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RED OCEAN TRAPS Mental Models that Undermine Market-Creating Strategies CREATING BLUE OCEANS • Companies increasingly recognize the value of creating and capturing new markets • Many attempt to make market-creating strategic moves, dedicating significant resources and efforts to do so • Yet, our research found that few seem to crack the code As you set sail towards creating BLUE OCEANS of new market space, what can keep you anchored in RED OCEANS? An important factor is the RED OCEAN TRAPS. Red Ocean Traps refer to managers’ mental models • These are managers’ ingrained assumptions and theories about how the business world works • They help managers navigate existing market space, yet they can prevent organizations from entering blue oceans • There are six salient ones TRAP ONE Seeing Market-Creating Strategies as Customer-Oriented Approaches TRAP TWO Treating Market-Creating Strategies as Niche Strategies TRAP THREE Confusing Market-Creating Strategies with Technology Innovation TRAP FOUR Equating Market-Creating Strategies with Creative Destruction TRAPS FIVE Equating Market-Creating Strategies with Differentiation TRAPS SIX Equating Market-Creating Strategies with Low-Cost Strategies So, will you avoid the traps? Or will you get stuck in red oceans? ALIGNING YOUR MENTAL MODELS WITH MARKET-CREATING STRATEGIES • Be sure to check your mental models, as you go for creating BLUE OCEANS of new market space. • If they are misaligned with your intended strategic purpose of new market creation, you need to challenge, question, and reframe them. ‘I AM LOVING THIS BLUE OCEAN STRATEGY’ To learn how to avoid RED OCEAN TRAPS get the Expanded Edition of BLUE OCEAN STRATEGY http://buff.ly/1UXRnSU and visit www.blueoceanstrategy.com
Red Ocean Traps. Mental Models that Undermine Market-Creating Strategies
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Learn basics of various methods of study. Studying is a technique and a student needs to be well aware of these techniques. These will teach you to study efficiently and get an edge in your education. These methods will be useful throughout your life time.
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Travis Green kicked off the PNODN year with a talk on Green OD. After a 30 minute mingle Travis had us engadge in a dialogue about the meaning of "Green" "Sustainable" and "OD" in the phase "We are committed to being a ______ organization". Members reported a perception shift when thinking about what they heard in those three statements. Then, we were off. The group explored the jargon and came to an understanding that this concept of sustainable change is being defined. Some suggested it is part of the design work we do to define this with our cleints. One strategy that was illuminating was to start with what they already doing that is sustainable. We talked about the challenges of Sponsorship and education about systems. We had questions about what tools to use and process consulting was a recommendation from Travis. Members talked about notion of the "triple bottom line", and how the language of accounting and profit predominats the mental models that run organizations. The group talked about our role to bridge that language to sustainable concepts for our clients in ways that are meaningful to them. What conversations are you having with your clients about sustainability. At the end of the evening members were lively and continued the converstaion. In the evaluation of the event particpants reported the topic to be highly relevant to their work. The content contained new inforamtion for the majority. Everyone who completed the survey said they had met someone they would like to collaborate with. What would that look like?
