Blue ocean strategy
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The document contrasts red ocean and blue ocean strategies. A red ocean strategy involves competing in existing markets by beating competitors and exploiting current demand. A blue ocean strategy creates new market space by making competitors irrelevant and creating new demand that breaks the traditional value-cost tradeoff. Red oceans refer to current crowded industries where competition is cutthroat, while blue oceans represent unknown potential markets untouched by competition where opportunities for rapid, profitable growth exist.
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Blue oceanstrategy data base
Blue ocean strategy involves creating new market space by differentiating your company's offerings and lowering costs. It makes competition irrelevant by defining a new set of rules for competition. Value innovation, which creates a leap in value for both customers and the company through differentiation and low costs, is the cornerstone of blue ocean strategy. In contrast, red ocean strategy involves competing head-to-head in already existing markets by gaining a larger share of demand through better prices or marketing. Examples of blue ocean strategy include Crocs shoes and new construction project approaches that create new demand rather than fighting over existing customers.
Blue ocean strategy mansi porwal
Mansi Porwal presented on blue ocean strategy, which involves differentiating one's product or service while also keeping costs low to create a new market and demand. Blue ocean strategy is about carving out an uncontested market space to make competition irrelevant. It is based on the idea that industries can be reshaped through the actions and beliefs of companies, rather than industries and competition being fixed. Red oceans represent existing industries and markets, where industry boundaries and rules of competition are set and established.
Blue ocean strategy
The document discusses blue ocean strategy and red ocean strategy. Blue ocean strategy involves creating a new uncontested market space and making competition irrelevant. It focuses on creating and capturing new demand by breaking traditional value-cost tradeoffs. Red ocean strategy involves competing in existing markets by outperforming rivals. Examples provided of companies that successfully implemented blue ocean strategy include Southwest Airlines, The Body Shop, Cirque du Soleil, and Apple. Apple in particular launched the iPod which revolutionized the music industry by eliminating the need to carry CDs and raising song capacity and ease of use.
Blue Ocean Strategy
This document discusses the concept of Blue Ocean Strategy (BOS), which involves creating new market space and making competition irrelevant through value innovation. It defines BOS and outlines its key principles. Examples are given of companies that have used BOS, including Cirque du Soleil. Cirque du Soleil is discussed in more detail through a case study that explains how it transformed the circus industry by targeting adults instead of children and removing animal acts. The document concludes that continuously creating new blue oceans through innovation is important for long-term success.
blue oceun strategy
This document provides an overview of Blue Ocean Strategy. It defines Blue Ocean as uncontested market space created by industries that do not yet exist. The key aspects of Blue Ocean Strategy are to stop competing and instead create value innovation that makes competition irrelevant by establishing a new market space. An example given is Apple's iTunes, which transformed the digital music industry. The document contrasts Blue and Red Oceans, with Red representing existing competitive industries and Blue representing new market opportunities. It outlines six principles for formulating and executing a successful Blue Ocean Strategy.
Blue Ocean Strategy - Dtech Systems
The document discusses the concepts of red oceans and blue oceans in business strategy. Red oceans represent existing markets that are already being exploited, where companies compete based on existing customer demand. Blue oceans represent uncontested market spaces where companies can create new demand and make competition irrelevant. While blue oceans have historically created new industries, most companies still focus on incremental improvements in red oceans. The document advocates shifting to a blue ocean strategy to create new market space and achieve greater profitability by moving past traditional industry boundaries.
Successful presentation
The document outlines the structure and key elements of a successful presentation, including an introduction to engage the audience, a body to describe the main points through explanation and summary, and a conclusion to recap the main ideas and open the floor for questions. It emphasizes establishing credibility, maintaining audience attention, and involving the audience throughout.
Robo
Blue ocean strategy refers to exploring uncontested market spaces and creating new demand, rather than competing in existing industries. It involves breaking the traditional tradeoff between value and cost by pursuing differentiation and low costs simultaneously. Blue oceans describe industries that do not yet exist, where the rules of competition have not been established and there is significant opportunity for profitable and rapid growth by creating new market space rather than fighting over existing demand.
