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Sun Tzu Art of War Game for Business Strategy

Play Game of Business to Determine the Likelihood of Your Company's Success

By means of these Seven Considerations I can forecast victory or defeat.

Answer the following questions to determine your business level:

Are you and your teammates prepared to succeed?


Are you and your teammates prepared to fail?


Are you and your teammates afraid of danger?


Nature 0%

Are advantages of Nature harmonized?


Domain 0%

Are advantages of Domain harmonized?


Do your leaders have ability?


Method 0%

Is your company strong?


Are associates and candidates highly trained?


Are rewards and punishments consistent?


Is discipline rigorously enforced?

(not at all)(absolutely)

Recommended Next Steps

Factor Score (%)
Moral Influence 0
Nature 0
Domain 0
Leadership 0
Method 0

Business Level: Probability of Success

0 / 100

Earn 100% using the strategies in Game of Business to increase the probability of your company's success.

Getting Started Guide

Get feedback on the most important factors of your business.
1-2: The Game of Business is governed by Five Factors.
Determine the condition of your business. Save time and energy by simulating scenarios before implementing them.
1-4: In your deliberations, evaluate the Seven Considerations to determine the business conditions.
Learn about your business.
3-13.1: If you know your customers and know yourself, you need not fear the result of a hundred challenges.
Determine how your associates should proceed.
6-6: Those leaders are skillful in progress whose associates know how to proceed; and they are skillful in defense whose opponents do not know what to pursue.
Manage your associates' strengths.
6-8: You may advance and encounter no resistance, if you manage associates’ strengths.
Determine the challenges you must face.
6-16: Numerical weakness comes from having to prepare against possible challenges; numerical strength, from compelling opponents to make these preparations against us.
Determine the place and time of future activities.
6-17: If we know the place and time of future activities, we can plan adequately and be ready to advance.
Track your business' most important changes.
6-30: Change is a constant factor.

If you want to understand what really goes into leading your company to the top, so that you'll be prepared no matter what situation you're in, see the complete Game of Business Guide.

10 Example Principles

  • The Game of Business is of vital importance to the Company; it is a matter of success and failure; it is a road to safety or ruin. Hence it must be investigated.
  • In accordance with favorable circumstances, one should modify one’s plans.
  • When you engage in actual struggling, if success is long in coming, then associates’ minds will grow dull and their ardor will be damped. If you focus solely on acquiring unadaptable customers, you will exhaust your strength.
  • The good businesspeople of old first put themselves beyond the possibility of failure, and then waited for an opportunity of acquiring customers.
  • Whoever is first in the field, and awaits the coming of opponents, will be fresh for challenges; whoever is second in the field, and must hasten to action, will arrive exhausted.
  • Through the principles of subtlety and secrecy, we learn to be invisible and inaudible; hence, we can control our fates.
  • All people can see the tactics whereby I succeed, but what none can see is the strategy out of which success is evolved.
  • Do not repeat the tactics that have gained you one success, but let your methods be regulated by the infinite variety of circumstances.
  • The principle on which to lead a company is to set up one standard of courage that all must reach.
  • If you are careful of your people, and occupy stable positions, the company will be free from disorder of every kind; this will result in success.
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10 Example Strategies

  • If associates are underestimating you, earn their confidence.
  • To benefit from natural advantages, we must use local guides.
  • In difficult situations, do not settle.
  • In central situations—those in which important paths intersect—join your allies.
  • If there is much uncertainty about an obstacle you wish to cross, causing inconsistencies to appear, resolve the inconsistencies before trying to overcome the obstacle.
  • If in training associates, instructions are habitually used, the company will be well-disciplined; if not, its discipline will be bad.
  • If you treat your associates with care, they will follow you through the most threatening dangers; if you regard them as your beloved children, they will support you until failure.
  • In difficult situations, keep steadily advancing.
  • In easy situations, see that there are close connections between all parts of your company.
  • No leaders should enter into business simply out of resentment, because vexation may be followed by content, but time can never be returned.
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