Author Geoffrey Moore makes the case that high - tech products require marketing strategies that differ from those in other industries. His chasm theory describes how high - tech products initially sell well, mainly to a technically literate customer base, but then hit a lull as marketing professionals try to cross the chasm to mainstream buyers. This pattern, says Moore, is unique to the high - tech industry. Moore suggests remedies for the problem that can help businesses meet their long - term goals. He coaches marketing professionals on how to move slowly through the gulf, teaching them to create profiles and target specific segments of the population rather than trying to plow right into the mainstream. He cites examples of successful chasm crossings by such companies as Apple, Tandem, Oracle, and Sun, showing what they all had in common and exposing the different weaknesses in their strategies. Moore also assigns responsibility for success to programmers and developers by suggesting they design a "whole product model." Here, because integration tasks are daunting to the mainstream market, all the components of a technological product must be in one package. Moore also describes strategies for competing with rival companies and assessing the best distribution channels for penetrating the target market.