CHAPTER 10
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PUTTING
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DISCOVERY-DRIVEN
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PLANNING TO WORK
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IN THE PREVIOUS CHAPTER, YOU TRIED TO PREDICT HOW competitors would respond to your moves to reconfigure business models. Your choice of entry strategy was influenced by your assumptions about their responses. Because you don’t know for sure what they will do, you have no choice but to make assumptions about competitive reaction. Assumptions are just that—you can’t be sure that the competitors will act as you expect. Nor can you be sure that the markets, products, distribution, or supply system changes that you intend to introduce will pan out as you hope. The more uncertain the project, the more you must rely on the best assumptions ...
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