Marketing strategy has traditionally looked at external, internal, and competitive forces as conditions from which a strategy arises. In the resultant competitive tug-of-war, market share becomes the battleground. In this view of strategy, if one wins, another loses; this is the hallmark of a zero-sum system.
The limitations of such an approach are obvious. At the very least, there appears to be no challenge to the underlying strategic assumptions. The rules of the game are established, known, and practiced. Another approach asks these questions: why barge in and barrel over when you can go around to bigger rewards? What happens if one allows the rules of the game to be challenged? Who sets limitations, anyway?
What if, instead of a zero-sum rule set, there was a way to increase, invent, or create new market spaces? What if, instead of slugging it out over the same customers, there was a way to create hordes of new customers from the vast number of current non-users?
Strategy formulation needs to consider the possibilities of a new way of looking at game theory, starting with the rules of the game and continuing all the way through value creation and value bigger spoils?
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