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Amazon's Kindle: Crossing the Chasm


Amazon had achieved success far beyond its expectations when it launched the Kindle e-Reader in November 2007. The marketing team at Amazon had adopted a "launch and learn" approach rather than target specific markets with this digital device on the cutting edge of technology. Now, six months later, it faced a more complex decision as it prepared to launch the second-generation Kindle. The team at Amazon felt that it must focus and choose its target market more precisely this time in order to position the product for long-term success. The choice of the target market would dictate not only the design and features of the device but would also influence the content, capabilities, and go-to-market strategy, including its partners, channels, and promotional tactics. The Kindle team had identified three promising market opportunities for the device—college students, mobile business professionals, and avid readers—but gearing the product toward a specific segment would likely diminish its appeal to others. Now the team had to decide which of the target markets represented the best opportunity for the Kindle.




Mohanbir Sawhney, Sachin Waikar, Sean Alpert, Gerardo Cardone, Ryan Mullin, Barnaby Nardella, Edward Sim, Hsin-Ting Huang

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Sawhney, Mohanbir, Sachin Waikar, Sean Alpert, Gerardo Cardone, Ryan Mullin, Barnaby Nardella, Edward Sim, and Hsin-Ting Huang. Amazon's Kindle: Crossing the Chasm. Case 5-111-009.


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