|
|
Blue Ocean Strategy:
Untapped value is often hidden in complementary products and services.
|
065 |
|
|
Blue Ocean Strategy:
Relationship businesses… have relied heavily on the emotional bond between broker and client. They are ripe for change.
|
074 |
|
|
Blue Ocean Strategy:
By looking across time – from the value a market delivers today to the value it might deliver tomorrow – managers can actively shape their future and lay claim to a new blue ocean.
|
075 |
|
|
Blue Ocean Strategy:
Focus on the big picture, not the numbers.
|
082 |
|
|
Blue Ocean Strategy:
…the strategic profile with high blue ocean potential has three complementary qualities: focus, divergence, and a compelling tagline.
|
083 |
|
|
Blue Ocean Strategy:
A company should never outsource its eyes. There is simply no substitute for seeing for yourself.
|
088 |
|
|
Blue Ocean Strategy:
[Chief executives] should use innovation because, without it, companies are stuck in the trap of competitive improvements.
|
097 |
|
|
Blue Ocean Strategy:
Chief executives] should use value because innovative ideas will be profitable only if they are linked to what buyers are willing to pay for.
|
097 |
|
|
Blue Ocean Strategy:
As companies compete to embrace customer preferences through finer segmentation, they often risk creating too-small markets.
|
101 |
|
|
Blue Ocean Strategy:
To reach beyond existing demand, think noncustomers before customers; commonalities before differences; and desegmentation before pursuing finer segmentation.
|
103 |
