Focus on the Big Picture, Not the Numbers

According to Chapter 4, what is the second principle of blue ocean strategy?

What is the primary problem with typical strategic plans as described in Chapter 4?

The four-step process for visualizing strategy, as introduced in Chapter 4, builds upon what framework from the previous chapter?

What is the first step in the four-step process of visualizing strategy?

In the European Financial Services (EFS) case study, what was the primary purpose of the 'Visual Awakening' step?

According to Chapter 4, a strategic profile with high blue ocean potential has three complementary qualities. What are they?

In the EFS case study, how long were managers given to produce the initial value curve for their business during the Visual Awakening step?

What is the primary activity of the 'Visual Exploration' step in the visualizing strategy process?

During the 'Visual Exploration' step in the EFS case, what did managers discover was the company's 'Achilles’ heel'?

What is a 'Visual Strategy Fair' as described in Chapter 4?

In the EFS Visual Strategy Fair, how did the invited judges provide feedback on the proposed strategies?

What is the primary goal of the final step, 'Visual Communication'?

How did Samsung Electronics institutionalize the use of the strategy canvas, according to Chapter 4?

What is the purpose of the Pioneer-Migrator-Settler (PMS) Map?

On the PMS map, businesses that offer unprecedented value and are the most powerful sources of profitable growth are called what?

According to the PMS map framework, businesses whose value curves conform to the industry's basic shape are known as what?

If a company's portfolio consists mainly of 'settlers,' what does this indicate about its growth trajectory?

In the Samsung corporate conference example, what hypothesis was proven false by the mobile phone business unit's presentation?

Chapter 4 suggests that the visualizing strategy process addresses managers' discontents with existing strategic planning. Which of the following is NOT a way it does this?

What did EFS's future strategy, developed through the four-step process, eliminate or reduce to dramatically lower costs?

What was the compelling tagline developed for the new EFS strategy?

What year did Samsung Electronics establish its Value Innovation Program (VIP) Center?

Which of the following best describes 'migrators' on the PMS map?

Chapter 4 argues that senior executives should use which two parameters for managing their portfolio of businesses?

Why does the author claim 'A company should never outsource its eyes'?

In the Samsung case, approximately how many strategic projects pass through the VIP center each year?

What does a lack of focus in a company's value curve typically indicate?

The process of visualizing strategy is designed to mitigate what specific type of risk mentioned in Chapter 4?

What key contradiction did the Visual Awakening step reveal about EFS's online business?

In the context of the PMS map, what are 'settlers' frequently identified as, despite their marginal growth potential?

How many senior managers from EFS's subsidiaries were initially brought together for the strategy process?

What does Chapter 4 suggest about drawing the final list of an industry's key factors of competition?

According to the EFS case in Chapter 4, what was a significant outcome of the Visual Strategy Fair regarding the managers' perspectives?

The PMS map exercise is described in Chapter 4 as especially valuable for managers who want to do what?

In Chapter 4's discussion of visualizing strategy at the corporate level, what benefit does it provide for business units?

What revenue boost did the EFS strategy yield in its initial year, according to Chapter 4?

How many value curves was each EFS team required to draw during the 'Visual Exploration' phase?

The final conclusion of Chapter 4 is that the methods of visualizing strategy will greatly improve your chances of what?

What is the key advantage of building a strategic planning process around a strategy canvas?

In the Samsung example, the company's sales grew from 16.6 billion dollars in 1998 to what amount in 2013?

What does a portfolio with a lot of 'migrators' suggest about a company, according to Chapter 4?

Why did the EFS managers in the Visual Awakening step struggle to agree on the key competitive factors?

What is the author's response to the idea that numbers and documents must be compiled at some stage in strategy making?

How many people per year were known to cycle through Samsung's VIP Center in Suwon?

A key learning from the EFS Visual Strategy Fair was that buyers from all markets shared a basic set of needs. When did regional differences become significant?

Chapter 4 states that 'the more an industry is populated by settlers, the greater is the opportunity' to do what?

How did EFS use the new, visually communicated strategy to guide investment decisions?

What is the primary critique of how most companies conduct strategic planning, as outlined at the start of Chapter 4?

During the 'Visual Strategy Fair' at EFS, what was the maximum time given for teams to present each of their proposed strategy curves?

What does Chapter 4 identify as the path to profitable growth for a corporate portfolio?