Moore's analytical framework is technology adoption life cycle.
The story of tech marketing is strong, ... so strong that tech marketers usually see themselves perpetually stuck at crossing the chasm (like approaching an asymptote or limit).
Even when the actual marketing problems another problem in the same book.
Pro Tip: Cross check compelling conclusions with DATA.
Using Moore-tinted-glasses to express what others have said:
* What word of mouth communities exist in your current users?
* Talking to users, what do they say your product's killer functions are?
* What burning business process, are your early adopters finding you to solve?
F2 = Utterback's MASTERING THE DYNAMICS OF INNOVATION uses the "dominant design" analytical framework.
Utterback-tinted-glasses:
* What product functions/components could you add, that would trigger an infrastructure swap out (Moore concept) to your solution? Search "Dodge all metal" for a great plot of this
* Retrospectively, what functions have new entries to your product category, added? These are usually different for each new entrant. For bonus points, look at the functions entrants thought would work, and then check if the company is still around. Utterback tracks components of dominant designs, over product category maturity. =Handy way to think!
F3 = Kawasaki's MACINTOSH WAY, ART OF THE START 2nd edition, and SELLING THE DREAM
Kawasaki's analytical framework has two elements:
First, product superiority. Gather product superiority component by component into a product that is Deep, Indulgent, Complete, and Elegant. Products are packages of components, and even when the individual components are not category leading (original Mac's speed, RAM, ...) the resulting package can be superior by assembling a piquant component set. Original Mac's 1 leading component was the graphical user interface at a consumer price point.
Second, cause. What is your cause in developing the product? For that cause, what kind of product would stake out the moral and functional "high ground."
Cause is a combination of left brain with right brain. Engineers often have secret causes that they pursue throughout a career. Ex., DBA colleague who wants to build categorical databases. Yes, you got that right, Haskell does not go far enough! But more to the point, what motivates why you do what you do? That fuzzy thing, is the root of a cause. SELLING THE DREAM has examples: Macintosh enabled making beautiful documents at the desk. Stanley Marcus' autobiography said ~ "The business was built by going to Paris fashion shows, and substituting conservative fabrics into those designs." Cause guess = fabric substitution.
Kawasaki-tinted-glasses:
* Are your current users using the product because of the code you've written? Or because they like your cause?
* What natural allies does your product's cause have? Have you broken bread with these allies and seen if they know about you, like you, would somehow have good ideas for you?
* Is there any possible way you can build your cause without taking VC money? If so don't take VC money!
Discontinued does not mean abandoned. I have a Fujitsu iX500 that has current drivers and (most importantly OCR) software for Apple and Windows. The iX500 is available on ebay for much less than new models. These machines are beasts. First maintenance is at 200,000 pages. I've had mine for years and am not quite to 100,000 pages. If I were to buy a new model, I'd look at Epson. In fact, I have looked at Epson but can't bring myself to pull the trigger when my iX500 remains Mary Poppins-ish "practically perfect"
1. Power Query/Pivot Tables/Power Pivot
Directly connecting to SQL from Excel for data exploration 10x for me. Personal record is 77,000,000 rows in Excel via Power Pivot. Lining up count vs count distinct on year-week is my go to garbage data detector. Weather data suppliers have an unseemly habit of over as well as under reporting. :-)
2. SYGRAPH, the data visualizer Lee Wilkinson to accompany SYSTAT, before he wrote THE GRAMMAR OF GRAPHICS which we now now as ~ggplot2
3. NT 3.51 - the first vision of what a stable workstation could be
4. SSDs "20 times faster" but non-users can't process the meaning of those 3 perfectly good English words
F1 is Crossing the Chasm 3rd edition: https://www.amazon.com/Crossing-Chasm-3rd-Disruptive-Mainstr...
Moore's analytical framework is technology adoption life cycle.
The story of tech marketing is strong, ... so strong that tech marketers usually see themselves perpetually stuck at crossing the chasm (like approaching an asymptote or limit).
Even when the actual marketing problems another problem in the same book.
Pro Tip: Cross check compelling conclusions with DATA.
Using Moore-tinted-glasses to express what others have said: * What word of mouth communities exist in your current users? * Talking to users, what do they say your product's killer functions are? * What burning business process, are your early adopters finding you to solve?
F2 = Utterback's MASTERING THE DYNAMICS OF INNOVATION uses the "dominant design" analytical framework.
Utterback-tinted-glasses: * What product functions/components could you add, that would trigger an infrastructure swap out (Moore concept) to your solution? Search "Dodge all metal" for a great plot of this * Retrospectively, what functions have new entries to your product category, added? These are usually different for each new entrant. For bonus points, look at the functions entrants thought would work, and then check if the company is still around. Utterback tracks components of dominant designs, over product category maturity. =Handy way to think!
F3 = Kawasaki's MACINTOSH WAY, ART OF THE START 2nd edition, and SELLING THE DREAM
Kawasaki's analytical framework has two elements:
First, product superiority. Gather product superiority component by component into a product that is Deep, Indulgent, Complete, and Elegant. Products are packages of components, and even when the individual components are not category leading (original Mac's speed, RAM, ...) the resulting package can be superior by assembling a piquant component set. Original Mac's 1 leading component was the graphical user interface at a consumer price point.
Second, cause. What is your cause in developing the product? For that cause, what kind of product would stake out the moral and functional "high ground."
Cause is a combination of left brain with right brain. Engineers often have secret causes that they pursue throughout a career. Ex., DBA colleague who wants to build categorical databases. Yes, you got that right, Haskell does not go far enough! But more to the point, what motivates why you do what you do? That fuzzy thing, is the root of a cause. SELLING THE DREAM has examples: Macintosh enabled making beautiful documents at the desk. Stanley Marcus' autobiography said ~ "The business was built by going to Paris fashion shows, and substituting conservative fabrics into those designs." Cause guess = fabric substitution.
Kawasaki-tinted-glasses: * Are your current users using the product because of the code you've written? Or because they like your cause? * What natural allies does your product's cause have? Have you broken bread with these allies and seen if they know about you, like you, would somehow have good ideas for you? * Is there any possible way you can build your cause without taking VC money? If so don't take VC money!