-2012 Erlang Solutions Ltd.
•So if Erlang is the best thing since sliced bread,
how successful is it?
24
torsdag den 7. marts 13
103. © 1999-2012 Erlang Solutions Ltd.
Erlang Vital Statistics
25
TIOBE Index Feb-2013
Source: http://www.tiobe.com/index.php/content/paperinfo/tpci/index.html
torsdag den 7. marts 13
104. © 1999-2012 Erlang Solutions Ltd.
Erlang Vital Statistics
25
TIOBE Index Feb-2013
Source: http://www.tiobe.com/index.php/content/paperinfo/tpci/index.html
In a league far, far away...
torsdag den 7. marts 13
105. © 1999-2012 Erlang Solutions Ltd.
Erlang Vital Statistics
26
Language Popularity Index tool Feb-2013
Source: http://lang-index.sourceforge.net/
torsdag den 7. marts 13
106. © 1999-2012 Erlang Solutions Ltd.
Erlang Vital Statistics
26
Language Popularity Index tool Feb-2013
In a league far, far away...
Source: http://lang-index.sourceforge.net/
torsdag den 7. marts 13
108. © 1999-2012 Erlang Solutions Ltd.
Is Erlang in the Chasm?
•Some, but not many, are enthusiastic about
Erlang
•Some, but not many, success stories
•No major upward trend to be found
•Erlang might very well be stuck in the Chasm
27
torsdag den 7. marts 13
111. © 1999-2012 Erlang Solutions Ltd. 29
What is a Market?
•Before we go any further we need to agree on
what a market is:
- a set of actual/potential customers
- for a given set of products/services
- who have a common set of needs/wants, and
- who reference each other when making buying
decisions
torsdag den 7. marts 13
112. © 1999-2012 Erlang Solutions Ltd. 29
What is a Market?
•Before we go any further we need to agree on
what a market is:
- a set of actual/potential customers
- for a given set of products/services
- who have a common set of needs/wants, and
- who reference each other when making buying
decisions
•The referencing aspect is key!
torsdag den 7. marts 13
115. © 1999-2012 Erlang Solutions Ltd.
D-day Analogy
31
Mainstream market
torsdag den 7. marts 13
116. © 1999-2012 Erlang Solutions Ltd.
D-day Analogy
31
Early Market base
torsdag den 7. marts 13
117. © 1999-2012 Erlang Solutions Ltd.
D-day Analogy
31
Strategic target
market segment
torsdag den 7. marts 13
119. © 1999-2012 Erlang Solutions Ltd.
D-day Analogy
31
Additional
market segments
torsdag den 7. marts 13
120. 32
Trying to cross the chasm
without taking a niche
market approach is like
trying to light a fire
without kindling
torsdag den 7. marts 13
121. 32
Trying to cross the chasm
without taking a niche
market approach is like
trying to light a fire
without kindling
If this is all you remember from this talk
you are not too bad off!
torsdag den 7. marts 13
122. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
123. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
124. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
- disastrous
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
125. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
- disastrous
•Surely things can just work themselves out?
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
126. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
- disastrous
•Surely things can just work themselves out?
- not always
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
127. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
- disastrous
•Surely things can just work themselves out?
- not always
•We will discover our market, led to it by our
customers?
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
128. © 1999-2012 Erlang Solutions Ltd.
Why is it difficult to Commit to a
Niche ?
•How bad can it be to be sales driven?
- disastrous
•Surely things can just work themselves out?
- not always
•We will discover our market, led to it by our
customers?
- not in a million years!
33
Most companies do not have the discipline to stop
pursuing any sale at any time for any reason
torsdag den 7. marts 13
130. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
34
torsdag den 7. marts 13
131. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
- create a referenceable pragmatist customer base
34
torsdag den 7. marts 13
132. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
- create a referenceable pragmatist customer base
•By ensuring that our first set of customers
completely satisfy their buying objectives
34
torsdag den 7. marts 13
133. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
- create a referenceable pragmatist customer base
•By ensuring that our first set of customers
completely satisfy their buying objectives
- give them a whole product
34
torsdag den 7. marts 13
134. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
- create a referenceable pragmatist customer base
•By ensuring that our first set of customers
completely satisfy their buying objectives
- give them a whole product
•Anything missing = incomplete solution
34
torsdag den 7. marts 13
135. © 1999-2012 Erlang Solutions Ltd.
