You're talking to the early majority, or the late majority.
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In tech-marketing terms, these groups are known as "Late majority" or "Laggards".
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The Rift's launch kicks off the early adopter phase and, as prices come down, the early/late majority buyers will step in.
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With any disruptive technology, the classic adoption curve usually holds true: innovators first, followed by early adopters, early majority, late majority and, finally, laggards … your grandma.
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In a few years, after several cycles of innovation and applications of Moore's Law, carriers might well subsidize AR glasses, or at least sell them at wholesale prices, which would significantly drop prices, reduce the perceived risk and lead to increased sales among early majority and late majority consumers.
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He proposed the descriptive Adopter groups of how people respond to change: Innovators, Early Adopters, Early Majority, Late Majority and Laggards.
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Rogers proposes that adopters of any new innovation or idea can be categorized as innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%) and laggards (16%), based on the mathematically based Bell curve. These categories, based on standard deviations from the mean of the normal curve, provide a common language for innovation researchers. Each adopter's willingness and ability to adopt an innovation depends on their awareness, interest, evaluation, trial, and adoption. People can fall into different categories for different innovations—a farmer might be an early adopter of mechanical innovations, but a late majority adopter of biological innovations or VCRs.
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This process relies heavily on human capital. The innovation must be widely adopted in order to self-sustain. Within the rate of adoption, there is a point at which an innovation reaches critical mass. The categories of adopters are innovators, early adopters, early majority, late majority, and laggards.
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Paper presented at the Proceedings of World Conference on Elearning in Corporate, Government, Healthcare, and Higher Education 2006.Luckin, R., Shurville, S. and Browne, T. (2007), 'Initiating e-learning by stealth, participation and consultation in a late majority institution '. Journal of Organisational Transformation and Social Change, 3 (3), 317–332. Learner-generated contexts represent an ad hoc community that facilitates coordination of collective action in a network of trust.
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Paper presented at the Proceedings of World Conference on Elearning in Corporate, Government, Healthcare, and Higher Education 2006.Luckin, R., Shurville, S. and Browne, T. (2007), 'Initiating elearning by stealth, participation and consultation in a late majority institution'. Organisational Transformation and Social Change, 3, 4, 317–332. There are many discussions about user-generated content (UGC), open educational resources (OER), distributed cognition and communities of practice but, although acknowledging the importance of the learning process, there has been little focus on learner-generated contexts or the impact of new technologies on the role of teacher, learner and institution.
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Developed by Rogers and Shoemaker, the communication of innovations theory explains how innovations come to be adopted by communities and what factors influence the rate of adoption. These factors include the characteristics of those who adopt the innovation, the nature of the social system, the characteristics of the innovation and the characteristics of change agents. Rogers and Shoemaker argue that all innovations follow a similar pattern of adoption, with one group of people—the innovators—taking it up immediately. Then there are early adopters, the early majority, the late majority and finally the laggards, including some who never adopt the innovation.
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In Crossing the Chasm, Moore begins with the diffusion of innovations theory from Everett Rogers, and argues there is a chasm between the early adopters of the product (the technology enthusiasts and visionaries) and the early majority (the pragmatists). Moore believes visionaries and pragmatists have very different expectations, and he attempts to explore those differences and suggest techniques to successfully cross the "chasm," including choosing a target market, understanding the whole product concept, positioning the product, building a marketing strategy, choosing the most appropriate distribution channel and pricing. Crossing the Chasm is closely related to the technology adoption lifecycle where five main segments are recognized: innovators, early adopters, early majority, late majority and laggards. According to Moore, the marketer should focus on one group of customers at a time, using each group as a base for marketing to the next group.
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