1. What are some drawbacks and risks to a broad generic business strategy? To a focused strategy?
2. How can a firm attempting to have a blue ocean business-level strategy manage to avoid being “stuck in the middle”?
3. In the chapter discussion on value innovation, IKEA is noted as a firm that has successfully applied these techniques. What roles, if any, do sustainability and triple-bottom-line factors have in the success of IKEA as a leader in the furniture industry?
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