Recommended
Blue oceanstrategy data base
Blue ocean strategy involves creating new market space by differentiating your company's offerings and lowering costs. It makes competition irrelevant by defining a new set of rules for competition. Value innovation, which creates a leap in value for both customers and the company through differentiation and low costs, is the cornerstone of blue ocean strategy. In contrast, red ocean strategy involves competing head-to-head in already existing markets by gaining a larger share of demand through better prices or marketing. Examples of blue ocean strategy include Crocs shoes and new construction project approaches that create new demand rather than fighting over existing customers.
Blue ocean strategy mansi porwal
Mansi Porwal presented on blue ocean strategy, which involves differentiating one's product or service while also keeping costs low to create a new market and demand. Blue ocean strategy is about carving out an uncontested market space to make competition irrelevant. It is based on the idea that industries can be reshaped through the actions and beliefs of companies, rather than industries and competition being fixed. Red oceans represent existing industries and markets, where industry boundaries and rules of competition are set and established.
Blue ocean strategy
The document discusses blue ocean strategy and red ocean strategy. Blue ocean strategy involves creating a new uncontested market space and making competition irrelevant. It focuses on creating and capturing new demand by breaking traditional value-cost tradeoffs. Red ocean strategy involves competing in existing markets by outperforming rivals. Examples provided of companies that successfully implemented blue ocean strategy include Southwest Airlines, The Body Shop, Cirque du Soleil, and Apple. Apple in particular launched the iPod which revolutionized the music industry by eliminating the need to carry CDs and raising song capacity and ease of use.
Blue Ocean Strategy
This document discusses the concept of Blue Ocean Strategy (BOS), which involves creating new market space and making competition irrelevant through value innovation. It defines BOS and outlines its key principles. Examples are given of companies that have used BOS, including Cirque du Soleil. Cirque du Soleil is discussed in more detail through a case study that explains how it transformed the circus industry by targeting adults instead of children and removing animal acts. The document concludes that continuously creating new blue oceans through innovation is important for long-term success.
blue oceun strategy
This document provides an overview of Blue Ocean Strategy. It defines Blue Ocean as uncontested market space created by industries that do not yet exist. The key aspects of Blue Ocean Strategy are to stop competing and instead create value innovation that makes competition irrelevant by establishing a new market space. An example given is Apple's iTunes, which transformed the digital music industry. The document contrasts Blue and Red Oceans, with Red representing existing competitive industries and Blue representing new market opportunities. It outlines six principles for formulating and executing a successful Blue Ocean Strategy.
Blue Ocean Strategy - Dtech Systems
The document discusses the concepts of red oceans and blue oceans in business strategy. Red oceans represent existing markets that are already being exploited, where companies compete based on existing customer demand. Blue oceans represent uncontested market spaces where companies can create new demand and make competition irrelevant. While blue oceans have historically created new industries, most companies still focus on incremental improvements in red oceans. The document advocates shifting to a blue ocean strategy to create new market space and achieve greater profitability by moving past traditional industry boundaries.
Successful presentation
The document outlines the structure and key elements of a successful presentation, including an introduction to engage the audience, a body to describe the main points through explanation and summary, and a conclusion to recap the main ideas and open the floor for questions. It emphasizes establishing credibility, maintaining audience attention, and involving the audience throughout.
Robo
Blue ocean strategy refers to exploring uncontested market spaces and creating new demand, rather than competing in existing industries. It involves breaking the traditional tradeoff between value and cost by pursuing differentiation and low costs simultaneously. Blue oceans describe industries that do not yet exist, where the rules of competition have not been established and there is significant opportunity for profitable and rapid growth by creating new market space rather than fighting over existing demand.
Mme3 Classe 2 Reading Assignment Blue Ocean Interview And Google Case
The document discusses the concepts of red and blue oceans in business strategy. Red oceans represent existing industries that are already defined and competitive, while blue oceans represent new industries that have yet to be created. The cornerstone of blue ocean strategy is value innovation, which creates value for both customers and companies by raising value and reducing unnecessary features. While red ocean strategy focuses on competing within existing industries, blue ocean strategy makes competition irrelevant by creating new market space through value innovation.
class2 reading assignment : Blue Ocean Strategy and Google chaotic Innovatio...
The document discusses the concepts of red and blue oceans in business strategy. Red oceans represent existing industries that are already defined and competitive, while blue oceans represent new industries that have yet to be created. The cornerstone of blue ocean strategy is value innovation, which creates value for both customers and companies by raising value and reducing unnecessary features. While red ocean strategy focuses on competing within existing industries, blue ocean strategy makes competition irrelevant by creating new market space through value innovation.
