[This consumer is not out in front, far from it. This consumer is] part of the herd. They're word-of-mouth creatures, ... They're asking their friends and colleagues, 'Are you using the camera on your cellphone yet? Me, neither.' But if they ask around and people say, 'Yeah, I use it all the time,' then they'll rethink and try it out.
"Geoffrey Moore" is an American organizational theorist, management consultant and author, known for his work Crossing the Chasm/Crossing the Chasm marketing and selling disruptive products to mainstream customers.
More Geoffrey Moore on Wikipedia.We were thinking about scale instead of liquidity, ... The correct move now is to redirect the race toward liquidity.
There is no new technology in the iPod.
The companies founded two or three years ago have been struggling with the assumption that follow-on investments would be as easy to get as the initial funding. They're not getting [the follow-on] funding, and so they're telling people that VCs don't want to spend. We do, but more on the traditional companies missed during the dot-com bubble.
They're thinking, 'If I or my organization were to adopt this new technology, how would it change our competitiveness?'
And the number of ISVs is meaningless. The issue is what the power players are doing. Cisco and Microsoft have the strongest positions, so a solution that doesn't have their endorsement isn't likely to get very far.
When I go meet with a company that's No. 1--a Microsoft or Cisco or SAP--one of the things I hear a lot is how mean it is out there. Being No. 1 these days means you become the natural target.
Novell was on top and got dethroned.
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