Blue Ocean Strategy
•
1 like•931 views
The document discusses the concepts of "Red Oceans" and "Blue Oceans" as business strategies. Red Oceans refer to existing markets where companies compete for market share, while Blue Oceans represent uncontested market spaces where companies can create new demand and make competition irrelevant. Blue Ocean Strategy involves reconstructing market boundaries, reaching beyond existing demand, and aligning a company's activities to pursue both differentiation and low costs. The document provides the example of Accor's Formule 1 hotel chain as a successful Blue Ocean strategy in the French low-budget hotel industry.
Report
Share
Report
Share
Recommended
Blue Ocean
The document summarizes the key concepts of blue ocean strategy as outlined in the book by Kim and Mauborgne. It discusses reconstructing market boundaries to create new demand rather than competing solely based on existing customers. It also emphasizes the importance of getting the strategic sequence right by ensuring there is buyer utility, affordable price, and cost structure to deliver value before entering a new market space. The blue ocean strategy framework involves eliminating some factors, reducing others, creating new ones, and raising some to shift industry standards and open up uncontested market space.
Value Innovation Tab 2
This document provides information on various value innovation organizations and frameworks. It discusses companies that deliver exceptional value to customers, including Tesla, NoKero, Godrej Chotukool, and ET3. Various models for identifying value innovators and leaders in innovation are also summarized, such as Gary Hamel's classifications of companies as rule makers, rule takers, or rule breakers, and Booz & Company's Global Innovation 1000 study.
Blue ocean strategy
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
Blue Ocean Strategy
This document discusses the concept of "blue ocean strategy", which involves creating new market space by exploring opportunities outside existing industry boundaries to make competition irrelevant. It provides an overview of the key principles of blue ocean strategy, including researching historical examples of blue ocean creation, focusing on factors to reduce, eliminate, create or raise to differentiate from competitors. The document also outlines frameworks for analyzing strategic moves, minimizing risks and maximizing opportunities when formulating and executing a blue ocean strategy.
Blue ocean and red ocean strategies
The document discusses red ocean and blue ocean strategies. Red ocean strategies involve competing in existing market spaces for a greater share of current demand. Blue ocean strategies create new market spaces by satisfying unmet needs and demand. Examples of red ocean strategies include shampoo brands competing for market share, while blue ocean strategies include innovative products and services like iTunes, Uber, and Jio that created new markets. The key differences are that red oceans focus on competition and low growth, while blue oceans pursue value innovation, unknown rules, and creating future customers and demand.
Bed Bath and Beyond
Bed Bath & Beyond is a leading retailer of home goods with over 1,550 stores. The analyst believes BBBY is undervalued given its market leadership, strong cash flows, and initiatives to expand online. A DCF valuation estimates the stock is worth $90.2 per share, indicating 25% upside. However, risks include increased competition from online retailers and pressure on gross margins from price competition.
Bed bath
- BBBY's strategies focused on excellent customer service, a wide range of products at low prices, and introducing new offerings and expanding infrastructure.
- Its key to success was satisfying customers through quality products at prices 20-40% lower than competitors and relying on word-of-mouth advertising.
- Current performance is strong with rising sales, earnings, and store growth, driven by its low-cost operations and customer-centric approach. However, it faces challenges from economic conditions and competition.
Blue Ocean Strategy Summary
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
Recommended
Blue Ocean
The document summarizes the key concepts of blue ocean strategy as outlined in the book by Kim and Mauborgne. It discusses reconstructing market boundaries to create new demand rather than competing solely based on existing customers. It also emphasizes the importance of getting the strategic sequence right by ensuring there is buyer utility, affordable price, and cost structure to deliver value before entering a new market space. The blue ocean strategy framework involves eliminating some factors, reducing others, creating new ones, and raising some to shift industry standards and open up uncontested market space.
Value Innovation Tab 2
This document provides information on various value innovation organizations and frameworks. It discusses companies that deliver exceptional value to customers, including Tesla, NoKero, Godrej Chotukool, and ET3. Various models for identifying value innovators and leaders in innovation are also summarized, such as Gary Hamel's classifications of companies as rule makers, rule takers, or rule breakers, and Booz & Company's Global Innovation 1000 study.
