What is the final step in the strategic sequence that companies must address to ensure the successful actualization of a blue ocean idea?
Explanation
The strategic sequence concludes with addressing adoption hurdles. Chapter 6 emphasizes that even a brilliant, profitable idea can fail if stakeholders (employees, partners, the public) resist its implementation. Therefore, proactively identifying and overcoming these hurdles is the final, crucial step.
Other questions
According to Chapter 6, what is the correct strategic sequence for building a commercially viable blue ocean idea?
What is the 'technology trap' that Chapter 6 warns companies about, using Philips' CD-i as an example?
The Buyer Utility Map presented in Chapter 6 is constructed from which two dimensions?
In Chapter 6, what two utility blocks did Ford's Model T primarily eliminate for the mass of people?
What is the primary purpose of the 'price corridor of the target mass' tool introduced in Chapter 6?
According to Chapter 6, what pricing strategy should a company consider if its blue ocean offering has high fixed costs and its attractiveness depends heavily on network externalities?
Chapter 6 describes target costing as an essential part of the strategic sequence. What is the correct method for this process?
What were the three principal levers that Chapter 6 identifies for companies to hit their target cost?
How did the Swiss watch company Swatch achieve a cost structure 30 percent lower than any other watch company, as cited in Chapter 6?
According to Chapter 6, which three main stakeholder groups can pose adoption hurdles for a new blue ocean idea?
Chapter 6 uses the example of SAP's AcceleratedSAP (ASAP) to illustrate overcoming adoption hurdles with which stakeholder group?
What does the Blue Ocean Idea (BOI) Index, presented at the end of Chapter 6, provide?
According to the BOI Index analysis in Chapter 6, why was Motorola's Iridium considered a flop?
What example of 'pricing innovation' is used in Chapter 6 to show how companies can hit their target cost without raising their strategic price?
In the context of the strategic sequence, what two elements address the 'revenue side' of a company's business model?
Which stage of the buyer experience cycle, according to the map in Chapter 6, comes immediately after 'Use'?
Chapter 6 cites Ford's revolutionary assembly line as a cost innovation that cut the time to make a Model T from twenty-one days to how many days?
Why does Chapter 6 argue that it's increasingly important for companies to price their offerings to attract the mass of target buyers from the start?
When using the price corridor tool, Southwest Airlines priced its service against which alternative, according to Chapter 6?
What does Chapter 6 suggest a company should do if it cannot meet its target cost after streamlining operations and exploring partnerships?
What was Monsanto's mistake regarding the general public, as described in the 'Adoption' section of Chapter 6?
In the NTT DoCoMo i-mode example, what was the key technological choice that made its offering attractive to content providers and lowered their costs?
Which of the six utility levers from the Buyer Utility Map is described in Chapter 6 as the most commonly used?
When Ford introduced the assembly line, by what percentage did it cut labor hours, according to the quantitative data in Chapter 6?
In Chapter 6's discussion of adoption hurdles for employees, what was the consequence for Merrill Lynch when it announced its online brokerage service without adequately addressing employee concerns?
To identify the price corridor of the target mass, Chapter 6 suggests listing products and services that fall into which two categories?
What does Chapter 6 identify as the third element in the strategic sequence, which secures the 'profit side' of the business model?
Which of the following is NOT one of the six stages of the buyer experience cycle as listed in Chapter 6?
What is meant by a 'nonrival' good, as discussed in the context of strategic pricing in Chapter 6?
In the Swatch example in Chapter 6, the engineers reduced the number of inner working parts from one hundred fifty to how many?
What is the key difference between 'value innovation' and 'technology innovation' according to Chapter 6?
When assessing an idea with the Blue Ocean Idea (BOI) Index in Chapter 6, what question corresponds to the 'Price' criterion?
What does Chapter 6 propose as a method for a company to overcome the fear and resistance of its employees when introducing a new strategy?
What type of good is described in Chapter 6 as being 'partially excludable' and vulnerable to 'free riding'?
According to Chapter 6, if a company's proposed offering falls on the same space in the Buyer Utility Map as its competitors, what does this indicate?
Chapter 6 uses the failure of Philips' CD-i to illustrate what key point about the strategic sequence?
In the context of the price corridor of the target mass, what are 'products with different form and function, but same objective'?
How did NTT DoCoMo's partnerships with handset manufacturers contribute to its success, as explained in Chapter 6?
What is the primary risk that the strategic sequence of utility, price, cost, and adoption is designed to reduce?
What is the core reason a blue ocean strategy must be built on a robust business model, as stated at the beginning of Chapter 6?
In the Netflix example in Chapter 6, how did the company address employee adoption hurdles when shifting from DVD-by-mail to video streaming?
What specific question does the Buyer Experience Cycle tool (Figure 6-3) suggest managers ask for the 'Purchase' stage?
According to the logic of the price corridor tool in Chapter 6, why was Ford's pricing of the Model T against the horse-drawn carriage a strategic move?
What does Chapter 6 say is the consequence when a company's business idea fails the utility test in the strategic sequence?
When should a company pursue upper-boundary strategic pricing for its blue ocean offering, according to Chapter 6?
What is the key difference between how SAP and Oracle managed their sales forces, as highlighted in the partnering section of Chapter 6?
The Blue Ocean Idea Index in Figure 6-7 shows that NTT DoCoMo's i-mode scored a '+' (positive) on all four criteria. What does this signify?
In Chapter 6, what is the 'freemium' model cited as an example of?
Which of the six utility levers is NOT explicitly named in the list provided in Chapter 6?