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To: kech who wrote (117766)	5/1/2002 12:22:32 PM
From: Eric L	Respond to of 152472

Tom, << Moore is a marketing guy emphasizing types of users and how technologies move from one type, techie users, to another type, the mass market, as the market develops. >> Moore is a marketing guy ... ... and his message is delivered to the corporate leaders and marketeers he consults ... ... who want their company to be market leaders in emerging product categories that are based on discontinuous innovation, and survive strategic inflection points (if they are already an established incumbent) ... ... and he most certainly does use (borrows & credits) the Technology Adoption Life Cycle (TALC) developed by Everett Rogers and his colleagues at Harvard in the fifties as a framework to develop a vocabulary and model for strategic marketing and decision making, at various critical stages of the TALC - most specifically the early market (before technology acceptance), and the period of hypergrowth that (ideally) follows the (sometimes) successful introduction of a discontinuous innovation. (chasm crossing --> tornado). << If Moore is talking about discontinuous innovation, the alternative technology is not dealt with as explicitly as does Christiansen. >> Perhaps you are correct. Christiansen certainly was pretty explicit about hard disk drive technology and mechanical excavators ... but then again, Moore was pretty explicit about the market dynamics of CRM, switches & routers, and relational databases, etc., and how the market consolidated and why it consolidated around specific market leaders, in industries that required an entirely new infrastructure to support the discontinuous innovation. I've always viewed Christiansen as a one-trick pony. When I've listened to him speak recently, it always seems like a rehash of "Innovators Dilemma", and I come away feeling like I learned nothing new. I view Moore's ideas as a little broader based (ongoing exposure to more new tech industries and "discontinuous innovations"). I also have somewhat viewed Christiansen's theme more as why some companies fail, in contrast to Moore's theme of why some companies succeed. Their concepts are, however, highly complementary. You might be interested in a series of 5 posts made last year by one of our fellow SI contributors, abstracting the concepts of Geoffrey Moore, Charles Ferguson and Charles Morris, Michael Porter, Christiansen, et al, and discussing Qualcomm (and Microsoft): Message 16731978 Best, - Eric -