Geoffrey Moore

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Investor and author Geoffrey Moore ("Crossing the Chasm") presented this slide deck at Demo, September 14, 2011, in Santa Clara. It summarizes the ideas in his new book, "Escape Velocity."

Business Technologie

Escape Velocity Free Your Company’s Future from the Pull of the Past <Event Name> <Event Date>

2 1990 2001 1995 2006 HarperCollins Paper & eBook format Release Date: Sept 6, 2011

The Hierarchy of Powers Category Power Company Power Market Power Offer Power Execution Power Growth rates of your major categories Status relative to your reference competitors Market share in strategic target segments Net differentiation of your flagship offers Ability to drive changes to tipping points 3 Align to achieve escape velocity

The Hierarchy of PowersHow Much Power Do You Have Today? Category Power Company Power Market Power Offer Power Execution Power Are we in hot high-growth categories, or do we have category envy? Do customers and competitors see us as the team to beat, or is that someone else? Are we winning the key “primaries,” and are we winning them fast enough? Do our core offers set the bar, or are we playing a lot of catch-up? Can we make stuff happen and make it stick, or are we continually pushing the reset button? 4 Where do we have anchor strengths? Where do we have to do better?

Case Example: The Power of Apple Music, mobility, & media: All hyper-growth The team to beat in all three No current need to target market segments iPod, iPhone, iPad + iTunes, AppStore All of the above in less than one decade 5 Category Power Company Power Market Power Offer Power Execution Power And that is why Apple is currently the most highly valued company in high tech

Spinning Up a MarketOngoing Experiments in Search of Tipping Points 6 MONETIZATION ACQUISITION Tornado Time!!! Starter Motor ENGAGEMENT VIRALITY

Scaling the Volume Operations ModelMetrics that Matter Acquisition Rate of gaining new users Engagement Average length, depth, and frequency of user engagement Virality New customers coming from existing customers over time Monetization Percentage of total users that participate in business model Churn Losing existing users Lifetime Customer Value Projected monetization returns by class of customer Program Productivity Yield on promotional activities, both paid and viral 7

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http://www.geoffreyamoore.com See the video from this conference: https://www.youtube.com/watch?v=MXzA5ISAim4 Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Mohr Davidow portfolio and established high-tech enterprises, most recently including Salesforce, Microsoft, Intel, Box, Aruba, Cognizant, and Rackspace. Moore’s life’s work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies face transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore’s most recent work, Escape Velocity, addresses the challenge large enterprises face when they seek to add a new line of business to their established portfolio. It has been the basis of much of his recent consulting. Irish by heritage, Moore has yet to meet a microphone he didn’t like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders. Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three.

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Geoffrey Moore

Geoffrey Moore is an author, speaker and advisor as well as a venture partner at Mohr Davidow Ventures (MDV). Recognized as a leading business advisor, Geoffrey divides his time between consulting on strategy and transformation challenges with senior executives and on developing mental models to support his advisory practice. With this intent in mind he has written his newest book published by HarperCollins in September of 2011: Escape Velocity: Free Your Company’s Future from the Pull of the Past, the result of his years of experience working with large enterprises in his former role as a Managing Director at TCG Advisors. Recognized as well for his expertise in market development and business and investment strategies, as a Venture Partner at Mohr Davidow Ventures he also serves as an advisor to MDV portfolio companies by drawing upon best practices derived from his extensive experience working with technology startups over the last two decades. Geoffrey has made the understanding and effective exploitation of disruptive technologies the core of his life’s work. His books, Crossing the Chasm, Inside the Tornado, The Gorilla Game, Living on the Fault Line and Dealing with Darwin are best sellers and required reading at leading business schools. Highly regarded as a dynamic public speaker, he integrates a speaking practice with his advisory work. He is a founder of both The Chasm Group and TCG Advisors. Earlier in his career, he was a principal and partner at Regis McKenna, Inc., a leading high tech marketing strategy and communications company, and for the decade prior, a sales and marketing executive in the software industry. He holds a bachelor’s degree in literature from Stanford University and a doctorate in literature from the University of Washington. To find out more about Geoffrey Moore please visit: More information about Geoffrey Moore: http://www.geoffreyamoore.com More information about the Escape Velocity Book: http://www.escapevelocitybymoore.com Geoffrey Moore on Twitter: http://www.twitter.com/geoffreyamoore Geoffrey Moore on Google Plus: http://gplus.to/geoffreyamoore

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2014 was a pivotal year for technology, bringing the rise of the 'phablet', an increase in demand for wearable technology and dramatic changes in the way readers consume digital content. So what does this mean for the publishing industry in 2015? A few months after our 'Digital Publishing predictions for 2015' went viral, what changes has the industry seen and how many predictions are yet to be fulfilled?

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The Darwinian struggle of business keeps getting more brutal as competitive advantage gaps get narrower and narrower. Anything you invent today will soon be copied by someone else—probably better and cheaper. Many companies thrive during the early stages of their life cycle, only to fall slack during periods of inertia and die out while others surge ahead. But as Geoffrey Moore shows, some notable companies have figured out how to deal with Darwin in their mature years—making changes on the fly while fending off challenges from every quarter.

