Reach beyond existing demand

I just finished reading Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, and it’s caused me to reevaluate the potential impact of ideas as related to content, its management and the value derived from both.

While I will post more specific thoughts on Blue Ocean Strategy shortly, I thought it worth quoting the authors’ challenge of two conventional strategy practices: focusing on existing customers and driving for finer segmentation to accommodate buyer differences:

To maximize the size of their blue oceans, companies need to take a reverse course. Instead of concentrating on customers, they need to look at noncustomers. And instead of focusing on customer differences, they need to build on powerful commonalities in what buyers value. That allows companies to reach beyond existing demand to unlock a new mass of customers that did not exist before.

Do you struggle to maintain content, whether it be documents, pictures, videos, etc. at home or at work, yet you don’t see the point of a content management system? What makes you a noncustomer?

Given ECM or content management in general, what do you value? Say it’s time. How could adopting ECM save you time or multiply your time to focus on other priorities? If you’ve already adopted ECM, how could your system demonstrate it values your time more? Where is your system costing you time rather than valuing it?

Is ECM so unique as to only apply to an enterprise–whatever that means? If you have ECM deployed at work, what do you wish you could leverage at home? Is working with content outside the enterprise all that different from features and functionality you’ve come to rely on at work? What differences, if any, are perceived, not real? Why?

Update 12/1/2008: For more of my book reviews and to see what else is in my book library (i.e. just the business-related or software-related non-fiction therein), please visit my Books page.