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In the article they mentioned "Crossing the Chasm". That theory comes from this book [1] which I have only recently read. Whats important to notice is this book was written in 1991 and what it lacks is how the entire technology market has shifted in modern times. I don't think you reach a place with product line maturity, especially with a SaaS offering where you can ever tone down R&D and focus on sales and marketing your product. Unless you have some hook to keep your customers in your ecosystem having a SaaS means I can jump ship to whoever is better at this moment.

1. https://www.amazon.com/Crossing-Chasm-3rd-Disruptive-Mainstr...




1. The "chasm" mentioned in the article has nothing to do with the chasm mentioned in the book "Crossing the chasm".

2. The book was written in 1991 but it still surprises me how timeless it is. If you think the theory is out of date, you probably didn't understand the theory well enough.

3. That company mentioned in the article is not a SaaS company.


The chasm is entirely the same chasm defined in the book, they need to obtain profitability, either their plans are to cut expenses and have no growth, or to cross into profitability by starting to acquire early majority customers. Additionally the book is not nearly as timeless as you would think. Its telling that all the marquee examples from the first two prints are pretty much out of business right now, and a few of the examples from the third printing are either greatly declined or also out of business. Finally a company that provides a subscription based, online platform for ongoing consumption of education services is pretty much a textbook example of a SaaS.

The theory of trim down and assault a targeted market to cross into a larger market space is sound, but if you are trimming down your future like the book suggests ( i.e. fire most of your sales and R&D staff, but none of your marketing staff ) then in a modern software world you won't survive long once you reach the other side.




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