Reach Beyond Existing Demand

What is the third principle of blue ocean strategy, as discussed in Chapter 5?

According to Chapter 5, what are the two conventional strategy practices that companies should challenge to maximize the size of their blue oceans?

How did Callaway Golf apply the principle of reaching beyond existing demand?

What was the key commonality Callaway Golf identified that united the mass of noncustomers?

To maximize the size of a blue ocean, what reverse course should companies take according to Chapter 5?

Which tier of noncustomers is described as minimally purchasing an industry's offering out of necessity but being mentally noncustomers of the industry?

The example of the fast-food chain Pret A Manger is used in Chapter 5 to illustrate the strategy of unlocking which group of noncustomers?

What were the three key commonalities that Pret A Manger identified among European city center professionals, its target first-tier noncustomers?

Which tier of noncustomers is composed of people who have seen an industry's offerings as an option to fulfill their needs but have actively voted against them?

How did the company JCDecaux create a blue ocean in the outdoor advertising space?

According to Chapter 5, what was the operating margin of JCDecaux's street furniture business compared to that of traditional billboards?

Which tier of noncustomers is described as the farthest from a market and composed of individuals who have never been targeted or considered potential customers by any player in the industry?

The US defense aerospace industry's Joint Strike Fighter (JSF) program is presented in Chapter 5 as an example of aggregating demand from which group?

The Joint Strike Fighter (JSF) program aimed to create a single airframe with three variants that shared approximately what percentage of their parts?

What was the value of the massive Joint Strike Fighter (JSF) contract awarded to Lockheed Martin in 2001, which Chapter 5 describes as the largest military contract in history?

What rule does Chapter 5 suggest for deciding which tier of noncustomers a company should focus on?

The strategic orientation to 'think noncustomers before customers; commonalities before differences; and desegmentation before pursuing finer segmentation' is designed to achieve what primary goal?

In the Callaway Golf example, what was the surprising effect of the Big Bertha club on existing golf customers?

What fundamental problem with traditional outdoor advertising did JCDecaux identify as the reason many companies refused to use it?

In the context of the Joint Strike Fighter (JSF) program, what were the highest-cost components that were common across all three military branches' aircraft?

What insight does Chapter 5 suggest can be gained from studying noncustomers compared to existing, relatively content customers?

In what year did the French company JCDecaux create the new concept in outdoor advertising called 'street furniture'?

What does Chapter 5 identify as a risk for companies that compete by embracing customer preferences through finer segmentation?

In the JSF program example, what were the two predominant factors that drove the Navy's separate aircraft purchase decision?

What principle should guide a company's strategy formulation to maximize the scale of its blue ocean?

What was the key insight about existing customers that Callaway Golf discovered through its study of noncustomers?

Which company does Chapter 5 use as an example of a blue ocean created by targeting third-tier, unexplored noncustomers in the consumer goods space?

What was the primary benefit JCDecaux's street furniture advertising offered over traditional billboards and transport ads?

According to the Pret A Manger example, what is the key lesson about where to find the best insights for growing a blue ocean?

In the Joint Strike Fighter (JSF) program, what were the two decisive requirements that kept the Marines from participating in joint aircraft purchases?

In 2001, McDonald's purchased a 33 percent share of Pret A Manger for how much?

JCDecaux's street furniture business had an operating margin as high as 40 percent, compared to what percentage for transport advertisements?

Why is the final step in the strategic orientation described in Chapter 5 to pursue 'desegmentation before pursuing finer segmentation'?

What does Chapter 5 state is the ultimate purpose of aggregating the greatest demand for a new offering?

What was the Pentagon's conclusion in a 1993 report, which set the stage for the JSF program?

According to the chapter, what is the 'biggest catchment' that companies should aim for when deciding which noncustomers to target?

The phrase 'Soon-to-be' is used in Figure 5-1 to describe which tier of noncustomers?

What was the decisive requirement for the Air Force in the JSF program?

By focusing on key commonalities across noncustomers and existing customers, what does Chapter 5 say companies can do?

The phrase 'Refusing' is used in Figure 5-1 to describe which tier of noncustomers?

According to the chapter, why is it not enough to only maximize the size of the blue ocean you are creating?

What was the key disadvantage of traditional outdoor advertising that JCDecaux's street furniture concept overcame?

The phrase 'Unexplored' is used in Figure 5-1 to describe which tier of noncustomers?

In the Pret A Manger example, what did the first-tier noncustomers (city professionals) do before Pret's arrival?

What is the key difference between the first and second tiers of noncustomers?

The blue ocean strategy approach of reaching beyond existing demand is based on the idea of:

What does the Callaway Golf example illustrate about a successful blue ocean offering's appeal?

In the JCDecaux example, how did the company create a steady source of long-term revenue and profits?

What is the key takeaway when Chapter 5 states that you should explore whether there are 'overlapping commonalities across all three tiers of noncustomers'?

Historically, according to the JSF example, how was the defense aerospace industry regarded?