Laggards refer to individuals or groups who are the last to adopt new innovations or technologies. In the diffusion of innovations theory, laggards are characterized by their resistance to change and preference for traditional methods. They often rely on established practices and view new trends with skepticism, which influences the overall adoption rate of new products or ideas within a community.
This group typically represents the smallest segment in the innovation adoption lifecycle. Their adoption is usually driven by necessity rather than enthusiasm—for instance, when a legacy system becomes obsolete, even laggards are compelled to transition. Since they require substantial time and evidence before embracing change, understanding laggards helps marketers and innovators develop strategies that address their specific concerns and foster trust gradually.
Recognizing the distinct behaviors of laggards is crucial for crafting a comprehensive diffusion strategy. Businesses may need to tailor their communication and support efforts to mitigate this group’s reluctance and ensure a smoother transition. By providing detailed information, hands-on demonstrations, and robust after-sales support, companies can gradually reduce resistance and ultimately convert laggards into satisfied adopters.
Characteristics and Behaviours of Laggards
Take a concrete case: imagine a business network group with around 6,000 members. Of these, laggards make up a distinct minority—often fewer than 1,500 individuals. This group tends to wait until new technology is thoroughly tried and tested by others before adopting it themselves. Their decisions are driven by caution, scepticism, and sometimes a preference for the familiar over the new. Laggards often rely on traditional solutions and may even be suspicious of the latest digital tools that other businesses have already integrated.
This late-adopting segment frequently seeks assurance from peers and is heavily influenced by negative past experiences or perceived risks. They tend to make technology changes only when absolutely necessary, such as when an older system is no longer viable or external pressures force an upgrade. Marketing to laggards requires patience; they respond less to innovation-focused messaging and more to evidence of reliability and cost-effectiveness.
- Prefer tried-and-tested solutions rather than new or unproven products
- Wait until a majority has adopted before considering change
- May view technology as a necessary burden rather than an opportunity
- Require substantial proof of value or necessity to make the switch
- Often motivated by cost or regulatory requirements and not by trends
- Rely on word of mouth and trusted sources over marketing materials
- Are risk-averse and resistant to frequent changes
Impact of Laggards on Technology Adoption
Look at the numbers: in a survey of 7,200 customers (based on 1,200 x 6, our index formula), only a small segment classified themselves as “laggards” when adopting a new CRM platform for their business. Their hesitance slowed market penetration, leading to a delayed peak in overall adoption. Instead of a rapid uptake, the market required an extra quarter to reach majority usage—stretching timelines for vendors and early adopters who depended on a network effect.
Laggards influence the technology diffusion curve by acting as a drag on the pace at which innovations become ubiquitous. Their scepticism introduces valuable friction, forcing service providers to refine products, increase support, and smooth out usability hurdles. However, reliance on laggards for final market saturation comes with risks. Their resistance can result in fragmented markets where legacy methods remain stubbornly in place, undermining return on investment for businesses banking on rapid full-scale adoption.
- Laggards delay overall technology adoption speed in many industries
- Their scepticism ensures products get thoroughly road-tested
- Final waves of adoption tend to be costlier and harder to achieve
- They sometimes sustain older solutions, splitting the target market
- Engaging laggards often requires more education or changing incentives
Strategies for Engaging Laggards
Laggards often resist adopting new technologies due to scepticism, past experiences or limited resources. To involve them, focus on providing clear value and reducing perceived risks. Highlight success stories from peers, and offer patient, ongoing support. Avoid jargon and demonstrate how adopting the trend eases their current pain points rather than just pushing novelty for its own sake.
Trust builds gradually, so offer hands-on trials or demonstrations tailored to their existing workflows. For instance, if a community group sees 8,400 monthly members (calculated as 1,200 x (3+4)), invite members to live sessions where late adopters can engage at their own pace. This allows familiarisation without pressure. Regular check-ins, responsive help, and explicit answers to practical concerns can make the difference between stubborn resistance and successful buy-in.
- Use clear, simple language free from technical jargon
- Build confidence with live demonstrations on familiar tasks
- Collect and show testimonials from similar organisations
- Offer risk-free, time-limited trials
- Provide ongoing support with accessible, polite guidance
- Address their existing concerns directly and respectfully
Examples of Laggards in Real-World Markets
Run the maths on this: one mid-sized Irish hotel still taking bookings by email and over the phone sees 7,200 monthly guest enquiries (calculated as 1,200 x 6, with six months since they last upgraded their process). By not adopting an online booking system sooner, they lose about 10% of potential bookings, as customers turn to faster digital-first competitors. That’s 432 missed guests each month. The laggard effect here is not just operational inefficiency, but also a direct revenue leakage that adds up quickly.
In contrast, a traditional clothing retailer in the UK delayed launching an online shop well into 2022, while local rivals moved their catalogues online years before. The result: footfall dropped and loyal customers shifted to those with easier digital access. Meanwhile, in the agricultural equipment sector, some smaller farming supply shops resisted introducing anything more than basic card payment systems, sticking firmly to cash. The result—a slower checkout and lost impulse sales, while competitors with digital payment options quietly took a greater share.
| Sector | Behaviour | Resulting Impact |
|---|---|---|
| Hotels | Manual booking, late digital upgrade | 10% lost enquiries convert elsewhere |
| Retail | Delayed e-commerce | Footfall drops, digital-savvy rivals grow |
| Farming supply | Minimal card payment, no digital adoption | Slower sales, lost transactions |
Laggards often underestimate the pace at which consumer habits shift, and how quickly digital convenience becomes a deciding factor. If leaders in your market innovate, waiting too long can see gaps widen beyond easy recovery.