Blue ocean strategy
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
Blue Ocean Strategy
This document discusses the concept of "blue ocean strategy", which involves creating new market space by exploring opportunities outside existing industry boundaries to make competition irrelevant. It provides an overview of the key principles of blue ocean strategy, including researching historical examples of blue ocean creation, focusing on factors to reduce, eliminate, create or raise to differentiate from competitors. The document also outlines frameworks for analyzing strategic moves, minimizing risks and maximizing opportunities when formulating and executing a blue ocean strategy.
Blue ocean and red ocean strategies
The document discusses red ocean and blue ocean strategies. Red ocean strategies involve competing in existing market spaces for a greater share of current demand. Blue ocean strategies create new market spaces by satisfying unmet needs and demand. Examples of red ocean strategies include shampoo brands competing for market share, while blue ocean strategies include innovative products and services like iTunes, Uber, and Jio that created new markets. The key differences are that red oceans focus on competition and low growth, while blue oceans pursue value innovation, unknown rules, and creating future customers and demand.
Bed Bath and Beyond
Bed Bath & Beyond is a leading retailer of home goods with over 1,550 stores. The analyst believes BBBY is undervalued given its market leadership, strong cash flows, and initiatives to expand online. A DCF valuation estimates the stock is worth $90.2 per share, indicating 25% upside. However, risks include increased competition from online retailers and pressure on gross margins from price competition.
Bed bath
- BBBY's strategies focused on excellent customer service, a wide range of products at low prices, and introducing new offerings and expanding infrastructure.
- Its key to success was satisfying customers through quality products at prices 20-40% lower than competitors and relying on word-of-mouth advertising.
- Current performance is strong with rising sales, earnings, and store growth, driven by its low-cost operations and customer-centric approach. However, it faces challenges from economic conditions and competition.
Blue Ocean Strategy Summary
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
5 forces vs blue
Blue Ocean Strategy is about creating new market spaces through innovation rather than competing in existing markets. It involves designing products and services for which there are no direct competitors by looking beyond conventional industry boundaries. This approach aims to positively impact both a company's cost structure and value proposition to consumers through eliminating factors affecting traditional competition, which can lower costs over time as superior value leads to higher sales volume and economies of scale.
Annual Report 2
This annual report from Andrews Inc. discusses the company's strategy, execution challenges, and performance over the past few years. The company originally planned to focus on high-margin segments but faced slower than expected market shifts and customer preference changes that slowed the transition of its products between segments. As a result, key metrics like return on equity and contribution margins underperformed. However, the report is optimistic that recent strategic changes like product improvements and exiting low-margin businesses will return the company to profitability and high performance in the coming years.
Ditch the discounts
Companies competed with heavy discounts during the recession to boost sales. However, deep discounts devalue products and limit the ability to raise prices as the economy improves. Instead of discounts, companies can use adaptive pricing by offering different versions tailored to customers' needs and budgets. They introduce lower-priced basic versions alongside premium products to attract both price-sensitive and high-paying customers. As the economy recovers, companies withdraw temporary discounts and introduce new premium products while gradually increasing regular product prices through tactics like creative financing plans.
Creating value through innovation
This document discusses creativity and innovation for entrepreneurship. It covers several key points:
1) Marketing and innovation are both essential functions for an organization, with the customer as the central focus. Innovation can create new customers or solve problems for existing target markets.
2) Organizations must decide whether to focus on innovation and shaping new markets, following customers' needs, or interacting with customers. The optimal approach depends on factors like management style and the business environment.
3) Creating an effective business model is important for capturing value from innovations. Innovative models look at the value proposition, revenue generation, capabilities, and position in a network. The business model canvas is a new approach discussed.
Re launch a product.
A brand (or marque for car model) is a name, term, design, symbol or other feature that distinguishes one seller's product from those of others.
We are
Our Brand Line:
Brand Strategy is company name so that it is just the company's name which is promoted (leading to one of the most powerful statements of branding: saying just before the company's downgrading. This approach has not worked.
Contact:
nomanaleemft@gmail.com
00923084089243
Hybrid strategy
A hybrid strategy aims to achieve both differentiation and low prices relative to competitors. It succeeds by delivering enhanced benefits at lower prices while achieving sufficient margins for reinvestment. If differentiation is achieved, lower prices may not be needed as prices could match or exceed competitors. A hybrid strategy can also be used as an entry strategy by targeting volumes greater than competitors through cost reductions outside differentiated activities, allowing better margins due to a lower cost base.
