Geoffrey Moore
| Dr Geoffrey Alexander Moore | |
|---|---|
 |
|
| Born |
July 31, 1946 Portland, Oregon, U.S. |
| Occupation | Author, professional speaker, consultant, management expert |
| Spouse(s) | Marie Moore (m. 1968) |
Geoffrey Moore (born 1946) is an American organizational theorist, management consultant and author, known for his work Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers.
Moore received a bachelor's degree in American literature from Stanford University (1967) and a doctorate in English literature from the University of Washington (1974).
Moore began his professional life as an English professor at Olivet College in Michigan, before moving his family to California where he took a job as a corporate trainer and executive assistant at a technology company.
Prior to working with the McKenna Group, Moore was a sales and marketing executive at Rand Information Systems, Enhansys, and Mitem. He heads his own consulting firm, Geoffrey Moore Consulting, and is a Venture Partner with Mohr Davidow Ventures and Wildcat Venture Partners as well as managing director at Geoffrey Moore Consulting.
Moore's books are derived from his Silicon Valley consulting work at The McKenna Group and the Chasm Group (which he founded), and earlier work by Everett Rogers on adopter categories and diffusion of innovations.
One of Moore's key insights is that as one progresses through the technology adoption life cycle used as a model for high tech marketing, there is a credibility gap that occurs in trying to move on through the adoption segments outlined below.
His major contribution in the field is the 'chasm' that separates the early market and early adopter visionaries from the early pragmatists when confronted with discontinuous innovations. The various groups or segments or profiles adopt innovations in stages based on their unique psycho-graphic profiles (a combination of psychological, demographic, and social attributes).
Moore defines the early market as being made up of technology enthusiasts and innovators who are looking for state of the art technology and try innovations out just to see if they will work. These lone technical inventors usually don't have any buying influence in organizations so must be seeded with products so they may be used as references for the next profile in the early market.
That would be the visionary early adopters who are change agents looking for an order of magnitude improvement or fundamental breakthrough or quantum leap in competitive advantage in the way business is conducted.
...
Wikipedia