Classe #2 Reading Assignment Blue Ocean Interview And Google Case
The document discusses red and blue oceans as metaphors for existing and nonexistent markets. Red oceans represent current industries with defined boundaries and competitive rules, where companies try to grab market share through competition. Blue oceans denote industries that do not yet exist, where demand is created rather than fought over, allowing for rapid growth. Blue ocean strategy involves creating value for both customers and companies through innovation that raises value while reducing less valued features. It aims to make competition irrelevant by creating new market space rather than competing in existing markets with limited opportunities for growth.
Business communication
This document discusses blue ocean strategy and compares it to red ocean strategy. Blue ocean strategy involves creating a new market space through differentiation and low costs to make competition irrelevant. It reconstructs market boundaries rather than competing in existing markets like red oceans. Red oceans refer to existing, crowded markets where competition is cutthroat. Blue oceans are unknown, untapped markets where demand is created rather than fought over, allowing for rapid, profitable growth. The document outlines the four actions framework and five principles of blue ocean strategy, including attenuating organizational, management, search, planning, scale, and business model risks.
Blue Ocean Strategy unpacked
Blue Ocean Strategy involves creating new market space and making competition irrelevant by focusing on value innovation. It involves reconstructing market boundaries and industry assumptions to create demand in uncontested market spaces. The key aspects of Blue Ocean Strategy are creating exceptional buyer utility, setting a strategic price accessible to mass buyers, achieving the target cost structure, and addressing adoption hurdles upfront to develop a commercially viable idea.
The Blue Ocean Strategy FG
How make the competition irrelevant? For further information see the innovative approach of the authors Kim and Mauborane!
Blue Ocean Strategy
Blue ocean strategy involves creating new market space and demand rather than competing in existing markets. It focuses on value innovation to make competition irrelevant by creating products that buyers value. Analytical tools like the strategy canvas and frameworks like the four actions and six paths help identify new blue oceans. Creating blue oceans can lead to significantly higher profits and growth compared to competing only in red oceans.
chapter 1.ppt
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing "red oceans." Blue oceans provide opportunities for highly profitable growth by making competition irrelevant. They account for 38% of total revenue and 61% of profits despite representing only 14% of business launches. Examples of companies that successfully created blue oceans include Cirque du Soleil, eBay, Amazon, and early technology firms like Motorola. The document outlines six principles for formulating and executing a blue ocean strategy, including reconstructing market boundaries and focusing on value innovation over competition.
Www.hbr.org blue ocean strategyby w. chan kim and r
This document summarizes the key concepts of "Blue Ocean Strategy" presented in an article by W. Chan Kim and Renée Mauborgne. It discusses how most industries exist in "red oceans" with fierce competition, while opportunities exist to create "blue oceans" of uncontested market space through innovation. It uses the example of Cirque du Soleil, which created a blue ocean and grew rapidly by reinventing the declining circus industry rather than competing directly. The document contrasts red ocean and blue ocean strategies, and argues that blue oceans will remain an important source of growth as competition increases in most existing industries.
Special Report - Blue ocean
The document discusses red and blue ocean strategies from the book Business Strategy. A red ocean strategy involves competing head-to-head in existing industries, where competition is fierce and opportunities for growth are limited. A blue ocean strategy involves creating new market space by developing innovations that attract new customers and make competitors irrelevant. While red ocean strategies are necessary, the document advocates going beyond competition to pursue blue ocean strategies that can generate more opportunities for profits and growth.
Blue Ocean Strategy
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Blue ocean strategy
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
Blue ocean strategy
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
The 7 Ocean Strategies
A large global company with 25,000 employees across 40 countries was considering implementing a Blue Ocean Strategy to address stagnating growth. However, the author argues that Blue Ocean Strategy is not actually used by any major companies because it focuses too much on managing innovation rather than innovating. A more comprehensive approach is needed that looks beyond existing industry boundaries to create new market spaces and value through disruptive innovations that raise value for both customers and the company. True blue oceans are created from the bottom-up through learning, invention, and innovative new products/services rather than top-down strategic planning.