Strategic Business Presentation
The document outlines the strategies and performance of "The A Team" shoe company. It discusses their strategic vision of being a low-cost industry leader to provide reasonably priced quality shoes. It also summarizes their targets for the next two years which include evolving their branded and private label competitive strategies through various measures like pricing, production capacity, and advertising. The document also discusses their production, workforce, and finance strategies and closest competitors in branded and private label footwear. It concludes with lessons learned like spending money to achieve higher profits and focusing on closest competitors.
Focused cost leadership strategy - strategic management - Manu Melwin Joy
A focused cost leadership strategy requires competing based on price to target a narrow market.
A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market.
Capstone Simulation 5-Year Plan
The document outlines the goals and strategies of a corporation to become the leading provider in the electronic sensor industry. The corporation aims to produce high-quality, small-sized products and dominate the market. The strategies include emphasizing equal efforts on all products, establishing early market share through marketing investments, generating accurate sales forecasts, and competitively investing in marketing budgets. The corporation also focuses on accessibility, total quality management, and allocating large sums to marketing and sales budgets.
Category & scope of implimentation within organisation
Category management involves organizing products into groups to better meet consumer needs and drive business results. It involves running each category as a mini-business unit with targets. The document discusses:
1) Defining categories, sub-categories, and brands within the scope of the business.
2) Spreading the total budget across categories, sub-categories, and brands.
3) Assessing category performance based on metrics like profitability, return on assets, and stock turnover to determine underperforming categories.
4) Developing strategies like adjusting supply, pricing, or promotions for underperforming categories to improve results.
GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
Capsim Andrews Results Presentation
1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1
Champion Footwear achieved strong financial results from 2011 to 2022 by focusing on quality footwear at sustainable prices while balancing profits and social responsibility. Key strategies included low-cost, high quality shoes; reliable celebrity endorsements; extensive training; and maximizing materials and styling. This led to industry-leading metrics such as a 27.6% operating profit increase and stock price growth of 358%. While some CSR initiatives did not provide clear returns, diversity and efficiency programs helped. Major successes came from high quality positioning and stock buybacks. Going forward, the company will consider a high volume, low price strategy to target untapped markets.
Busn499 teamandrewspresentation
The document provides an overview of Team AndrewsBusiness 499's strategy and performance over 8 years. Their overall strategy focused on being the leader in the high end, traditional, and low end market segments through cost leadership and product lifecycle management. Key metrics for success included ROA of 40%, ROE of 40%, and ROS of 20%. Over the 8 years, they introduced several new products, adjusted marketing budgets, expanded and reduced production capacity, and issued bonds and loans while retiring debt and stock.
BSG Exotic Footwear
The document summarizes Exotic Footwear's performance and strategies over 10 years from Year 11 to Year 16. Some key points:
- Exotic Footwear implemented a differentiation strategy focused on product uniqueness and customer centricity.
- By Year 16, earnings per share had increased to 13.03% from 2.9%, return on equity to 37.5% from 17.6%, and stock price to $267.98 from $41.56.
- Key to success were clear objectives, commitment from team members, efficient leadership, defined roles, decision-making processes, collaboration, and skills.
- Lessons included having one clear leader, delegating tasks, and focusing on quality
Andrews Annual Report
Andrews had another strong fiscal year in 2022, delivering $261 million in revenue and $20.31 in earnings per share. The company achieved these results through its focus on product differentiation and leadership positions in high-end and performance product segments. Andrews intends to continue investing in innovation to release new high-end products annually and maintain its competitive edge. The CEO expressed confidence in the company's leading products, technologies, processes, and commitment to customers.
Turning RED Oceans, Blue
This document discusses traditional "red ocean" markets defined by boundaries where competition is cutthroat, and introduces the concept of "blue oceans" as unknown market spaces untapped demand. Red oceans are characterized by competitors exploiting existing demand and engaging in zero-sum competition, while blue oceans create new demand and make competition irrelevant. Examples of companies creating blue oceans include Henry Ford, Thomas Edison, Steve Jobs, and Google. The document advocates thinking outside the box to identify and seize uncontested market space through bold, disruptive blue ocean strategies that benefit from new growth opportunities.
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.
