Inside the Tornado audiobook

Interestingly, not only did I find this book a stimulating introduction to guerilla marketing tactics in Silicon Valley's tech industries. I believe that I have also benefited in other areas from the unique brand of intelligence Moore advocates by the models he advances. I read it as part of an entrepreneurial strategy class at BYU and found it pretty fascinating in its own right. It gave me a fresh insight into the dynamics of business growth in a relatively volatile competitive landscape.

For some reason, I have not come across to this business book earlier. Probably because in today's business one's perception might be that any strategic observation and suggested consideration is already out-of-date after a decade. So I was absolutely amazed to read about how Moore sees the role of high tech companies during the Technical Adoption Life Cycle. For me, it explained quite a few personal experiences in different industries - why and how the competition developed. Though some of the findings are not necessarily relevant to smaller (and medium) businesses, anyone aiming to generate hypergrowth or just curious should read!

Great book that is a companion to "Crossing the Chasm". The tornado comes up in the chasm when the market leader is propelled into it by the sudden stampede of pragmatist buyers who choose a vendor to become the de facto standard. Then the rest quickly follow as a self-fulfilling prophecy. As more pragmatic buyers choose the same company, the decision for which vendor to choose eventually goes away and the market has a dominant leader.

Great continuation of original crossing the chasm. This part of the book is dedicated to the problem of what to do, once the chasm is crossed over and how to win the early and late majority in the bell curve

Still relevant

The book is equally good as “crossing the chasm”. It bring a clear picture on what needs to be done after crossing the chasm. It gives in-depth advice on strategies.

Creo que la teoría del libro es muy buena y sigue aplicando hasta nuestros días, por lo cual merece una actualización en los ejemplos de empresas que se utilizan.

I heard Geoffrey speak about this books when I worked at Hewlett Packard in (roughly) 1996. It was great content then and it still is now.

Book tells us how to bring company from pre-chasm to chasm and to post-chasm inside tornados and tornados.

Although not as good as Crossing the Chasm, this book from Moore was still groundbreaking.

Great read, analysis of competitiveness of markets and how it emerges and shifts. Old one but still always relevent. One of the few that worth a second read

Anyone in the startup, growth or investing world needs to read this

The book that the gang of steve jobs and gate read and that I highly recommend.How to produce an IT product in the marketplace

Geoffrey Moore's oeuvre on the Chasm, the Tornado, and the Main Street provides a useful framework for thinking about the dynamics of markets, and success and problems of specific businesses in the face of technological change. These ideas dovetail well with Christensen's writings on disruptive innovation.The author's contribution goes beyond the specific examples and explanations he provides. Rather, he introduces a _language_ and a _framework_ for analysis of markets -- in terms of stage (Tornado, Main Street, etc) and role -- gorilla, monkey, chimp. This interconnected set of ideas lets one go beyond the conclusions explicitly discussed -- for instance, if the market has large fixed costs and is the product is fairly homogenous geographically and by application, you can get markets, like Intel's where it is particularly difficult to be a "chimp" (the non-dominant competitor who attempts leadership in some subcategories). Another example of where the author's framework is relatively straightforward to apply is in analysis of Apple's approach to he market -- and the trade offs it took in vertical integration and tripling down on design as a for of both keeping imitators off balance and as substitute to the more traditional, segmentation based +1 marketing and customer intimacy.The book also pays attention to the interests of distributors, value added resellers and solution providers. This set of observations is very helpful in, for example, reasoning about modern IBM.Five stars for, along with his other books, providing a framework and language which allows one to reason about the moats and the dynamics of businesses in the presence of product innovation and market's migration from one paradigm to the next.Anyone interested in these ideas is best off reding all of his books -- despite some overlap, they all make for an engaging read with high insight-per-page ratio.

TL;DR - exquisite description of the market, but nothing felt earth-shatteringBest part about the book is that it gives every reader a common language for describing what they're going through and how they need to remodel their approach to grow more. What you need as a company who just finished your first pivot is not the same as what you need when you're courting late adopters.Worst part about the book is that, ironically, it was too successful in describing the landscape at each stage of corporate growth. Which means everything feels simple and obvious while you read it, and that makes it harder to come away with a plan of action that doesn't devolve into buzzwords.Definitely a book to read whether you're part of product creation, product launch, or product dominance. But remember that this is the Chemistry 101 of product management, giving you enough to whet you appetite but not nearly enough meat to chew.I was going to give it 3 stars, but the fact that writing this review makes me want to read it again is worth +1.

This was an excellent book on marketing-business strategy for technology products. How could Intel, Microsoft and other high-tech giants seize so much revenue, so fast? What were their marketing secrets and how can you apply them if you are in a new technology business? These are good questions and the description of how the successful companies stayed ahead of their competitors is educational. The rules were simple and counter to the model established by Big Blue:1. Just ship2. Expand your distribution channels (and leave none unprotected)3. Drive to the next lowest price point.The value to me of the book was not the particular strategy as to what made these "tornados" as much as the business insight of breaking out of the pack and thinking outside the established model, i.e., what it takes to be a game changer in any field. Another book, Unleashing the Killer Apps, also drove home a similar point for me in how game changing strategies evolve.