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Geoffrey Moore on finding your beachhead, crossing the chasm, and dominating a market

Lenny Rachitsky

Jan 25

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Geoffrey Moore is an author, speaker, and advisor, widely known for his seminal book Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers, which many consider the most important book ever written on go-to-market strategy. Moore’s work is focused on the market dynamics surrounding disruptive innovations, and how one overcomes the challenge of transitioning from serving early adopters to the mainstream. In this episode, we discuss:

• What “crossing the chasm” means

• What steps to take before you try crossing the chasm

• The importance of winning a marquee customer

• The role of executive sponsors in the sales process

• The differences between visionaries and pragmatists, and how to build for each

• Geoffrey’s four go-to-market playbooks based on stage: Early Market, Bowling Alley, Tornado, and Main Street

• The problem with discounting before crossing the chasm

• “Deadly sins” to avoid when crossing the chasm

Some takeaways:

The “chasm” is the gap between success with early adopters and success with the mainstream market. Crossing the chasm requires selling to “pragmatist customers” who, unlike early adopters, will not buy on the basis of a vision. Instead, pragmatists need a “compelling reason to buy” and a high degree of trust in the technology.
To be successful, you want a target segment that is big enough to matter, small enough to lead, and a good fit with your crown jewels.
Create a compelling reason to buy by addressing a critical problem or pain point for customers. Then build relationships with marquee customers and use their success stories as references to attract other customers.
When crafting a GTM strategy, ensure that the entire team is aligned around one playbook (the Early Market playbook, the Bowling Alley playbook, the Tornado playbook, or the Main Street playbook). What works in one stage will likely underperform in others, and combining playbooks can actually undermine success.
The only reason you need venture capital is if (a) the technology is too expensive and you cannot self-fund it or (b) your product is going to catch fire too quickly. If done correctly, crossing the chasm should be inexpensive. Strive for cash-flow-positive and aim to change the value state of your company to attract investors and avoid constant fundraising.
Discounting is not effective before crossing the chasm, as it does not reduce risk. In fact, it might even increase risk if vendors compromise on important aspects, such as support or scope, leading to potential challenges when trying to navigate the unique dynamics of crossing the chasm.

Listen now on Apple, Spotify, Overcast, and YouTube.

Find the transcript for this episode and all past episodes at: https://www.lennyspodcast.com/episodes/. Today’s transcript will be live by 8 a.m. PT.

Where to find Geoffrey Moore:

• X: https://twitter.com/geoffreyamoore

• LinkedIn: https://www.linkedin.com/in/geoffreyamoore/

• LinkedIn posts: https://www.linkedin.com/in/geoffreyamoore/recent-activity/articles/

Where to find Lenny:

• Newsletter: https://www.lennysnewsletter.com

• X: https://twitter.com/lennysan

• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/

In this episode, we cover:

(00:00) Geoffrey’s background

(04:03) What people often get wrong about Crossing the Chasm

(05:58) Finding your beachhead segment