In a footrace, the runner always wants to win, but, in order to train, the runner must focus on.....

In a footrace, the runner always wants to win, but, in order to train, the runner must focus on besting his or her own time rather than on the competition. In business, as well, focusing on the competition can limit possibilities for growth.

This week, your readings focus on several types of analytical tools, including the six paths framework, the strategy canvas, the four actions framework, and the three tiers of noncustomers. Reflecting upon these analyses, share with your colleagues your perception of how these metrics work together to paint a picture of a business or organization. Then, explain how you would use some of these, as well as others with which you may be familiar, to analyze your own current or potential business.
  

Reading materials:

Course Text: Kim, W. C., & Mauborgne, R. (2015). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant (Expanded ed.). Boston: Harvard Business School Press.

·         For review: Chapter 2, "Analytical Tools and Frameworks"

·         Chapter 3, "Reconstruct Market Boundaries"

·         Chapter 4, "Focus on the Big Picture, Not the Numbers"

·         Chapter 5, "Reach Beyond Existing Demand"

In these chapters, Kim and Mauborgne outline the initial steps in employing blue ocean strategies.

Eisenmann, T. R., & Herman, K. (2006). Google Inc. Boston: Harvard Business School Cases. Access this case study from http://www.ism.edu/docs/Google_Case_Study_2007.PDF
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