The first problem is that few (if any) companies are able to sustain core dominance over the long term. The second, bigger problem is that by definition, this route to success doesn’t even apply to most companies.

actually make existing customers’ interaction with the business more complete.

The issue for most firms, regardless of industry, is that they seem to be programmed to simply do more of what they do best: extending their presence to more regions, expanding their range to more customers, or just plain selling more stuff.

Accordingly, options that wrap service around product, anything that turns “do it yourself” into “do it for me,” is a journey edge.

Every download is effectively an optional improvement to the original device purchase.

The myopia associated with core business perfectionism often blinds us to the value of what we already have. Looking around for new bets, companies also tend to overlook a significant, untapped source of profit that exists in the near field—on the edge of the core business, through the sale of ancillary goods and services that

In all of these edge examples, the common theme is that the system that supports the transition space creates leverage.

Even the target customers you focus on are not always fully satisfied with what they are buying. This could be because their needs have evolved since the product was originally designed. Alternatively, there could be shortcomings in the design itself, which is compounded when we factor in customer mix. We

The idea with enterprise edges is to exploit foundational assets in ways that were not foreseen when they were developed to support the core business.