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    Janelle Nightingale
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    Change Agent
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Crossing the Chasm: A Simulation for Strategic Planning & Brand Strategy

Crossing the Business Chasm

As a graduate student in the University of Oklahoma’s OU’s Strategic Planning & Brand Strategy program, I recently had the opportunity to participate in the HBR Crossing the Chasm simulation. This simulation is based on Geoffrey Moore’s book “Crossing the Chasm,” which outlines a methodology for successfully marketing and selling disruptive products to mainstream customers.

The simulation involves creating a marketing strategy for a fictional startup that has developed a new technology product. The goal is to cross the “chasm” between early adopters and mainstream customers by identifying and targeting specific customer segments with tailored messaging and tactics.

So, how do you cross the chasm? It all starts with understanding your target customer segments. Early adopters are typically tech-savvy individuals willing to take risks on new products. On the other hand, mainstream customers are more risk-averse and need to see proof of value before adopting a new product.

To bridge this gap, companies must identify their “beachhead” market – a small niche market where they can gain traction and prove their product’s value. From there, they can use a “bowling pin” strategy to expand into adjacent markets one at a time.

In real-life business, crossing the chasm requires careful planning and execution. For example, Apple’s iPod was initially marketed towards tech enthusiasts but gained mainstream adoption through targeted advertising campaigns that emphasized ease of use and convenience. Similarly, Tesla started out targeting early adopters with its high-end electric sports cars before expanding into more mainstream markets with lower-priced models.

But what about nonprofits? How can they use this methodology? Nonprofits can apply the bowling pin strategy to expand their impact from one community or cause area to another. For example, an organization focused on providing educational resources in low-income areas could start by targeting schools in one city before expanding into neighboring cities or even other regions.

Overall, participating in the HBR Crossing the Chasm simulation was informative and fun! It allowed me to think creatively about marketing strategies while learning practical skills that will be valuable in my future career endeavors. Whether working in business or nonprofit sectors, understanding how to cross the chasm is essential for success in today’s ever-changing marketplace.

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