Roulette 4 Corners Strategy
Posted By admin On 27/03/22Michael Porter enjoys near-legendary status among strategists, consultants and analysts. Porter — the Bishop William Lawrence University Professor at The Institute for Strategy and Competitiveness at the Harvard Business School — has indelibly influenced the way we think about strategy not only in the realm of business but also in that of international geopolitics. Porter’s Four Corners Model, which is a framework for thinking about what your competitors’ strategy is likely to be in the medium term future.
It’s a great way of making sure your thinking is structured analytically and that you’re not missing any key factors that might influence your competitors’ decision making. In contrast to Porter’s Five Forces framework, which does not consider competition, the four corners model is based around the competitive forces that shape strategy.
Porter’s Four Corners Model
Corner Bet – A bet on four numbers that make a square on the roulette table. For example, 1,2,4,5 is a Corner bet. 4 Number Bet – Bets on 0,1,2,3 at the same time. Only available on European and French roulette. The four corners rule contract law, also known as the patrol evidence rule, stipulates that if two parties enter into a written agreement, they cannot use oral or implied agreements in court to contradict the terms of the written agreement. The term 'four corners' refers to the four corners of a document.
Corner 1: Motivation — Drivers
Roulette payouts are an important part of roulette strategy. They work like this. The odds are stated in the form of x to 1, which means you’ll win x dollars for every dollar you’ve bet. For example, the single number bet offers a payout of 35 to 1. If you win, you’ll get your dollar back plus the $35 for the win. The Roulette Corner Bet is actually so good that we’ve based our own 7 Corners Roulette Strategy on it. Our strategy will give the player a 75.7% chance of winning while only 24.3% of spins will be losing ones, as we’re covering 28 out of 37 numbers.
The important thing to think about here is the way your competitors’ values influence the way they act. What is it that drives them forwards, drives them to compete? How does this motivate and shape their strategy?
Corner 2: Motivation — Management Assumptions
American Roulette Strategy
What do they believe about themselves and the world in which they operate? What assumptions have they made about their own strengths and weaknesses in relation to their competitors? Is this likely to make their strategy pro-active or reactive? Aggressive, or defensive?
Corner 3: Actions — Strategy
How do your competitors actually act and are they happy will they be with the efficacy of their actions? Is there a gap between intended strategy and realized strategy? Is there likely to be a sea-change in their strategy due to current lack of success or are they likely to keep moving in the same direction?
Corner 4: Actions — Capabilities
This corner looks at they way in which a competitor might like to act, tempered by a realistic assessment of what they are capable of doing. What are their best options for responding to competition from their rivals? For example are they more likely to respond with a price drop or through aggressively targeting its distribution network?
