Crossing the Chasm

Reviewed by Diario de un Inversor · UpdatedJuly 17, 2026

Our review

Geoffrey Moore observed a pattern the tech industry suffered without naming: products that swept technology enthusiasts systematically died trying to reach the mainstream. His diagnosis refined the classic adoption cycle: between early adopters — visionaries who buy competitive advantage and tolerate incomplete products — and the early majority — pragmatists who buy whole solutions and only trust references from other pragmatists — there is no continuity but a chasm. The strategy for crossing it is counterintuitive for any hungry startup: instead of chasing every possible customer, concentrate all forces on one specific niche and dominate it completely — the D-Day analogy —, build the «whole product» the pragmatist demands (with services, integrations, and support, not just the core product), and use each conquered niche as the reference that opens the next. Thirty years and several editions later, the framework remains the standard of B2B tech marketing, and its vocabulary — the chasm, the beachhead, the whole product — is the sector's common language.

Key takeaways

• Visionaries and pragmatists buy different things: advantage versus complete solutions — and cannot be served with the same product or message.
• Crossing the chasm demands extreme focus: fully dominating one specific niche is worth more than scattered presence in many.
• The «whole product» — core plus services, integrations, and support — is what the pragmatic majority buys; the bare product is not enough.
• Each dominated niche generates the references that open the next: expansion is sequential, not simultaneous.

Fact

Published in 1991 and revised across several editions, «Crossing the Chasm» has sold over a million copies and its framework is still taught as the tech marketing standard.