Renew Blue Oceans

According to Chapter 10, what is the primary indication that a company should consider creating another blue ocean?

Chapter 10 describes several barriers to imitation for a blue ocean strategy. Which barrier is related to the conflict a competitor would face with its existing brand image if it tried to imitate a blue ocean move?

In the context of renewing a blue ocean at the corporate level, what does a 'settler' represent on the pioneer-migrator-settler (PMS) map?

How did Salesforce.com execute a dynamic renewal process to maintain its blue ocean, as described in Chapter 10?

According to the discussion on Apple Inc. in Chapter 10, what strategy did Apple employ once its iPod began to be imitated?

What is the primary purpose of monitoring value curves on the strategy canvas over time?

Which of the following is cited in Chapter 10 as an example of the 'economic and legal barrier' to imitation?

What does Chapter 10 suggest a company should do when its value curve still has focus, divergence, and a compelling tagline?

The dynamic PMS map is a tool for renewal at what level of an organization?

Which company is presented in Chapter 10 as a counter-example to Apple, having failed to maintain a healthy balance across pioneers, migrators, and settlers?

What does the 'alignment barrier' to imitation, as discussed in Chapter 10, consist of?

According to Chapter 10, for approximately how many years did Cirque du Soleil's blue ocean endure without credible challenges?

What is the key difference between pioneers and migrators on the dynamic PMS map?

When should a company aim to dominate its blue ocean through operational improvements and geographical expansion, rather than creating a new one?

Which of the following did Salesforce.com launch to allow corporate clients to obtain a range of on-demand customized programs at low cost?

What is the ultimate goal for a company's portfolio on the dynamic PMS map to ensure long-term profitable growth?

Chapter 10 argues that creating a blue ocean is not a static achievement but a what?

What does the 'cognitive and organizational barrier' to imitation primarily stem from?

What happened to The Body Shop, according to the analysis in Chapter 10?

In the dynamic PMS map of Apple's portfolio, what status did the Macintosh business have by 2014?

What is the key question a company should ask itself to determine if renewal is necessary at the individual business level?

Which of the following is NOT listed as a component of the 'economic and legal barrier' to imitation in Chapter 10?

According to Chapter 10, why are red ocean and blue ocean strategies considered complementary?

What business is described in Chapter 10 as having a blue ocean that has lasted nearly thirty years?

In the context of the dynamic PMS map, what do 'migrators' typically offer?

What was the final renewal move by Salesforce.com mentioned in Chapter 10 that enhanced collaboration and resolved fragmentation issues?

Which company does Chapter 10 note for unsuccessfully trying for years to dislodge Intuit's Quicken, eventually ceasing operations of its contender, Microsoft Money?

What is the primary danger for a company that becomes 'obsessed with hanging on to market share' after its blue ocean is imitated?

According to the dynamic PMS map of Apple, which product was a 'pioneer' in 2008?

Chapter 10 concludes that to achieve sustained success, practical reality demands that companies do what?

What kind of changes does imitation of a blue ocean strategy often require from competitors, contributing to the organizational barrier?

In the PMS framework, which category of businesses has high growth potential but often consumes cash at the outset?

According to Chapter 10, when did Apple first lift its profitable growth by launching the value-innovative iMac?

The example of Walmart's huge economies of scale in purchasing is used in Chapter 10 to illustrate which barrier to imitation?

Why is understanding the process of renewal considered key in blue ocean strategy?

What is the primary theme of Chapter 10, 'Renew Blue Oceans'?

When the iPhone was launched, it became a pioneer. What product, according to the PMS map in Figure 10-2, moved to migrator status around the same time?

What does the chapter suggest is the 'aim' when a company's value curve is still strong and distinctive in its blue ocean?

The successful renewal of a corporate portfolio, as exemplified by Apple, involves launching new blue ocean businesses as what happens?

The fact that a blue ocean strategy does not make sense based on conventional strategic logic creates which barrier to imitation?

In what year did Microsoft cease operations of its Quicken contender, Microsoft Money, after failing to dislodge Intuit's value innovation?

What is the key characteristic of a 'migrator' business on the PMS map?

Which company does Chapter 10 cite as having sustained leadership in on-demand CRM automation for nearly fifteen years through dynamic renewal?

A key lesson from the analysis of Apple's portfolio in Chapter 10 is that companies with diverse businesses will always need to do what?

What is the central argument of Chapter 10 regarding the longevity of a blue ocean strategy?

The introduction of the iPod mini, shuffle, and nano by Apple is an example of what type of strategic action described in Chapter 10?

According to Chapter 10, when a competitor's value curve converges with a company's blue ocean offering, what process commences?

What is the risk for a multibusiness firm if its portfolio consists mainly of settlers?

How did the launch of the iPhone affect the position of the iPod in Apple's dynamic PMS map?

Chapter 10's final argument is that the book aims to help balance the scales between red and blue ocean strategies because companies already understand how to compete in red oceans, but need to learn what?