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Inside the Tornado: Strategies for Developing, Leveraging, and Surviving Hyper-growth Markets (平装)
by Geoffrey A. Moore
| Category:
Marketing, Sales, High technology, New economy |
| Market price: ¥ 198.00
MSL price:
¥ 168.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
Using the "tornado" metaphor correctly, this book suggests that turbulence of unprecedented magnitude has occurred within the global marketplace which the Internet have created. Should be read with Crossing the Chasm. |
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AllReviews |
1 Total 1 pages 6 items |
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Rajat Sadana (MSL quote), USA
<2006-12-27 00:00>
This is probably the best and the most complete of the 3 books written by Geoffrey A. Moore. It is also one of the best business books that I have read in the past 5 years (I read a lot). This is one of the few books that clearly states how that strategies that companies follow while crossing the Chasm differ from those while they are in the tornado or a mass adoption. It takes an in-depth look at the general principles that an entrepreneurial venture should focus at during the inception stage including strategies for product design and deciding which verticals to target. It also describes how start up companies made their first sale and how they moved on from one vertical to another. And then how the very same companies adopted their products when the tornado arrived. In essence, it tells why and how companies like Oracle and Lotus could hold their ground and live under the radar in the presence of bigger rivals and how they outdid them.
This book is an exceptional resource for any Entrepreneur and business development manager or someone starting a new venture. I would highly recommend this book if you are an investment manager and invest in growth companies for this book gives you a yardstick to measure the progress of start ups and new ventures.
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Jeffrey Takle (MSL quote), USA
<2006-12-27 00:00>
Thankfully, this is not littered with platitudes and meaningless anaologies, the hallmarks of 99% of the latest-and-greatest business books. Especially since it was written in 1999, Moore's is an incredibly insightful and prophetic book on strategy for the high-tech industry. He was predicting cutting edge changes then that are coming into reality today in 2005. The book is much more descriptive than prescriptive though, and is best used as a tool to instigate discussions about corporate strategy, rather than as a checklist for strategic implementation.
I help run an online software development company and although it isn't exactly "high tech" I still found the vast majority of it very helpful and the rest of it fascinating. Market shifts are demanding broadband wireless Internet everywhere - free. Companies are shifting towards web-basing software applications. All very relevant to my business.
The book is well written, an easy and moderately fast read, and very accessible by anyone who is technology-savvy enough to at least hold an email address. Yes, buy it. Buy the paperback and save money.
Short Synopsis: In the infancy of a market, products need to be highly tailored to meet the psychological and technical needs of leading edge techno-geeks; nothing new here. When a company wants to take that product and make it marketable to the middle majority - where the biggest money sits - it requires a commitment to discipline and shift its strategy in order to do so. The emphasis shifts initially to identifying a single niche segment and creating a comprehensive, tailored product, that meets all of their needs - create the "whole product" by using partners and 3rd party services to patchwork the thing together. Then, stop tweaking the product. If that works, pick related niches and go after them the same way, creating the "whole product" for each of them. Once people at large are comfortable enough to make the paradigm shift for that market (this all deals with new, high-tech changes) and start doing so en masse, the strategy must completely shift again to a ship-first / fix-the-product-later mentality in a mad, market share scramble. At this phase, you are "In the Tornado." Lots of examples of successful and abysmal strategies used by high tech companies whose names are familiar to everyone, at each stage mentioned above. |
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Lars Bergstrom (MSL quote), USA
<2006-12-27 00:00>
Beyond the previous Chasm book, there's a great deal of additional depth in how to make the transition with your business to get your products out to a wider range of people. He also introduced the idea of companies that effectively "live" in one part of the adoption phase or another, not dominating it, but rather living off the share that the market implicitly either wants to give to another competitor to keep a diverse environment or because they're the low-cost clone alternative.
