by Geoffrey A. Moore
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Product Description
In this, the second of Geoff Moore's classic three-part marketing series, Moore provides highly useful guidelines for moving products beyond early adopters and into the lucrative mainstream market. Updated for the HarperBusiness Essentials series with a new author's note. Once a product "crosses the chasm" it is faced with the "tornado," a make or break time period where mainstream customers determine whether the product takes off or falls flat. In Inside the Tornado, Moore details various marketing strategies that will teach marketers how reach these customers and how to take advantage of living inside the tornado in order to reap the benefits of mainstream adoption.
Amazon.com Review
This is Moore's second book expounding his high-tech marketing theories, focusing on what to do when you've followed his advice in Crossing the Chasm so well that customers are beating down your door and crawling in the windows, putting your business into a new lifecycle stage: the mass market.
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Average Customer Review:
3 of 3 people found the following review helpful:
 Inside The Tornado, 2007-08-03
Classic textbook style. Lots of charts and good information. Moore's writing style is basic academic but available nevertheless. If you do marketing in a fast-growing busines or emerging market, this is an essential part of your toolkit. The paper and printing are pocket paperback quality.
5 of 5 people found the following review helpful:
 WOW!, 2007-06-11
Granted I haven't yet read the predecessor to this book, Crossing the Chasm, but this is the best business book I have read focusing on the external aspects of business. Most business books focus internally - what you and/or your company needs to do. This book takes the approach that what one does has a dependency on what's going on with the market.
The market, as defined in Crossing the Chasm, and repeated here, is divided into five sections/phases - Innovators (techies), Early Adopters (visionaries), Early Majority (pragmatists), Late Majority (conservatives), and Laggards (skeptics). Each of these groups has it's own needs that must be addressed. The predecessor deals with the "chasm" between the Early Adopters and the Early Majority. This book focuses on the tornado that occurs when a company/product gains traction with the Early Majority.
This book also borrows the concepts of "value disciplines" from "The Discipline of Market Leaders" and applies it to the various sections. There are three, somewhat mutually exclusive, disciplines - product leadership, operational excellence, and customer intimacy. It shows how initially the keys to success are focusing on product leadership and customer intimacy. Then, in the tornado, product leadership and operational excellence are key. Then, on main street, operational excellence and customer intimacy are critical.
The big challenge for people and for companies is, as with a manual transmission, shifting gears. This book does a fantastic job of explaining the changes needed at the different times, as well as how to determine when one reaches those times.
0 of 0 people found the following review helpful:
 Excellent book for the technology market, 2007-05-03
Inside the Tornado is very insightful and descriptive of the technology life cycle and the experiences of a company throughout each phase. Each phase has its own dynamic of what is required of the product for success, the competition involved, roles as they relate to competition and positioning, and the leadership required throughout. Even though Inside the Tornado was written more than ten years ago, the overarching principles still apply as new technologies are created, adopted, and later replaced with a new paradigm to disrupt the market and start the cycle over again.
3 of 5 people found the following review helpful:
One of the best business books, 2006-02-20
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 indepth 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.
3 of 4 people found the following review helpful:
An AWESOME thought-provoker on high-tech strategy, 2005-12-13
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 intially 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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