Adoption Curve: Strategies for Market Penetration PPT


This PPT slide, part of the 56-slide Lean Startup Canvas: Guide, Process and Tools PowerPoint presentation, presents a framework for understanding the adoption curve of new products, specifically focusing on the "Running Lean Methodology" and the critical phase known as "Crossing the Chasm." The adoption curve is segmented into distinct categories of product adopters: Innovators, Early Adopters, Chasm, Early Majority, Late Majority, and Laggards. Each category is defined by its characteristics and willingness to adopt new products.

Innovators are the first to embrace new offerings, actively seeking out innovations. Early Adopters recognize the benefits of these products and are willing to invest based on limited references. The Chasm represents a significant gap between these 2 groups, where many startups struggle. This phase is crucial; if a startup fails to transition effectively from Early Adopters to the Early Majority, it risks stagnation.

The Early Majority is more pragmatic, requiring convincing evidence that the product works before committing. The Late Majority is even more skeptical, demanding substantial proof of functionality. Finally, Laggards are the most resistant, needing extensive evidence to be persuaded to adopt.

The slide emphasizes a key takeaway: new product launches are likely to fail if companies do not adequately prepare to engage with the Early Majority before exhausting their Early Adopter base. This insight highlights the importance of strategic planning and targeted marketing efforts to bridge the gap between these adopter categories. Understanding this model can guide executives in aligning their product strategies with customer behaviors, ultimately increasing the likelihood of successful market penetration.



This slide is part of the Lean Startup Canvas: Guide, Process and Tools PowerPoint presentation.

MBB/Big 4 style presentation that provides an overview of and guidance the Running Lean Methodology and the Lean Canvas.

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