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Book Summary
As established markets become less profitable, companies increasingly need to
find ways to create and capture new markets. Despite much investment and
commitment, most firms struggle to do this. What, exactly, is getting in their
way? The authors of the best-selling book Blue Ocean Strategy have spent over a
decade exploring that question. They have seen that the trouble lies in
managers' mental models—ingrained assumptions and theories about the way the
world works. Though these models may work perfectly well in mature markets, they
undermine executives' attempts to discover uncontested new spaces with ample
potential (blue oceans) and keep companies firmly anchored in existing spaces
where competition is
As established markets become less profitable, companies increasingly need to
find ways to create and capture new markets. Despite much investment and
commitment, most firms struggle to do this. What, exactly, is getting in their
way? The authors of the best-selling book Blue Ocean Strategy have spent over a
decade exploring that question. They have seen that the trouble lies in
managers' mental models—ingrained assumptions and theories about the way the
world works. Though these models may work perfectly well in mature markets, they
undermine executives' attempts to discover uncontested new spaces with ample
potential (blue oceans) and keep companies firmly anchored in existing spaces
where competition is