Partir o molde e mudar as regras (parte II)

A propósito do exemplo da parte I:

"Of course, it is right to follow the rules of the market in which you operate as a matter of principle. However, some market players find their long-term survival seriously under threat, [Moi ici: Ou então, para novatos sem custos afundados, fazer diferente é o mais fácil, é o mais eficaz. O David que evita um choque frontal com os Golias] especially in markets or times that present limited possibilities for technological innovation coupled with growing consolidation tendencies. In such situations, business success can often be found in purposefully breaking the rules of the market. Ryanair, IKEA, Dell, and H&M are examples of companies that broke the rules in their traditional markets and enjoyed substantial market share gains and success as a result. But not everyone that breaks the rules is successful, because breaking the rules brings more than just opportunities: it also entails risk. What this means in relation to a process-based approach is that it is crucial to know the rules of your own business in order to have a basis upon which to examine, as systematically as possible, whether there are opportunities to deviate successfully from the rules.
.
Rule-breaks do not normally come about “out of nowhere,” which is why developing a rule-breaking strategy is a complex affair that will always retain an added measure of uncertainty—compared to a strategy that follows the rules. Given that the success (or failure) of a strategy only becomes apparent in the long term, most risk-averse decision makers shy away from breaking the rules of their industry, preferring to stick to the rules and so minimize the uncertainty. Breaking the rules comes easier if the associated uncertainties can be lessened. Consequently, in order to promote creativity and the rule-breaking that comes with it, there needs to be a process that raises creative strategies’ prospects of success."

Trecho retirado de "The Quintessence of Strategic Management What You Really Need to Know to Survive in Business" de Philip Kotler, Roland Berger e Nils Bickhoff.