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Pursue your best business opportunities—without the risk!

Today, many companies have become powerfully averse to taking the risks that are essential to long-term success. Dr. Sayan Chatterjee shows how to identify high-risk, high-return opportunities, and then systematically mitigate those risks up front, as you design your initiative. His techniques can help you safely pursue huge opportunities that others pass up—and sustain profit growth far into the future.

A complete framework for attacking high-risk, high-return opportunities.

Powerful new tools for sustaining long-term growth and profitability.

Clarifying and mitigating your real risks.

Understanding what is visible to your customer and how that affects your risk.

JetBlue vs. Southwest: More than one way to skin a cat.

Identifying multiple competitive objectives, and multiple ways to achieve them.

Tracking and reducing risks in real-time.

Discovering mistakes in assumptions or logic while there's time to fix them.

Creative ways to leverage existing resources more effectively

Reducing risk by avoiding unnecessary additional investments—and what to do when you can't.

Execution: Getting your ducks in a row.

Creating an organization that can deliver on your high-value, low-risk strategies.

Reducing the hazards of growth and diversification strategies.

Planning to grow or extend your core markets.

Entering existing markets without the risk.

Finding more effective ways to overcome entry barriers.

Shaping new markets: products, processes, and platforms.

What it takes to successfully create and dominate a new market.

Introduction

SECTION 1: DESIGNING STRATEGIES FOR AVOIDING RISK

　Chapter 1: How to See Gold Where Others See Risk:Identify More 　　　　Choices to Get the Gold

　Chapter 2: Three Steps to Design a Low-Risk Strategy

　Chapter 3: Identifying Multiple Capability

　Chapter 4: Designing Strategies with Low Capability Risks

　Chapter 5: Lowering Capability Risks with Visible and Invisible 　Outputs

　Chapter 6: Organizations That Can Benefit from the Outcome-to-　Objectives Framework

SECTION 2: THE RISKS IN GROWTH AND DIVERSIFICATION STRATEGY

　Chapter 7: When and How to Use Differentiation

Chapter 8: When and How to Use a Low-Price Entry Strategy

Chapter 9: Strategies to Shape Markets:Products,Process,and Platform

Chapter 10: Develop Multiple Migration Paths

Appendix: Enron's Incremental Descent into Bankruptcy:A Strategic and Organizational Guide

Index

Sayan Chatterjee,Ph.D.is Professor of Management Policy at the Weatherhead School of Management,Case Western Reserve University.He has been doing academic research on the sources of business risk since the early 1990s and is now translating his breakthrou

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Pursue your best business opportunities—without the risk!

　　Today, many companies have become powerfully averse to taking the risks that are essential to long-term success. Dr. Sayan Chatterjee shows how to identify high-risk, high-return opportunities, and then systematically mitigate those risks up front, as you design your initiative. His techniques can help you safely pursue huge opportunities that others pass up—and sustain profit growth far into the future.

A complete framework for attacking high-risk, high-return opportunities

　　Powerful new tools for sustaining long-term growth and profitability

Clarifying and mitigating your real risks

　　Understanding what is visible to your customer and how that affects your risk

JetBlue vs. Southwest: More than one way to skin a cat

　　Identifying multiple competitive objectives, and multiple ways to achieve them

Tracking and reducing risks in real-time

　　Discovering mistakes in assumptions or logic while there's time to fix them

Creative ways to leverage existing resources more effectively

　　Reducing risk by avoiding unnecessary additional investments—and what to do when you can't

Execution: Getting your ducks in a row

　　Creating an organization that can deliver on your high-value, low-risk strategies

Reducing the hazards of growth and diversification strategies

　　Planning to grow or extend your core markets

Entering existing markets without the risk

　　Finding more effective ways to overcome entry barriers

Shaping new markets: products, processes, and platforms

　　What it takes to successfully create and dominate a new market