Crossing Goal
•Must secure a beachhead in the mainstream
market
- create a referenceable pragmatist customer base
•By ensuring that our first set of customers
completely satisfy their buying objectives
- give them a whole product
•Anything missing = incomplete solution
•Incomplete solution = cannot be referenced
34
torsdag den 7. marts 13
136. © 1999-2012 Erlang Solutions Ltd. 35
Source: http://sustainablethoughts.org/2010/12/02/the-siren-call/50/
The Lure of Selling to Everyone
torsdag den 7. marts 13
137. © 1999-2012 Erlang Solutions Ltd.
Market Leadership
•Pragmatists wants to buy
from market leaders
•Owning a market provides
a solid base
36
Source: http://www.stay-a-stay-at-home-mom.com/stay-at-home-mom-income.html
torsdag den 7. marts 13
138. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
37
torsdag den 7. marts 13
139. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
37
torsdag den 7. marts 13
140. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
37
torsdag den 7. marts 13
141. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
- if one fixes a broken, mission-critical business
process end users will force IT departments to install
37
torsdag den 7. marts 13
142. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
- if one fixes a broken, mission-critical business
process end users will force IT departments to install
•Platforms are multi-purpose
37
torsdag den 7. marts 13
143. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
- if one fixes a broken, mission-critical business
process end users will force IT departments to install
•Platforms are multi-purpose
- infrastructure is the domain of the IT community
37
torsdag den 7. marts 13
144. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
- if one fixes a broken, mission-critical business
process end users will force IT departments to install
•Platforms are multi-purpose
- infrastructure is the domain of the IT community
- better to disguise as an application
37
torsdag den 7. marts 13
145. © 1999-2012 Erlang Solutions Ltd.
Applications vs Platforms
•Applications crosses the chasm easier
- end users more likely to champion disruption than
tech professionals operating current infrastructure
- if one fixes a broken, mission-critical business
process end users will force IT departments to install
•Platforms are multi-purpose
- infrastructure is the domain of the IT community
- better to disguise as an application
- better when markets go mass
37
torsdag den 7. marts 13
146. © 1999-2012 Erlang Solutions Ltd.
Riak vs Erlang
•Riak is an application
- NoSQL database
- written in Erlang
- thriving company behind it with a number of million
$ fundings
•Erlang is a platform
- supported by Ericsson and open source community
- no mainstream penetration
38
torsdag den 7. marts 13
147. © 1999-2012 Erlang Solutions Ltd.
Crossing the Chasm Phases
•Target the Point of Attack
•Assemble the Invasion Force
•Define the Battle
•Launch the Invasion
39
torsdag den 7. marts 13
149. © 1999-2012 Erlang Solutions Ltd.
High-Risk, Low-Data Decision
•You have to pick a beachhead without having any
hard market data
•Cannot use the data from the Visionaries
•You are on your own!
•Use informed intuition instead of analytical
reason
41
torsdag den 7. marts 13
150. © 1999-2012 Erlang Solutions Ltd.
Target Customer Characterisation
•Must get personal
- markets are impersonal and abstract
•Create a number of them until you start repeating
yourself
•For each customer profile you create a scenario
•With a number of scenarios in hand you rate them
against the Market Development Strategy
Checklist
42
torsdag den 7. marts 13
151. © 1999-2012 Erlang Solutions Ltd.
Scenarios
•Who is who?
- End User, Technical Buyer, Economic Buyer
•A day in the life (before)
- What is the problem with the existing approach?
- What are the economic consequences?
•A day in the life (after)
- What does the new approach enable?
- Show me the money!
43
torsdag den 7. marts 13
152. © 1999-2012 Erlang Solutions Ltd.
Market Development Strategy Checklist
•Showstoppers:
- Target customer
- Compelling reason to buy
- Whole product
- Competition
•Nice to have:
- Partners and allies
- Distribution
- Pricing
- Positioning
- Next target customer
44
Rate them 1-5
and sum
torsdag den 7. marts 13
153. © 1999-2012 Erlang Solutions Ltd.
Commiting to the Point of Attack
•Pick one and pick it hard
•Optimal choice of beachhead not important
- as long as you win it!
•Size matters
- pick on somebody of your own size
- you have to become market leader
45
torsdag den 7. marts 13
155. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
See Levitt’s “The Marketing Imagination” for details
torsdag den 7. marts 13
156. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
Generic Product
See Levitt’s “The Marketing Imagination” for details
torsdag den 7. marts 13
157. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
Generic Product
Expected Product
See Levitt’s “The Marketing Imagination” for details
torsdag den 7. marts 13
158. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
Generic Product
Expected Product
Augmented Product
See Levitt’s “The Marketing Imagination” for details
torsdag den 7. marts 13
159. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
Generic Product
Expected Product
Augmented Product
Potential Product
See Levitt’s “The Marketing Imagination” for details
torsdag den 7. marts 13
160. © 1999-2012 Erlang Solutions Ltd.
