Q at, at some examples of this, and one of them is, is, is, it seems counterintuitive, but it's a great example, because it fits right into it, is Cirque du Soleil. And by the way, um, the founder is going to be on this show later in the year. How, how did Cirque du Soleil become, in your, your mind, an example, an archetypal example of the Blue Ocean strategy?
A Well, you know, it operated and in the circus industry was in decline for years. Acclaimed. Young people were crying out for video games. No one wanted to go see the animals and get peanuts in the tents. And so the industry was essentially written off as a declining industry. And, you know, Guile Liberté and his team, their first circus that they created was called We Reinvent the Circus. And the beauty of it was they were able in doing that by the leap in value they provided to lift the price point of the industry and bring in all new customers to it. And one of the fundamental keys in Blue Ocean is that the more you focus on benchmarking your competition, we do that in an intent to stand out. But ironically, it helps us commoditize our own industry, and we end up in a continuous drive of imitation, driving us right into where we don't want to be, commoditization and Me Too offerings. So Cirque du Soleil was a beautiful example. It achieved differentiation, low cost, created new market space, but we started the book with it because it was some but one that people, no matter what their background is, can kind of relate to, can understand. And can see the difference between these two paradigms and way of thinking about the industries.
AI assessment note: “It achieved differentiation, low cost, created new market space”