From Chasm to Kano - an introduction to product thinking
summary
Explains how to pick a narrow beachhead market, estimate its size (roughly double one year sales to dominate), and crossing the chasm by getting early-majority references; maps practical tools: Kano model, personas with empathy maps, “whole product” thinking, and a target‑mapping exercise to link goals, influencers, behaviours and product/marketing actions. Shows how features move over time (novelty → expected), how to prioritise by customer vs organisation value using value mapping, and why micro‑segmentation beats broad ambitions.
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chapters (40)
- 0:00Introduction
- 0:36Product thinking
- 1:05Continuous vs discontinuous
- 2:26What happens if companies innovate
- 4:07Credits
- 4:29Technology adoption life cycle
- 4:44Chasm
- 5:02Sales Volume
- 5:59Early adopters
- 6:27Early majority
- 7:10Late majority
- 7:40People
- 8:12Customers
- 8:23The problem
- 9:05The Chasm
- 10:12The early adopters
- 10:34What do they expect
- 11:04The early majority
- 11:22Evolution not revolution
- 11:49The emoji
- 13:15This is hard work
- 13:45Markets
- 14:09Reference each other
- 14:41Solving the problem
- 15:04Narrow your field
- 15:47Market winds
- 18:40Product qualities
- 19:05Great product
- 20:08Whole product
- 22:19Customer
- 23:24Selfreferential design
- 24:24Empathy maps
- 25:35Impact mapping
- 26:09Targetmapping
- 26:48Example
- 29:03Safe
- 29:33Product View
- 29:44Draw Along
- 38:32Quick Description
- 39:12Value Mapping
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