Red Ocean and Blue Ocean Marketing Strategy
In this PPT I have explained all the concepts of Blue Ocean and Red Ocean Marketing along with Real life example
C a l i f o rn iaMa n a g e m e n tReviewS p r i n g 2 0 .docx
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Ma n a g e m e n tReview
S p r i n g 2 0 0 5 | V o l . 4 7 , N o . 3 | R E P R I N T S E R I E S
Blue Ocean Strategy:
From Theory to Practice
W. Chan Kim
Renée Mauborgne
© 2005 by The Regents of
the University of California
CMR 312, 05/01/05
This document is authorized for use only in Laureate Education, Inc. 's WAL WMBA 6990 Sustainable Business Practices and Strategies at Laureate Education - Baltimore from May 2018 to
Jul 2019.
Blue Ocean Strategy:
FROM THEORY TO PRACTICE
W. Chan Kim
Renée Mauborgne
F
or twenty-five years, competition has been at the heart of corporate
strategy. Today, one can hardly speak of strategy without involving
the language of competition: competitive strategy, competitive
benchmarking, building competitive advantages, and beating the
competition. Such focus on the competition traces back to corporate strategy’s
roots in military strategy. The very language of corporate strategy is deeply
imbued with military references—chief executive “officers” in “headquarters,”
“troops” on the “front lines,” and fighting over a defined battlefield.1
Industrial organization (IO) economics gave formal expression to the
prominent importance of competition to firms’ success. IO economics suggests
a causal flow from market structure to conduct and performance.2 Here, market
structure, given by supply and demand conditions, shapes sellers’ and buyers’
conduct, which, in turn, determines end performance.3 The academics call this the
structuralist view, or environmental determinism. Taking market structure as
given, much as military strategy takes land as given, such a view drives compa-
nies to try to carve out a defensible position against the competition in the exist-
ing market space. To sustain themselves in the marketplace, practitioners of
strategy focus on building advantages over the competition, usually by assessing
what competitors do and striving to do it better. Here, grabbing a bigger share
of the market is also seen as a zero-sum game in which one company’s gain is
achieved at another company’s loss. Hence, competition, the supply side of the
equation, remains the defining variable of strategy with the focus on dividing
up existing industry space.
105CALIFORNIA MANAGEMENT REVIEW VOL. 47, NO. 3 SPRING 2005
Adapted from BLUE OCEAN STRATEGY: How to Create Uncontested Market Space and Make the
Competition Irrelevant by W. Chan Kim and Renée Mauborgne. Copyright © 2005 by Harvard Busi-
ness School Publishing Corporation. All Rights Reserved.
This document is authorized for use only in Laureate Education, Inc. 's WAL WMBA 6990 Sustainable Business Practices and Strategies at Laureate Education - Baltimore from May 2018 to
Jul 2019.
Not surprisingly, the result has been a fairly good understanding of how
to compete skillfully in established markets, from analyzing the underlying eco-
nomic structure of an existing industry to choosing a strategic position of low
cost or differentiati.
Blue vs red ocean market
The document compares blue ocean markets and red ocean markets. Blue ocean markets involve innovating and pursuing new opportunities by creating uncontested market space that makes competition irrelevant and captures new demand. This is done by breaking traditional value-cost tradeoffs and aligning a firm's activities. Red ocean markets involve competing in existing market space, beating the competition by exploiting existing demand within traditional value-cost tradeoffs and focusing on current customers.
s2 blue ocean
Red Ocean Strategy
Known market space
Industries boundary are well defined and accepted
Competitive rules of the game are known
Outperform rivals and grab a greater share of existing demand
Crowding: prospects for growth and profits are reduced
Commoditization and cut throat competition (Red ocean)
Blue Ocean strategy
Untapped market space
Opportunity for highly profitable growth
Create from red ocean by expanding the existing industry boundaries
Competition is irrelevant since rules of game are yet to be set
Can we ignore red ocean?
Red ocean will always matter
However, supply exceeding demand in most industries, competing for a share of contracting market will not be enough
Blue Ocean Strategy
Blue Ocean Strategy outlines how companies can create new market space, or "blue oceans", by focusing on value innovation rather than competing head-on in existing markets or "red oceans". To create a blue ocean, companies should reconstruct market boundaries by eliminating or reducing some factors and introducing new ones. They should also look beyond existing customers to non-customers and focus on commonalities rather than differences. Combining exceptional value, strategic pricing and low costs allows companies to attract large new groups of customers and make imitation difficult for competitors.