Blue Ocean Strategy
Blue Ocean StrategyWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will introduce the concept of “Blue Ocean Strategy”, to help you understand and gain a strong foothold in online competitive market place.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
[Công nghệ may] môđun đào tạo công nghệ trải vải và cắt bán thành phẩm
Kho tài liệu: Giá 10k/ 5 lần download -Liên hệ: www.facebook.com/garmentspace Chỉ với 10k THẺ CÀO VIETTEL bạn có ngay 5 lượt download tài liệu bất kỳ do Garment Space upload, hoặc với 100k THẺ CÀO VIETTEL bạn được truy cập kho tài liệu chuyên ngành vô cùng phong phú Liên hệ: www.facebook.com/garmentspace
More Related Content
What's hot
5 forces vs blue
Blue Ocean Strategy is about creating new market spaces through innovation rather than competing in existing markets. It involves designing products and services for which there are no direct competitors by looking beyond conventional industry boundaries. This approach aims to positively impact both a company's cost structure and value proposition to consumers through eliminating factors affecting traditional competition, which can lower costs over time as superior value leads to higher sales volume and economies of scale.
Annual Report 2
This annual report from Andrews Inc. discusses the company's strategy, execution challenges, and performance over the past few years. The company originally planned to focus on high-margin segments but faced slower than expected market shifts and customer preference changes that slowed the transition of its products between segments. As a result, key metrics like return on equity and contribution margins underperformed. However, the report is optimistic that recent strategic changes like product improvements and exiting low-margin businesses will return the company to profitability and high performance in the coming years.
Ditch the discounts
Companies competed with heavy discounts during the recession to boost sales. However, deep discounts devalue products and limit the ability to raise prices as the economy improves. Instead of discounts, companies can use adaptive pricing by offering different versions tailored to customers' needs and budgets. They introduce lower-priced basic versions alongside premium products to attract both price-sensitive and high-paying customers. As the economy recovers, companies withdraw temporary discounts and introduce new premium products while gradually increasing regular product prices through tactics like creative financing plans.
Creating value through innovation
This document discusses creativity and innovation for entrepreneurship. It covers several key points:
1) Marketing and innovation are both essential functions for an organization, with the customer as the central focus. Innovation can create new customers or solve problems for existing target markets.
2) Organizations must decide whether to focus on innovation and shaping new markets, following customers' needs, or interacting with customers. The optimal approach depends on factors like management style and the business environment.
3) Creating an effective business model is important for capturing value from innovations. Innovative models look at the value proposition, revenue generation, capabilities, and position in a network. The business model canvas is a new approach discussed.
Re launch a product.
A brand (or marque for car model) is a name, term, design, symbol or other feature that distinguishes one seller's product from those of others.
We are
Our Brand Line:
Brand Strategy is company name so that it is just the company's name which is promoted (leading to one of the most powerful statements of branding: saying just before the company's downgrading. This approach has not worked.
Contact:
nomanaleemft@gmail.com
00923084089243
Hybrid strategy
A hybrid strategy aims to achieve both differentiation and low prices relative to competitors. It succeeds by delivering enhanced benefits at lower prices while achieving sufficient margins for reinvestment. If differentiation is achieved, lower prices may not be needed as prices could match or exceed competitors. A hybrid strategy can also be used as an entry strategy by targeting volumes greater than competitors through cost reductions outside differentiated activities, allowing better margins due to a lower cost base.
Strategic Business Presentation
The document outlines the strategies and performance of "The A Team" shoe company. It discusses their strategic vision of being a low-cost industry leader to provide reasonably priced quality shoes. It also summarizes their targets for the next two years which include evolving their branded and private label competitive strategies through various measures like pricing, production capacity, and advertising. The document also discusses their production, workforce, and finance strategies and closest competitors in branded and private label footwear. It concludes with lessons learned like spending money to achieve higher profits and focusing on closest competitors.
Focused cost leadership strategy - strategic management - Manu Melwin Joy
A focused cost leadership strategy requires competing based on price to target a narrow market.
A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market.
Capstone Simulation 5-Year Plan
The document outlines the goals and strategies of a corporation to become the leading provider in the electronic sensor industry. The corporation aims to produce high-quality, small-sized products and dominate the market. The strategies include emphasizing equal efforts on all products, establishing early market share through marketing investments, generating accurate sales forecasts, and competitively investing in marketing budgets. The corporation also focuses on accessibility, total quality management, and allocating large sums to marketing and sales budgets.
Category & scope of implimentation within organisation
Category management involves organizing products into groups to better meet consumer needs and drive business results. It involves running each category as a mini-business unit with targets. The document discusses:
1) Defining categories, sub-categories, and brands within the scope of the business.
