The Blue Ocean Strategy implementation self-diagnostic is comprised of a series of probing questions that offer executive participants a practical tool for assessing the level of organizational hurdles that exist in their organization and the effectiveness of past and future strategies to overcome them.
The Blue Ocean Strategy implementation self-diagnostic is comprised of a series of probing questions that offer executive participants a practical tool for assessing the level of organizational hurdles that exist in their organization and the effectiveness of past and future strategies to overcome them.
Alguém observou que, para além da execução contínua de estratégias pessoais superiores e da liderança exercida por Napoleão ao longo da sua vida, no final, o sucesso acabara por lhe escapar.
Alguém observou que, para além da execução contínua de estratégias pessoais superiores e da liderança exercida por Napoleão ao longo da sua vida, no final, o sucesso acabara por lhe escapar.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance with its novel i-mode services.
As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance with its novel i-mode services.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
This is the first of a two-case series. The first Case (A) discusses the evolution of the circus industry up until the emergence of Cirque du Soleil. This case provides a detailed discussion on the structure of the circus industry to make possible a rich analysis of how its industry attractiveness has changed over time and the challenges the industry now confronts.
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.
This is the second of a two-case series. Cirque du Soleil very successfully entered a structurally unattractive circus industry. It was able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
Competing head-to-head in a mature, slowly growing market can be cutthroat. The US car retailing industry was very much characterized by the classic symptoms of an unattractive industry. Players very much disliked competing in this difficult environment but did not see how they could break away from the pack.
One observes that despite the continued application of superior personal strategies and leadership throughout Napoleons lifetime, success eluded him in the end. A pattern is observed of meteoritic rise in the early stages (victories in the battle of Lodi, Marengo, Austerlitz) and a downfall later (Russian invasion, Waterloo). What is behind this rise and fall?
One observes that despite the continued application of superior personal strategies and leadership throughout Napoleons lifetime, success eluded him in the end. A pattern is observed of meteoritic rise in the early stages (victories in the battle of Lodi, Marengo, Austerlitz) and a downfall later (Russian invasion, Waterloo). What is behind this rise and fall?
Disciplinary Research: Nondisruptive Creation, Growth Theory, Market-Creating Innovation, Procedural Justice., General Research: Strategy, Management and Innovation in the Knowledge Economy