Green OD --Pacific Northwest OD Network
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Drivers of change in nutrition in Senegal: the critical role of political institutions by Halie Kampman, Amanda Zongrone, Rahul Rawat, and Elodie Becquey
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RED OCEAN TRAPS Mental Models that Undermine Market-Creating Strategies CREATING BLUE OCEANS • Companies increasingly recognize the value of creating and capturing new markets • Many attempt to make market-creating strategic moves, dedicating significant resources and efforts to do so • Yet, our research found that few seem to crack the code As you set sail towards creating BLUE OCEANS of new market space, what can keep you anchored in RED OCEANS? An important factor is the RED OCEAN TRAPS. Red Ocean Traps refer to managers’ mental models • These are managers’ ingrained assumptions and theories about how the business world works • They help managers navigate existing market space, yet they can prevent organizations from entering blue oceans • There are six salient ones TRAP ONE Seeing Market-Creating Strategies as Customer-Oriented Approaches TRAP TWO Treating Market-Creating Strategies as Niche Strategies TRAP THREE Confusing Market-Creating Strategies with Technology Innovation TRAP FOUR Equating Market-Creating Strategies with Creative Destruction TRAPS FIVE Equating Market-Creating Strategies with Differentiation TRAPS SIX Equating Market-Creating Strategies with Low-Cost Strategies So, will you avoid the traps? Or will you get stuck in red oceans? ALIGNING YOUR MENTAL MODELS WITH MARKET-CREATING STRATEGIES • Be sure to check your mental models, as you go for creating BLUE OCEANS of new market space. • If they are misaligned with your intended strategic purpose of new market creation, you need to challenge, question, and reframe them. ‘I AM LOVING THIS BLUE OCEAN STRATEGY’ To learn how to avoid RED OCEAN TRAPS get the Expanded Edition of BLUE OCEAN STRATEGY http://buff.ly/1UXRnSU and visit www.blueoceanstrategy.com
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Learn basics of various methods of study. Studying is a technique and a student needs to be well aware of these techniques. These will teach you to study efficiently and get an edge in your education. These methods will be useful throughout your life time.
Study methodology
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Travis Green kicked off the PNODN year with a talk on Green OD. After a 30 minute mingle Travis had us engadge in a dialogue about the meaning of "Green" "Sustainable" and "OD" in the phase "We are committed to being a ______ organization". Members reported a perception shift when thinking about what they heard in those three statements. Then, we were off. The group explored the jargon and came to an understanding that this concept of sustainable change is being defined. Some suggested it is part of the design work we do to define this with our cleints. One strategy that was illuminating was to start with what they already doing that is sustainable. We talked about the challenges of Sponsorship and education about systems. We had questions about what tools to use and process consulting was a recommendation from Travis. Members talked about notion of the "triple bottom line", and how the language of accounting and profit predominats the mental models that run organizations. The group talked about our role to bridge that language to sustainable concepts for our clients in ways that are meaningful to them. What conversations are you having with your clients about sustainability. At the end of the evening members were lively and continued the converstaion. In the evaluation of the event particpants reported the topic to be highly relevant to their work. The content contained new inforamtion for the majority. Everyone who completed the survey said they had met someone they would like to collaborate with. What would that look like?
Green OD --Pacific Northwest OD Network
Green OD --Pacific Northwest OD Network
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Case study methodology
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Drivers of change in nutrition in Senegal: the critical role of political institutions by Halie Kampman, Amanda Zongrone, Rahul Rawat, and Elodie Becquey
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The Culture of Agility
The Culture of Agility
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A Case For Restructuring An Organization
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Research methodology ppt babasab
Swatch Slideshow
1.
Harvard | Business
| School Marketing Channels Case Study November 19, 2009 Nick Gage | Ben Lyon | Shannon Tacke | Kevin Virgilio
2.
shm | OVERVIEW
| shm
3.
shm | MISSION
| shm THE MISSION: TO UTILIZE SMH’S RADICAL INNOVATIONS IN DESIGN, AUTOMATION & ASSEMEBLY , AS WELL AS IN MARKETING & COMMUNICATION TO HAVE A COMPETITVE BRAND IN EVERY PRICE SEGMENT IN THE MARKET.
4.
shm | ISSUES
| shm
5.
shm | ISSUES
| shm
6.
shm | ALTERNATIVES
| shm
7.
shm | RECCOMENDATIONS
| shm what? production
8.
shm | RECCOMENDATIONS
| shm where? distribution
9.
shm | RECCOMENDATIONS
| shm how? marketing
10.
shm | FINANCIAL
PROJECTIONS | shm
11.
shm | FINANCIAL
PROJECTIONS | shm
12.
13.
shm | FINANCIAL
PROJECTIONS | shm
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