![]() ![]() ![]() From the slow haul of convincing innovators about the virtues of a novel new offering and watching early adopters catch on, to crossing what Geoff Moore termed the ‘ Chasm’ to heady growth in market share and turnover as the early majority rush to the paradigmatic shift that the new product has initiated. Right up to an inevitable zenith before profit maximisation sets in, the late majority come on board and even the laggards acquiesce. Those familiar with product innovation cycle bell curves should be seeing a theme here. Categories, like products, go through familiar life stages of growth and decay. So, don’t think because you have created a successful Category it means you are going to live forever in a category-dominating utopia. ![]() Even as they reluctantly line up to take their place in the new world, your nemesis waits in the wings.Īnd, just as much as you might fear a Black Swan competitor, appearing out of nowhere to re-write the rules, that nemesis is just as likely to be your own complacency.įrom order to disorder and back again, the cycle of tech innovation and reinvention is relentless. Even as your competitors, in turn, condemn you then damn you with faint praise. But there is a reality in Category leadership – Category Entropy – where from the first moment you create your category you start risking losing your advantage.Įven as you appear to be gaining market share. ![]()
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