Great companies are willing to challenge established tragedies, even when they seem to be working, Kaihan Krippendorff writes. Rosetta Stone found a way to charge more for its language-learning software by finding new venues for selling its product, he notes, even though plenty of competitors were succeeding at the lower price point. The decision to question conventional wisdom -- that language aids are sold in bookstores -- allowed Rosetta Stone to grow their market share, he argues, because it allowed the company to host interactive demos for their program, which made the product more attractive to consumers.

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