The Diffusion of Innovation (DOI) theory is a framework used to explain the rate and manner in which new ideas and products spread through a social system. This model identifies distinct groups of adopters, with the final group—known as Laggards—representing the most resistant segment of the market. Understanding how different segments interact with innovation is crucial for any business introducing something new.
Defining Laggards in Marketing
Laggards are the final consumers to adopt a new product or innovation, characterized by their strong aversion to change and preference for traditional methods. They often wait until the product has become a proven, ubiquitous standard or until their existing solution is no longer viable or supported. This segment only engages with a new product when it is no longer truly “new.” Their motivation for adoption is driven by necessity or the complete obsolescence of their current technology, rather than the desire for novelty or improved features. Their eventual adoption signals the end of the product’s growth phase and its establishment as a complete commodity.
Key Characteristics of Laggards
The behavioral profile of Laggards is defined by deep-seated risk aversion and an intense focus on established tradition. They are highly skeptical of change agents and prefer to maintain their routines and current practices. This group tends to have an isolated social network, interacting mainly with others who share similar traditionalist views, which limits their exposure to new ideas. Laggards are often older than other adopter categories and may have lower socioeconomic status or less access to information channels promoting new technologies. Their reluctance stems from a need for certainty, requiring overwhelming evidence of a product’s reliability and longevity before they will consider a switch.
Laggards in the Context of the Diffusion of Innovation Curve
Laggards are positioned at the extreme right end of the bell-shaped Diffusion of Innovation curve, which visually represents the five categories of adopters. This framework, popularized by sociologist Everett Rogers, details the progression of adoption:
- Innovators (2.5%) are eager to take risks and be the first to try new ideas.
- Early Adopters (13.5%) are respected opinion leaders who serve as a bridge to the mainstream market.
- The Early Majority (34%) adopts the innovation just before the average person, motivated by demonstrable practical benefits.
- The Late Majority (34%) is a skeptical group that adopts a product only after it has become widely accepted, often due to social or economic pressure.
- Laggards (16%) are the last to arrive, adopting only when the innovation has become the unavoidable standard.
Marketing Strategies Targeting Laggards
Marketing to Laggards presents unique challenges because their resistance is based on deeply held values, not simply a lack of information. Novelty and status, which appeal to earlier adopter groups, hold no weight for this segment. Effective strategies must emphasize the proven reliability and established nature of the product, focusing on its history and long-term stability in the market. Pricing is a significant factor, as Laggards are highly cost-sensitive and often only adopt when the product’s price has fallen to its lowest point. The messaging should stress simplicity, ease of use, and the lack of a viable alternative, positioning the product as a necessary replacement for obsolete technology. Many companies ultimately choose not to dedicate significant resources to this group, as the high cost of convincing them often yields a low return on investment.
The Strategic Relevance of Laggards
While Laggards are often disregarded by marketers of cutting-edge technology, their adoption carries specific strategic weight. Their final acceptance of an innovation signals that the product has achieved maximum market saturation and transitioned into a standardized commodity. In industries with long product life cycles or heavy regulation, such as utilities, reaching the Laggard segment is necessary to achieve near-100% market penetration. The moment Laggards begin to adopt a technology, companies often start reducing support for the older product they are replacing. This pressure of obsolescence, rather than persuasive marketing, is the ultimate factor that compels the Laggard segment to finally make the switch.