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This slide set is from a speech Geoffrey Moore gave at the Berkeley Digital Media Conference on October 29, 2011. This is a link to the actual speech: http://www.youtube.com/watch?v=7RIHoUtyJQc To find out more about Geoffrey Moore please visit: More information about Geoffrey Moore: http://www.geoffreyamoore.com More information about the Escape Velocity Book: http://www.escapevelocitybymoore.com Geoffrey Moore on Twitter: http://www.twitter.com/geoffreyamoore Geoffrey Moore on Google Plus: http://gplus.to/geoffreyamoore

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Geoffrey Moore, Managing Director, TCG Advisors; Venture Partner, Mohr Davidow Ventures presented at the Premier Business Leadership Series 2010 - http://www.sas.com/theserieshk. The challenges in the current economy are to invest in innovation projects that pay back in the short term and pay off in the long term – and to fund these projects by extracting resources from existing operations. Drawing on his experience as a venture capitalist as well as research for his recent book Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution, Geoffrey Moore will describe how organisations large and small can determine their own fates at a time when many of their competitors are bemoaning theirs.

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Managing Director, Geoffrey Moore Consulting Venture Partner, Mohr Davidow Ventures Chairman Emeritus, TCG Advisors, The Chasm Institute and The Chasm Group Member of the Board of Directors, Akamai Technologies and several pre-IPO Companies Geoffrey Moore is an author, speaker, and advisor who splits his consulting time between start-up companies in the Mohr Davidow portfolio and established high-tech enterprises, most recently including Salesforce, Microsoft, Intel, Box, Aruba, Cognizant, and Rackspace. Moore’s life’s work has focused on the market dynamics surrounding disruptive innovations. His first book, Crossing the Chasm, focuses on the challenges start-up companies transitioning from early adopting to mainstream customers. It has sold more than a million copies, and its third edition has been revised such that the majority of its examples and case studies reference companies come to prominence from the past decade. Moore’s most recent work, Escape Velocity, addresses the challenge large enterprises face when they seek to add a new line of business to their established portfolio. It has been the basis of much of his recent consulting. Irish by heritage, Moore has yet to meet a microphone he didn’t like and gives between 50 and 80 speeches a year. One theme that has received a lot of attention recently is the transition in enterprise IT investment focus from Systems of Record to Systems of Engagement. This is driving the deployment of a new cloud infrastructure to complement the legacy client-server stack, creating massive markets for a next generation of tech industry leaders. Moore has a bachelors in American literature from Stanford University and a PhD in English literature from the University of Washington. After teaching English for four years at Olivet College, he came back to the Bay Area with his wife and family and began a career in high tech as a training specialist. Over time he transitioned first into sales and then into marketing, finally finding his niche in marketing consulting, working first at Regis McKenna Inc, then with the three firms he helped found: The Chasm Group, Chasm Institute, and TCG Advisors. Today he is chairman emeritus of all three. To find out more about Geoffrey Moore please visit: More information about Geoffrey Moore: http://www.geoffreyamoore.com Geoffrey Moore on LinkedIn: http://www.linkedin.com/in/geoffreyamoore Geoffrey Moore on Twitter: http://www.twitter.com/geoffreyamoore Geoffrey Moore on Google Plus: http://gplus.to/geoffreyamoore

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Week 6 Overview This is your last week of class and a Final Paper. If you will go to the bottom of the Course Material you will find a Course Outline. The Paper information is at the beginning prior to the Week 1 Assignment. Also, both Chapters 11 and 12 is all that is left. You have been a great class and good luck on your Final Paper. I realize that this was a tough class, but most of you did well. I would also like to thank-you for all of your hard-work this term I wish you only the best this year too. Dr. Steve As we enter into Week 6 as our Last Week with a Final Report to do, I also appreciate all of your hard work thus far. In Week 5, we studied non-price competition and price competition in monopolistic competition, oligopolies, and sometimes monopolies. That is monopolies that are forward thinking rather than those that may typically, just do what they always have done, to just get by. Pricing seems to be an issue that most firms struggle with most of their product cycle. If you will remember the 4 stages of the product life cycle from beginning, growth, and acceptance, and finally market decline, most firms will have to change their prices within each of these cycles and add new products as it goes. One industry that it took years for firms to recognize these changes was the airline industry which allowed both Southwest and Jet Blue to dominate the airline industry, while the old standbys thinking they were still in a growth mode, lost a lot of market share. Most situations here, if a firm goes into direct price retaliation, both firms will lose, so firms decided not to compete on price, but if they do compete, to compete on the other 3 P’s you will learn in marketing: Product, Place and Promotion. Therefore, it is the manager’s job to adjust the non-price variables such that the firm’s other 4 P’s as the superior value proposition to its target customer to gain market share on a competitor. Another variable that a firm might use that is in-cased in the price is its quality or branding (Ashford College follows this theme with using the reputation of its its long established Iowa campus) and service which all of these non-price strategic variables can create profits for the firm and take market share away from a competitor. We also will look at Game Theory where Oligopolies in particular will play games not using price, but using non pricing factors to gain edge over its completion which plays out to gaining market share, within the industry. You see this happening very much with Coke and Pepsi as well as in the Pharmaceutical industry. Also, some of these firms may even have barriers of entry where other firms cannot compete due to capital, resources, or some form of scarcity, causing such a firm a more monopoly position when other firms have not the resources or time to enter. Earlier in the course we defined sustainable competitive advantage (SCA) in terms of the triple-bottom line outcomes chosen to be pursued by the firm’s st ...