RED Ocean and BLUE Ocean.pptx
Red ocean strategy refers to competition in existing industries where companies try to gain market share from competitors. This leads to cutthroat competition making the market "bloody red". Blue ocean strategy denotes industries not in existence today where there is vast opportunity for profitable growth. Red ocean strategists focus on outperforming competitors, while blue ocean strategists recognize market boundaries are mental and focus on creating new demand through differentiation and lowering costs. Blue ocean strategy changes market structure to render old competition irrelevant and allows companies to play a non-zero-sum game with high payoffs by expanding demand.
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The document discusses red and blue oceans as metaphors for existing and nonexistent markets. Red oceans represent current industries with defined boundaries and competitive rules, where companies try to grab market share through competition. Blue oceans denote industries that do not yet exist, where demand is created rather than fought over, allowing for rapid growth. Blue ocean strategy involves creating value for both customers and companies through innovation that raises value while reducing less valued features. It aims to make competition irrelevant by creating new market space rather than competing in existing markets with limited opportunities for growth.
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This document discusses blue ocean strategy and compares it to red ocean strategy. Blue ocean strategy involves creating a new market space through differentiation and low costs to make competition irrelevant. It reconstructs market boundaries rather than competing in existing markets like red oceans. Red oceans refer to existing, crowded markets where competition is cutthroat. Blue oceans are unknown, untapped markets where demand is created rather than fought over, allowing for rapid, profitable growth. The document outlines the four actions framework and five principles of blue ocean strategy, including attenuating organizational, management, search, planning, scale, and business model risks.
Blue Ocean Strategy unpacked
Blue Ocean Strategy involves creating new market space and making competition irrelevant by focusing on value innovation. It involves reconstructing market boundaries and industry assumptions to create demand in uncontested market spaces. The key aspects of Blue Ocean Strategy are creating exceptional buyer utility, setting a strategic price accessible to mass buyers, achieving the target cost structure, and addressing adoption hurdles upfront to develop a commercially viable idea.
The Blue Ocean Strategy FG
How make the competition irrelevant? For further information see the innovative approach of the authors Kim and Mauborane!
Blue Ocean Strategy
Blue ocean strategy involves creating new market space and demand rather than competing in existing markets. It focuses on value innovation to make competition irrelevant by creating products that buyers value. Analytical tools like the strategy canvas and frameworks like the four actions and six paths help identify new blue oceans. Creating blue oceans can lead to significantly higher profits and growth compared to competing only in red oceans.
chapter 1.ppt
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing "red oceans." Blue oceans provide opportunities for highly profitable growth by making competition irrelevant. They account for 38% of total revenue and 61% of profits despite representing only 14% of business launches. Examples of companies that successfully created blue oceans include Cirque du Soleil, eBay, Amazon, and early technology firms like Motorola. The document outlines six principles for formulating and executing a blue ocean strategy, including reconstructing market boundaries and focusing on value innovation over competition.
Www.hbr.org blue ocean strategyby w. chan kim and r
This document summarizes the key concepts of "Blue Ocean Strategy" presented in an article by W. Chan Kim and Renée Mauborgne. It discusses how most industries exist in "red oceans" with fierce competition, while opportunities exist to create "blue oceans" of uncontested market space through innovation. It uses the example of Cirque du Soleil, which created a blue ocean and grew rapidly by reinventing the declining circus industry rather than competing directly. The document contrasts red ocean and blue ocean strategies, and argues that blue oceans will remain an important source of growth as competition increases in most existing industries.
Special Report - Blue ocean
The document discusses red and blue ocean strategies from the book Business Strategy. A red ocean strategy involves competing head-to-head in existing industries, where competition is fierce and opportunities for growth are limited. A blue ocean strategy involves creating new market space by developing innovations that attract new customers and make competitors irrelevant. While red ocean strategies are necessary, the document advocates going beyond competition to pursue blue ocean strategies that can generate more opportunities for profits and growth.
Blue Ocean Strategy
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Blue ocean strategy
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
Blue ocean strategy
This document discusses the concept of blue ocean strategy, which involves creating new market space and making competition irrelevant. It provides examples like Cirque du Soleil, which created a new market by combining circus arts with music and theater. The principles of blue ocean strategy are outlined, including focusing on value innovation to pursue differentiation and lower costs simultaneously. Analytical tools like the strategy canvas and ERRC grid are presented to help analyze the current market space and identify new opportunities. Finally, risks in formulating and executing blue ocean strategy are discussed.
