Figures and Tables

Figures

1.1 The Hudson River Bridge

1.2 A typical windmill sensor structure

1.3 A windmill sensors system

2.1 Indian Motorcycle storefront, Paris

2.2 A high-level industry value chain for electronic maps

2.3 Value chain with Harvey Balls

2.4 Value chain with capabilities

2.5 Competitive and Capabilities Map for digital marine services

3.1 Level one value chain with silo competition

3.2 Value chain with competitive interaction

3.3 The competitive ecosystem

3.4 Adjacent market opportunities A and B: Harvey Ball comparison

3.5 Adjacent market expansion: Building ecosystems by leveraging strategic control across markets

3.6 Competitive and Capabilities Maps for Lincoln Industries

3.7 Expanding ecosystems further: 3D printers, Local Motors, and the “Visual Value Map”

4.1 Airline purchases

4.2 Airline flights

5.1 Green Mountain profit growth

7.1 Quadrants and points of strategic control

7.2 The quadrants revisited

8.1 “The Stone Boat”: The wisdom of Sun Tzu

8.2 Child’s decision tree

8.3 An example: Understanding the competitive game

8.4 Solving the game: An unraveled game, part 1

8.5 Solving the game: An unraveled game, part 2

Tables

1.1 Key players in internet provision, late 2019

6.1 Incentives and costs for key players in the windmill industry

6.2 Incentives for key players across the aerospace value chain

7.1 Winners and losers based on strategic control and vertical incentive alignment

7.2 Financial performance based on share price; return on net assets; earnings before interest and taxes; and earnings before interest, taxes, and amortization

8.1 Estimated “Marshallian” versus “residual” demand elasticities