5. Find a segmentation that fits
Easy Single: Check-out, 1 Printer, fast and easy production, limited reporting requirements, Manager=Finance=Service, Speed and Easiness
is important
Pro Single: Check-out or serviced tables, multiple printers, complicated and long production, extended reporting requirements, Manager =
Finance ≠ Service, Guest experience is important
Pro Multi: mostly serviced tables, multiple printers, complicated and fast processes, high throughput, Manger ≠Finance ≠Service, Guest
experience important as well as 100% reliability, professional tools for professional staff, central reporting and analysis, export and third party
services
6. Your Market
A market is defined as a set of actual or potential customers for a given set of products or services who have a common set
of needs or wants, and who reference each other when making a buying decision.
In our case: Easy Single, Pro Single, Pro Multi, Pro Chain.
Speciality 1: Restaurant A will benchmark restaurant B although A might be a easy single check-out and B a pro multi.
Specialty 2: Restaurant owners will reference mostly regional peers
7. Crossing the Chasm. Step by step.
Segment Description
Innovators Technology enthusiasts. They are keen to be the first to try out a new technology, but they represent just a sliver of the
model.
Early Adopters Visionaries. Somewhat keen to try out new technologies. They appreciate a product's potential to give their
organization a competitive advantage. They represent a larger slice of the market, and they tend to have much more
influence in an organization than do Innovators.
Early Majority Pragmatists. Represent the bulk of the market. They tend to buy in to new technologies only after they perceive solid
references and safety measures that guard against potential failures. Securing the pragmatist buyer is the most
important marketing challenge.
Late Majority Conservatives. Very large portion of the market. They are extremely cautious when buying into a new technology. They
want to see proof of results before they will accept a product's usefulness.
Laggards Skeptics. Would prefer to avoid new technologies altogether. They will buy only if they really must.
8. Crossing the Chasm
Market Type Early Mainstream
Adopter Type Enthusiasts Pragmatists
Visionaries Conservatives
Characteristic Intuitive Analytic
s Support Revolution Support Evolution
Contrarian Conformists
Break away from the pack Stay with the herd
Follow their own dictates Consult with their colleagues
Take risks Manage risks
Motivated by future Motivated by present
opportunities problems
See what is possible Pursue what is probable
9. Choosing the right segment for the crossing
Make sure...
you focus.
you build, measure and learn while preparing for the crossing.
you don't get blinded by the sales success you‘ll have with the early market. They have thick skin.
you don't let too many mainstream market customers keeping your dev team busy
you solve a problem / relieve a pain better than anyone else does.
you find the niche within the market that will appreciate this „pain killer“ most.
you prepare a „whole“ product for this market. This includes features but mostly service, partners, certificates and internal
structure.
you prepare to change dramatically inside and outside your company.
10. Strategy to cross the Chasm
Target point of attack: Chose the target niche wisely. Solve a problem better than anyone else. Make sure the niche cares.
Whole product: Alignment of features, customer service and brand image. Outstanding and joyful experience, service and quality is attested.
The right partner drives trust.
Prepare for significant change in communication (no more „new“), structures and, yes,..staff.
Positioning against Competition:
The „old“ players dominating the mainstream market
The „new“ players dominating the early market
Other players that push into the market from other players
Invasion Strategy: Use Street Sales Force to build brand and close important pragmatists-pins in the chosen niche. Pragmatists will
appreciate a face to face communication. Become leader here with an attractive pricing and service model (heavy investment needed). Once
the niche is conquered, move on to more profitable segments. Use Telesales Force to go through „Tornado“.