The 7 Ocean Strategies
A large global company with 25,000 employees across 40 countries was considering implementing a Blue Ocean Strategy to address stagnating growth. However, the author argues that Blue Ocean Strategy is not actually used by any major companies because it focuses too much on managing innovation rather than innovating. A more comprehensive approach is needed that looks beyond existing industry boundaries to create new market spaces and value through disruptive innovations that raise value for both customers and the company. True blue oceans are created from the bottom-up through learning, invention, and innovative new products/services rather than top-down strategic planning.
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In this PPT I have explained all the concepts of Blue Ocean and Red Ocean Marketing along with Real life example
C a l i f o rn iaMa n a g e m e n tReviewS p r i n g 2 0 .docx
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Ma n a g e m e n tReview
S p r i n g 2 0 0 5 | V o l . 4 7 , N o . 3 | R E P R I N T S E R I E S
Blue Ocean Strategy:
From Theory to Practice
W. Chan Kim
Renée Mauborgne
© 2005 by The Regents of
the University of California
CMR 312, 05/01/05
This document is authorized for use only in Laureate Education, Inc. 's WAL WMBA 6990 Sustainable Business Practices and Strategies at Laureate Education - Baltimore from May 2018 to
Jul 2019.
Blue Ocean Strategy:
FROM THEORY TO PRACTICE
W. Chan Kim
Renée Mauborgne
F
or twenty-five years, competition has been at the heart of corporate
strategy. Today, one can hardly speak of strategy without involving
the language of competition: competitive strategy, competitive
benchmarking, building competitive advantages, and beating the
competition. Such focus on the competition traces back to corporate strategy’s
roots in military strategy. The very language of corporate strategy is deeply
imbued with military references—chief executive “officers” in “headquarters,”
“troops” on the “front lines,” and fighting over a defined battlefield.1
Industrial organization (IO) economics gave formal expression to the
prominent importance of competition to firms’ success. IO economics suggests
a causal flow from market structure to conduct and performance.2 Here, market
structure, given by supply and demand conditions, shapes sellers’ and buyers’
conduct, which, in turn, determines end performance.3 The academics call this the
structuralist view, or environmental determinism. Taking market structure as
given, much as military strategy takes land as given, such a view drives compa-
nies to try to carve out a defensible position against the competition in the exist-
ing market space. To sustain themselves in the marketplace, practitioners of
strategy focus on building advantages over the competition, usually by assessing
what competitors do and striving to do it better. Here, grabbing a bigger share
of the market is also seen as a zero-sum game in which one company’s gain is
achieved at another company’s loss. Hence, competition, the supply side of the
equation, remains the defining variable of strategy with the focus on dividing
up existing industry space.
105CALIFORNIA MANAGEMENT REVIEW VOL. 47, NO. 3 SPRING 2005
Adapted from BLUE OCEAN STRATEGY: How to Create Uncontested Market Space and Make the
Competition Irrelevant by W. Chan Kim and Renée Mauborgne. Copyright © 2005 by Harvard Busi-
ness School Publishing Corporation. All Rights Reserved.
This document is authorized for use only in Laureate Education, Inc. 's WAL WMBA 6990 Sustainable Business Practices and Strategies at Laureate Education - Baltimore from May 2018 to
Jul 2019.
Not surprisingly, the result has been a fairly good understanding of how
to compete skillfully in established markets, from analyzing the underlying eco-
nomic structure of an existing industry to choosing a strategic position of low
cost or differentiati.
Blue vs red ocean market
The document compares blue ocean markets and red ocean markets. Blue ocean markets involve innovating and pursuing new opportunities by creating uncontested market space that makes competition irrelevant and captures new demand. This is done by breaking traditional value-cost tradeoffs and aligning a firm's activities. Red ocean markets involve competing in existing market space, beating the competition by exploiting existing demand within traditional value-cost tradeoffs and focusing on current customers.
s2 blue ocean
Red Ocean Strategy
Known market space
Industries boundary are well defined and accepted
Competitive rules of the game are known
Outperform rivals and grab a greater share of existing demand
Crowding: prospects for growth and profits are reduced
Commoditization and cut throat competition (Red ocean)
Blue Ocean strategy
Untapped market space
Opportunity for highly profitable growth
Create from red ocean by expanding the existing industry boundaries
Competition is irrelevant since rules of game are yet to be set
Can we ignore red ocean?