Like another reviewer, I found the gorilla/chimp/monkey metaphor a bit much, though primarily because the "gorilla company" metaphor is used in a slightly different way in the real world. My biggest concern was with the people issues; there's a lot of discussion around how to transition your company from one stage to another and how that will affect the various roles, rewards the people in those roles should expect, and even the type of work those people should be doing. I don't think - especially for companies as people-based as technology companies - he spends enough time talking about how you handle those issues, set expectations, and actually lead your company through these sorts of changes. Academically, I could see how he was saying to transform the company over time. Practically, though, I couldn't see how some of his messages could be delivered well. Especially to the engineers working on products. |
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Joanna Daneman (MSL quote), USA
<2006-12-27 00:00>
This was a groundbreaking book for many readers, who grew up in the pre-Silicon Valley boom days. How could Intel, Microsoft and other high-tech giants seize so much revenue, so fast? What were their marketing secrets and how can you apply them if you are in a new technology business? These are good questions and the description of how the successful companies stayed ahead of their competitors is educational.
The rules look simple:
1. Just ship
2. Expand your distribution channels (and leave none unprotected)
3. Drive to the next lowest price point.
To me, this is more like staying ahead of the wave in surfing rather than riding a tornado, but whatever the metaphor, these are accurate descriptions of how high growth companies kept their products rolling and revenues coming in during high-demand times.
But do any of these rules apply to staying ahead of the competition during the lean times? Where have the tornados dropped everyone during the inevitable slowdown after a long, strong period of growth? Look at HP - who drove these rules to high success with the laser and inkjets and unbeknownst to many, took the lead in the home PC market too before the recession hit. Now, when spending on technology has been frozen by corporations seeking to hold costs down during the downturn, how do any of the marketing rules set out by Moore apply? (Joanna Daneman, USA)
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Aleksandar Zivkovic (MSL quote), USA
<2006-12-27 00:00>
Crossing the Chasm and Inside the Tornado explain high-tech marketing strategies and product/technology life cycle. In the 90s, some of the most successful high-tech companies could be distinguished by their marketing strategies. Standard approach to marketing might be fine for other industries, but it has less chance of succeeding in high-tech industry. Crossing the Chasm refers to product's acceptance by mass market. Typical product adaptation cycle would go through various phases that include: innovators (very narrow market), early adopters, (much larger than innovators, but still nothing major), early majority (this is where you want your product to get), late majority (still huge market), and laggards. Now, in high-tech world, there is a chasm between early adopters and early majority. It takes different approach to cross that chasm and get accepted by early majority.
Once you are on the other side of the chasm, be prepare for the "tornado" phase. Your product/technology will take off with enormous power driven by huge market. You don't want to be at the point where market demand surpasses your supply. At this point your company can grow at hyper growth rate and gigantic revenues can be generated. We have seen this before so many times and some of the examples (Dell, MS, Oracle, Apple, etc...) are known to everybody.
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Clifton Hammock (MSL quote), USA
<2006-12-27 00:00>
In December 1995, I read an excerpt from this book in Success Magazine. I made it a goal of mine to identify and take advantage of the next big tornado market to hit the US. By then, the Internet was already taking off, and in my opinion, the door for first movers was rapidly closing.
I began to study technology, based on the premises put forth in this book, in attempts to identify the next major market. After several years of study (and no tornado markets spawning), it became apparent that the wireless internet, or mobile data industry had all of the makings of a full blown tornado market. In late 1999, after four years of research and a constant re-reading of the Bowling Alley, the Chasm, the Tornado and Main Street, I co-founded a Professional Services and Software Development company in the mobile data industry, which over the past 8 months has become the hottest industry on the face of the planet. The understanding of the technology adoption life cycle that I gained from this book provided me the opportunity to be a first mover in this space, which is sure to be a full blown tornado market.
I can't tell you how many copies of the Dec 1995 Success Magazine article that I have given out in over four years, in an attempt to help others on their journey "In Search of the Tornado Market." To my knowledge, none that has received this article from me has identified a major market. It just goes to show that opportunity will knock for everyone, but few will answer.
I just wanted to give a personal thanks to the author for having such a profound impact on my life and the lives of so many people. I also have bought the 2nd version and would recommend it.
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1 Total 1 pages 6 items |
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