Analytical Tools and Frameworks

According to Chapter 2, what was the estimated size of the US wine industry in sales around the year 2000?

What is the primary function of the horizontal axis on a Strategy Canvas?

In the context of the Strategy Canvas, what is a 'value curve'?

To fundamentally shift the strategy canvas of an industry, Chapter 2 suggests reorienting strategic focus from 'competitors' to what?

The Four Actions Framework challenges an industry's strategic logic with four key questions. Which of the following is NOT one of those questions?

In the case of Casella Wines' [yellow tail], what new factors did they create in the US wine industry?

What is the primary purpose of the Eliminate-Reduce-Raise-Create Grid?

Which of the following is NOT listed in Chapter 2 as one of the three characteristics of a good strategy?

What does it signal when a company's value curve converges with its competitors' value curves?

According to the analysis of the US wine industry in Chapter 2, what was the state of the US consumer base for wine around the year 2000?

Which of the following did Cirque du Soleil ELIMINATE from the traditional circus offering, according to the Eliminate-Reduce-Raise-Create grid in Chapter 2?

What is the key difference between 'alternatives' and 'substitutes' as explained in Chapter 2?

What problem does a company's strategy likely have if it is described as 'muddled, undifferentiated, and hard to communicate'?

What does a value curve that shows high levels across all factors of competition potentially signal about a company?

How did Casella Wines, with its [yellow tail] brand, create 'ease of selection' for consumers?

By August 2003, [yellow tail] had become the number-one red wine in a 750-ml bottle sold in the United States, outstripping which labels?

What is the tagline that Chapter 2 suggests for Southwest Airlines' blue ocean strategy?

What does an 'internally driven company' tend to use when labeling the competing factors on its strategy canvas?

What were the initial two wines offered by [yellow tail] at its launch?

Around the year 2000, approximately how many wineries were competing in the US wine industry?

Which two questions from the Four Actions Framework provide insight into how to drop a company's cost structure?

What does the characteristic of 'divergence' in a good strategy refer to?

Why did the mass of American adults see wine as a 'turnoff' before [yellow tail]?

What does a company with 'strategic contradictions' do, according to Chapter 2?

At its launch, [yellow tail] was priced at approximately 6.99 dollars a bottle. How did this compare to the price of a jug wine at the time?

Which of the following benefits is NOT listed as a result of using the Eliminate-Reduce-Raise-Create Grid?

What was the main reason Casella Wines looked at alternatives like beer, spirits, and cocktails?

In the Southwest Airlines strategy canvas, which factor is shown at the highest offering level for Southwest compared to both average airlines and car transport?

By mid-2003, what was the moving average annual sales of [yellow tail] tracking at?

What is the key insight gained by pursuing the 'Raise' and 'Create' questions in the Four Actions Framework?

According to Chapter 2, what characterized the strategic profiles of premium and budget wines in the US before [yellow tail]?

What does a good tagline do, according to the characteristics of a good strategy?

In the Cirque du Soleil strategy canvas, what existing industry factors are shown at a higher offering level for Cirque than for Ringling Bros.?

What is the central idea of 'value innovation,' the cornerstone of blue ocean strategy?

How did [yellow tail] make its wine 'easy drinking'?

What did the top eight companies in the US wine industry produce around the year 2000?

The actions of eliminating and creating are particularly important in the Four Actions Framework because they:

A key characteristic of a reactive strategy, as described in Chapter 2, is that it:

How did [yellow tail] use its packaging to support its blue ocean strategy?

What is the primary critique of conventional strategic thinking offered in Chapter 2, based on the US wine industry example?

What was the worldwide rank of the United States in per capita wine consumption around the year 2000?

Which of these factors was REDUCED by Cirque du Soleil compared to traditional circuses?

The example of Southwest Airlines' strategy canvas illustrates that a company with 'focus' does what?

What is a major risk for companies that focus extensively on customer research and segmentation to guide their strategy?

What was the initial reaction of competitors to [yellow tail]'s sweet, fruity wine?

According to the analysis of the US wine industry, which of the following was NOT one of the seven principal factors of competition before [yellow tail]?

How did [yellow tail] bring nonwine drinkers into the wine market?

What is the key danger of having a value curve that lacks focus?

The Cirque du Soleil strategy canvas in Chapter 2 shows that it created a blue ocean by combining elements from the circus and what other industry?

What is the final message of Chapter 2 regarding the tools and frameworks presented?