Whole Product
47
Generic Product
Expected Product
Augmented Product
Potential Product
See Levitt’s “The Marketing Imagination” for details
Pragmatists
evaluate
and buy
whole products!
torsdag den 7. marts 13
161. © 1999-2012 Erlang Solutions Ltd.
Whole Product Planning
48
Generic
Product
Standards
&
Procedures Additional
Software
System
Integration
Training
&
Support
Installation
&
Debugging
Additional
Hardware
Anything else
to achieve your
compelling reason to buy
Simplified for chasm crossing
torsdag den 7. marts 13
162. © 1999-2012 Erlang Solutions Ltd.
Whole Product Planning
48
Generic
Product
Standards
&
Procedures Additional
Software
System
Integration
Training
&
Support
Installation
&
Debugging
Additional
Hardware
Anything else
to achieve your
compelling reason to buy
Simplified for chasm crossing
= marketing promise
to win the sale
torsdag den 7. marts 13
163. © 1999-2012 Erlang Solutions Ltd.
Erlang Whole Product 1/2
•Generic product:
- Erlang compiler and runtime
•Additional software:
- rich library shipped with each release
- many open source libraries
•Training & support:
- ESL provides many courses
- ErlangCamp also provides training
49
torsdag den 7. marts 13
164. © 1999-2012 Erlang Solutions Ltd.
Erlang Whole Product 2/2
•System integration:
- mostly case-by-case
- few public success stories
•Installation & Debugging:
- Adequate functionalities for installing applications
- Lack of good mass deployment tools
- Good debugging tools, but not well publicised
50
torsdag den 7. marts 13
165. © 1999-2012 Erlang Solutions Ltd.
Riak Whole Product 1/2
•Generic product:
- Riak distributed NoSQL database
•Additional software:
- Riak Enterprise: multi data center
- Riak Cloud Storage: storage on top of Riak
- Improved graphical tools
- Simplified log management
•Training & support:
- Offered by both Basho and ESL
51
torsdag den 7. marts 13
166. © 1999-2012 Erlang Solutions Ltd.
Riak Whole Product 2/2
•System integration:
- Development: ongoing addition of adapters to
languages
- RiakCS is S3 compatible
- Operations: SNMP monitoring
•Installation & Debugging
- syslog integration
- DTrace/SystemTap
- multiple adaptations to installation tools used by
customers
52
torsdag den 7. marts 13
167. © 1999-2012 Erlang Solutions Ltd.
Whole Product Evaluation
53
torsdag den 7. marts 13
168. © 1999-2012 Erlang Solutions Ltd.
Whole Product Evaluation
•Riak is just beginning to enter the mainstream
market
- still mainly Visionaries as customers
- doing things to mature the whole product for
mainstream customers
53
torsdag den 7. marts 13
169. © 1999-2012 Erlang Solutions Ltd.
Whole Product Evaluation
•Riak is just beginning to enter the mainstream
market
- still mainly Visionaries as customers
- doing things to mature the whole product for
mainstream customers
•Erlang is in the chasm
- a number of Visionaries has picked up the tool
- not clear market leader in any segment
- short-comings on the whole product
53
torsdag den 7. marts 13
170. © 1999-2012 Erlang Solutions Ltd.
What’s Next for Erlang
•ESL initiatives
- working on an Operations and Maintenance tool to
automate mass deployments
- new and improved community site
- working with clients on
- publicising system integration stories
- publicising testimonials about Erlang usefullness
54
torsdag den 7. marts 13
171. © 1999-2012 Erlang Solutions Ltd.
Define the Battle
•Pragmatists needs to see competition
- you can define it!
•Value has to be stated in market-oriented terms
•Positioning
- the single largest influence on buying decisions
- exists in people’s heads, not in your words
- is something people are conservative about
changing perception of
55
torsdag den 7. marts 13
172. © 1999-2012 Erlang Solutions Ltd.
Launch the Invasion
•Main objective: make the pragmatist customer
comfortable
•Direct sales best for chasm crossing
•Use distribution-oriented pricing
- price as the market leader
- allocate extra margin for the channel
56
torsdag den 7. marts 13
173. © 1999-2012 Erlang Solutions Ltd.
Reflections
•Business seldom evolves smoothly
- if it is not Moore’s chasm that is holding your
business back, could it be another chasm?
- chasm for gaming: http://www.slideshare.net/
papayamobile/papaya-webinar-leveraging-lifecycle
•Focus on a niche is used in lean start-up
methodologies:
- Running Lean: first focus on a single of the potential
customer segments
57
torsdag den 7. marts 13