Red ocean will always matter
However, supply exceeding demand in most industries, competing for a share of contracting market will not be enough
Blue Ocean Strategy
Blue Ocean Strategy outlines how companies can create new market space, or "blue oceans", by focusing on value innovation rather than competing head-on in existing markets or "red oceans". To create a blue ocean, companies should reconstruct market boundaries by eliminating or reducing some factors and introducing new ones. They should also look beyond existing customers to non-customers and focus on commonalities rather than differences. Combining exceptional value, strategic pricing and low costs allows companies to attract large new groups of customers and make imitation difficult for competitors.
RED Ocean and BLUE Ocean.pptx
Red ocean strategy refers to competition in existing industries where companies try to gain market share from competitors. This leads to cutthroat competition making the market "bloody red". Blue ocean strategy denotes industries not in existence today where there is vast opportunity for profitable growth. Red ocean strategists focus on outperforming competitors, while blue ocean strategists recognize market boundaries are mental and focus on creating new demand through differentiation and lowering costs. Blue ocean strategy changes market structure to render old competition irrelevant and allows companies to play a non-zero-sum game with high payoffs by expanding demand.
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Mme3 Classe 2 Reading Assignment Blue Ocean Interview And Google Case
Mme3 Classe 2 Reading Assignment Blue Ocean Interview And Google Case
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Classe #2 Reading Assignment Blue Ocean Interview And Google Case
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Www.hbr.org blue ocean strategyby w. chan kim and r
Www.hbr.org blue ocean strategyby w. chan kim and r
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C a l i f o rn iaMa n a g e m e n tReviewS p r i n g 2 0 .docx
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The Apple Store Leader Program is a 24-month immersion program where participants gain skills working as Specialists and Experts, receive guidance and mentoring from Market Leaders, and undergo training to develop world-class leadership skills. Through the program, participants will emerge with the opportunity to secure a leadership position at an Apple store worldwide. The program aims to develop natural leaders who are creative, smart, dynamic, and passionate about enriching lives through Apple's products. Participants will learn from a diverse group of talented employees and partners.
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The presentation discusses whether the government should control media in India. It outlines the main types of media - television, print, internet, and radio. It notes several problems that have arisen in each type of media, such as vulgar content on television and the internet and gossip on radio. The society's view is also mentioned. The conclusion argues that the government should form a committee to monitor the media more closely and penalize outlets that do not meet rating criteria, as credibility has been lost. Strict implementation of regulations is needed.
Reserve bank of india
The Reserve Bank of India (RBI) has functioned as India's central bank since 1935. It was originally a private institution but became state-owned in 1949. As central bank, the RBI regulates the country's monetary policy and financial system, manages foreign exchange, issues currency, promotes agricultural and rural development, acts as banker to the government and banks, and works to achieve price stability and economic growth.
Expert system
An expert system is a computer program that uses knowledge and inference procedures to solve problems that ordinarily require human expertise. It attempts to reason about problems like a human expert in a specific domain. The key components are a knowledge base that contains the expert knowledge in the form of rules, and an inference engine that applies the rules to deduce solutions. Expert systems have advantages like quick availability and reliability, but also disadvantages like difficulty collecting and interpreting expert knowledge into rules. They are applied in fields like medical diagnosis, process control, and education.
Six sigma
Six Sigma is a business management strategy that seeks to improve quality by identifying and removing defects. It uses statistical methods and creates teams of experts to implement projects. Projects follow the DMAIC or DMADV methodologies, which involve defining problems, measuring processes, analyzing data, improving processes, and controlling future processes. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced defects and waste.
Steve Jobs, Apple Inc.
Steve Jobs was a co-founder of Apple Inc. and played a key role in the success of the company through his innovative products like the Macintosh, iPod, and iPhone. He is listed as an inventor on over 230 patents and was known for his charismatic leadership and focus on design. Under Jobs' leadership, Apple pioneered the personal computer revolution of the 1970s and 1980s and went on to become one of the most valuable companies in the world through its innovative consumer electronics.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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