
"Play Bigger" reveals how visionary companies create and dominate entirely new market categories. This 2016 business manifesto introduced the revolutionary concept of "category kings" like Uber and Amazon, transforming how entrepreneurs approach innovation. Why compete when you could redefine the game itself?
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Here's a puzzle that haunts business strategy: Bill Gates introduced the Tablet PC in 2002, predicting it would dominate computing within five years. It flopped. Eight years later, Steve Jobs unveiled the iPad, which generated $10 billion in its first year. Same concept, radically different outcomes. The difference wasn't superior engineering or sleeker design-it was category design. Gates tried cramming Windows into a new shape. Jobs created an entirely new problem-solution pairing that consumers didn't know they needed. This pattern repeats endlessly across markets: category kings don't just win, they capture 76% of their market's total value while competitors scramble for scraps. Google owns search. Facebook dominates social networking. Apple claims 93% of smartphone profits despite holding less than 20% market share. The spoils don't go to the best product-they go to whoever defines the category itself.
Break down key ideas from Play Bigger into bite-sized takeaways to understand how innovative teams create, collaborate, and grow.
Distill Play Bigger into rapid-fire memory cues that highlight Pixar’s principles of candor, teamwork, and creative resilience.

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