Avoid Red Ocean Traps

According to Red Ocean Trap One, what is a common but mistaken belief about Blue Ocean Strategy?

To avoid Red Ocean Trap One, where should a blue ocean strategist focus to gain insights about reconstructing market boundaries?

What is the consequence of falling into Red Ocean Trap One, which involves focusing on existing customers?

According to Chapter 11, which group holds the greatest insight into an industry's pain points and points of intimidation?

What are the essential components of blue ocean strategy for creating new demand, as discussed in the context of Red Ocean Trap One?

Red Ocean Trap Two is the belief that creating blue oceans requires organizations to do what?

Which company is cited in Chapter 11 as a classic example of an exception that did venture beyond its core business, metamorphosing from a computer maker to a consumer electronics and media giant?

To counter Red Ocean Trap Two, the text argues that blue oceans are most often found where?

Casella Wines with [yellow tail] and the New York City Police Department are used as examples to illustrate which key point about blue ocean creation?

What is a negative consequence for companies that mistakenly believe they must venture beyond their core business to create blue oceans?

Red Ocean Trap Three is the misconception that Blue Ocean Strategy is primarily about what?

Which of the following is NOT listed in Chapter 11 as an example of a blue ocean strategic move that involved no bleeding-edge new technologies?

According to the discussion of Red Ocean Trap Three, what is the key factor that makes buyers love blue ocean offerings, even when technology is heavily involved?

What is the key question a company should ask to ensure technology is linked to value, thereby avoiding Red Ocean Trap Three?

What does Chapter 11 identify as the concept that opens up commercially compelling new markets, as opposed to technology innovation alone?

Red Ocean Trap Four is the mistaken belief that to create a blue ocean, you must be what?

Instead of being 'first to market,' what does Chapter 11 argue that Blue Ocean Strategy is about?

Which company is used as the primary example in the discussion of Red Ocean Trap Four to show that being first to market is not the key to success?

What do organizations that mistakenly fall into Red Ocean Trap Four inadvertently prioritize over value?

To avoid Red Ocean Trap Four, what is the most important idea companies need to continuously drive home, even more important than speed?

Red Ocean Trap Five describes the misconception that Blue Ocean Strategy is synonymous with what?

How does Chapter 11 describe Blue Ocean Strategy to contrast it with traditional differentiation?

What is the typical outcome when companies fall into Red Ocean Trap Five and mistake blue ocean strategy for differentiation strategy?

By falling into Red Ocean Trap Five, organizations inadvertently become what kind of players in the existing industry space?

Comic Relief’s Red Nose Day is used as an example to counter Red Ocean Trap Five. The text asks if it is differentiated, and also asks what other characteristic it has?

Red Ocean Trap Six is the misconception that Blue Ocean Strategy is what kind of strategy?

Instead of focusing on low cost per se, what does Blue Ocean Strategy seek to create, according to the discussion of Red Ocean Trap Six?

To achieve strategic pricing and avoid Red Ocean Trap Six, a company should pursue pricing against what?

Southwest Airlines and Swatch are used as examples to counter Trap Six. The text notes they have low prices and costs, but what other quality makes them stand out?

What is the flawed behavior of companies that fall into Red Ocean Trap Six?

Red Ocean Trap Seven is the belief that Blue Ocean Strategy is synonymous with what?

What does Chapter 11 identify as the singular focus of Blue Ocean Strategy, distinguishing it from innovation per se?

Motorola's Iridium phone is used as an example in Trap Seven to show what?

According to Chapter 11, to capture a commercially compelling blue ocean, what must a company's strategy be able to do?

What is the consequence for organizations that fail to register the difference between value innovation and innovation per se?

Red Ocean Trap Eight involves the confusion of Blue Ocean Strategy with which two concepts?

Why is it a mistake to equate Blue Ocean Strategy with only a theory of marketing?

How does Blue Ocean Strategy's approach to markets differ from that of a niche strategy?

What is the common error practitioners make when they confuse Blue Ocean Strategy with a niche strategy?

What is the primary risk of the 'marketing theory' misconception of Blue Ocean Strategy as described in Trap Eight?

What is the core belief of Red Ocean Trap Nine?

According to Chapter 11, under what condition does the intensity of competition tend to have deleterious effects on profitable growth?

What does Blue Ocean Strategy argue firms need to do in overcrowded industries to achieve continuous renewal and growth?

What is Red Ocean Trap Ten?

What is the key word that distinguishes creative destruction/disruption from the broader concept of Blue Ocean Strategy?

Viagra is used as an example in Trap Ten to illustrate a blue ocean created through what means?

According to Chapter 11, what is the key to going beyond creative destruction to nondestructive creation?

Which framework from the book is identified in Trap Ten as being critical for redefining industry problems to open up new market space?

Nintendo's Wii is presented in Trap Ten as an example of a blue ocean that had an element of creative destruction, but a larger element of what?

What is the ultimate goal of Chapter 11, 'Avoid Red Ocean Traps'?