Outthink the Competition: How a New Generation of Strategists Sees Options Others Ignore
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A Fast Company blogger and former McKinsey consultant profiles the next generation business strategists: the "Outthinkers"
"Outthinkers" are entrepreneurs and corporate leaders with a new playbook. They see opportunities others ignore, challenge dogma others accept as truth, rally resources others cannot influence, and unleash new strategies that disrupt their markets. Outthink the Competition proves that business competition is undergoing a fundamental paradigm shift and that during such revolutions, outthinkers beat traditionalists.
Outthink the Competition presents stories of breakthrough companies like Apple, Google, Vistaprint, and Rosetta Stone whose stunning performances defy traditional explanation and will inspire readers to outthink the competition. Core concepts in the book include:
- Discover the Eight Dimensions of Disruption
- Learn to play by the Outthinker Playbook
- Develop the Five Habits of the Outthinker
- Implement the Outthinker Process
It's time to buck tradition in order to stay ahead. Outthink the competition and uncover opportunities hiding in plain sight.
world. Everyone, as a result, is cheering for them to win. If he were alive today, von Clausewitz would surely approve; he might even enjoy a certain football game. In the 2010 Super Bowl game, the New Orleans Saints were playing for more than their team; they were playing for their city, the beautiful city that just four and a half years earlier had been devastated by Hurricane Katrina. The city the U.S. government had failed to lift up out of the floods was lifting itself up. This journey
after the iPod and the Mac. Apple is by no means the only company adept at creating something out of nothing. We can trace the success of many breakthrough companies to the same strategy. Gatorade beat out Coca-Cola and Pepsi by creating the sports drink category. When Fredric Rosen decided to raise service fees and split them with concert venues, rather than charging venues as his competitor Ticketron did, he created an entirely new business model and grew Ticketmaster into a $2.5 billion
Tesla through its key challenges. In May 2009, Tesla sold 10 percent of its stock to Daimler for a reported $50 million, securing both needed capital and a powerful strategic partner.10 (Be sure to read about the first meeting with Daimler in Chapter 12.) The next month, Tesla was approved to receive nearly $500 million in interest-bearing loans from the U.S. Department of Energy as part of a program to promote advanced vehicle technology. Two months after that, Tesla reported its first
useful. Consider all of these sources: Your employees who once worked for the competitor Your salespeople who have competed with the competitor Annual reports and securities filings Stock analyst reports Advertising (e.g., billboards, TV commercials) Newspaper and magazine articles Industry trade journals Sales materials (e.g., brochures) Industry databases Industry reports Company directories (e.g., Dun & Bradstreet) Company histories (e.g., the Encyclopedia of Company Histories)
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