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DEFINING YOUR PLAYFIELD Student Name: Academic Affiliation: Running Head: DEFINING YOUR PLAYFIELD 1 DEFINING YOUR PLAYFIELD 3 Date: DEFINING YOUR PLAYFIELD Joyful Delicacy is a fast-food enterprise that focuses on the fast food service industry. It serves several delicacies that make its organization joyful. Joyful Delicacies is in a competitive industry that has opened room for some competitors in the industry due to the increased demand for fast food products. As such, the organization has to set a unique path from its competitors in the industry. To be competitive in the industry, Joyful Delicacies has placed many procedures that help acquire a target market and become competitive. As such, fast-food restaurants have focused on the quality of products that every fast-food chain is doing. What makes Joyful Delicacies unique is the vegetarian products offered. The business has focused on offering foods to vegetarians who are having difficult times with the products offered by the fast-food chains (Porter, 2011). The business has attracted a massive following as the business owners are pure vegetarians who have professionalized in designing vegetarian foods. Some of these products are bought fresh from the farmlands and packaged in simple, affordable dishes for middle-income persons. There are very few fast food outlets that offer such products. Another element that makes this place unique is the surrounding of the business. Customers can enjoy the beautiful scenes of the environment as they make their orders. Another element that makes the fast-food chain competitive is the quality of services offered at the restaurant. With the aid of technology, the business can handle several clients as a tap on their phones makes each client request. Customers can place orders, pay for them using their phones, and come for their orders when ready. This is one tactic that has been embraced by very few organizations and will be helpful to in ensuring adequate customer satisfaction. The blended natural products offer a competitive advantage for the organization (Porter, 2011). References Porter, M. E. (2011). Competitive advantage of nations: creating and sustaining superior performance. Simon and Schuster. © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 540 – Lecture Notes (1214) Page 1 of 12 JWI 540: Strategy Week Three Lecture Notes © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. JWI 540 – Lecture Notes (1214) Page 2 of 12 PURSUING THE RIGHT KIND OF G ...

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

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Covid has drastically changed the way people work. Nowadays, many individuals can work wherever and whenever they prefer. However, this shift requires a different strategy for securing your environment. By adopting the Zero Trust principles, based on the 'Never Trust, Always Verify' mindset, you can mitigate these new risks. This session will delve into the concept and provide examples of how various HCL products can fit into this framework, particularly when it comes to building a central user repository and securing your email message flow.

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Insurers' journeys to build a mastery in the IoT usage

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B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

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Geoffrey Moore

1. Escape Velocity Free Your Company’s Future from the Pull of the Past <Event Name> <Event Date>

2. 2 1990 2001 1995 2006 HarperCollins Paper & eBook format Release Date: Sept 6, 2011

3. The Hierarchy of Powers Category Power Company Power Market Power Offer Power Execution Power Growth rates of your major categories Status relative to your reference competitors Market share in strategic target segments Net differentiation of your flagship offers Ability to drive changes to tipping points 3 Align to achieve escape velocity

4. The Hierarchy of PowersHow Much Power Do You Have Today? Category Power Company Power Market Power Offer Power Execution Power Are we in hot high-growth categories, or do we have category envy? Do customers and competitors see us as the team to beat, or is that someone else? Are we winning the key “primaries,” and are we winning them fast enough? Do our core offers set the bar, or are we playing a lot of catch-up? Can we make stuff happen and make it stick, or are we continually pushing the reset button? 4 Where do we have anchor strengths? Where do we have to do better?

5. Case Example: The Power of Apple Music, mobility, & media: All hyper-growth The team to beat in all three No current need to target market segments iPod, iPhone, iPad + iTunes, AppStore All of the above in less than one decade 5 Category Power Company Power Market Power Offer Power Execution Power And that is why Apple is currently the most highly valued company in high tech

6. Spinning Up a MarketOngoing Experiments in Search of Tipping Points 6 MONETIZATION ACQUISITION Tornado Time!!! Starter Motor ENGAGEMENT VIRALITY

7. Scaling the Volume Operations ModelMetrics that Matter Acquisition Rate of gaining new users Engagement Average length, depth, and frequency of user engagement Virality New customers coming from existing customers over time Monetization Percentage of total users that participate in business model Churn Losing existing users Lifetime Customer Value Projected monetization returns by class of customer Program Productivity Yield on promotional activities, both paid and viral 7

8. gmoore@geoffreyamoore.com 8

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