2) Spreading the total budget across categories, sub-categories, and brands.
3) Assessing category performance based on metrics like profitability, return on assets, and stock turnover to determine underperforming categories.
4) Developing strategies like adjusting supply, pricing, or promotions for underperforming categories to improve results.
GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
Capsim Andrews Results Presentation
1) The document outlines Andrews Co.'s strategy to establish market leadership in the sensor industry through quality, low-cost products.
2) The company's value proposition is to strive for market leadership in the low segment by serving customers and continuously innovating top products.
3) The initial strategy of placing all products in the middle and allowing drift was flawed, resulting in losses. The strategy shifted to focusing on key segments and products, leading to improved profits and market share gains.
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1
Champion Footwear achieved strong financial results from 2011 to 2022 by focusing on quality footwear at sustainable prices while balancing profits and social responsibility. Key strategies included low-cost, high quality shoes; reliable celebrity endorsements; extensive training; and maximizing materials and styling. This led to industry-leading metrics such as a 27.6% operating profit increase and stock price growth of 358%. While some CSR initiatives did not provide clear returns, diversity and efficiency programs helped. Major successes came from high quality positioning and stock buybacks. Going forward, the company will consider a high volume, low price strategy to target untapped markets.
Busn499 teamandrewspresentation
The document provides an overview of Team AndrewsBusiness 499's strategy and performance over 8 years. Their overall strategy focused on being the leader in the high end, traditional, and low end market segments through cost leadership and product lifecycle management. Key metrics for success included ROA of 40%, ROE of 40%, and ROS of 20%. Over the 8 years, they introduced several new products, adjusted marketing budgets, expanded and reduced production capacity, and issued bonds and loans while retiring debt and stock.
BSG Exotic Footwear
The document summarizes Exotic Footwear's performance and strategies over 10 years from Year 11 to Year 16. Some key points:
- Exotic Footwear implemented a differentiation strategy focused on product uniqueness and customer centricity.
- By Year 16, earnings per share had increased to 13.03% from 2.9%, return on equity to 37.5% from 17.6%, and stock price to $267.98 from $41.56.
- Key to success were clear objectives, commitment from team members, efficient leadership, defined roles, decision-making processes, collaboration, and skills.
- Lessons included having one clear leader, delegating tasks, and focusing on quality
Andrews Annual Report
Andrews had another strong fiscal year in 2022, delivering $261 million in revenue and $20.31 in earnings per share. The company achieved these results through its focus on product differentiation and leadership positions in high-end and performance product segments. Andrews intends to continue investing in innovation to release new high-end products annually and maintain its competitive edge. The CEO expressed confidence in the company's leading products, technologies, processes, and commitment to customers.
What's hot (16)
Focused cost leadership strategy - strategic management - Manu Melwin Joy
Focused cost leadership strategy - strategic management - Manu Melwin Joy
Category & scope of implimentation within organisation
Category & scope of implimentation within organisation
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1
BSG Game Final Presentation 2017 - Champion footwear 12 18-2017 version 1
Viewers also liked
Turning RED Oceans, Blue
This document discusses traditional "red ocean" markets defined by boundaries where competition is cutthroat, and introduces the concept of "blue oceans" as unknown market spaces untapped demand. Red oceans are characterized by competitors exploiting existing demand and engaging in zero-sum competition, while blue oceans create new demand and make competition irrelevant. Examples of companies creating blue oceans include Henry Ford, Thomas Edison, Steve Jobs, and Google. The document advocates thinking outside the box to identify and seize uncontested market space through bold, disruptive blue ocean strategies that benefit from new growth opportunities.
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.
Blue Ocean Strategy
Blue Ocean StrategyWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
In this presentation, we will introduce the concept of “Blue Ocean Strategy”, to help you understand and gain a strong foothold in online competitive market place.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
[Công nghệ may] môđun đào tạo công nghệ trải vải và cắt bán thành phẩm
Kho tài liệu: Giá 10k/ 5 lần download -Liên hệ: www.facebook.com/garmentspace Chỉ với 10k THẺ CÀO VIETTEL bạn có ngay 5 lượt download tài liệu bất kỳ do Garment Space upload, hoặc với 100k THẺ CÀO VIETTEL bạn được truy cập kho tài liệu chuyên ngành vô cùng phong phú Liên hệ: www.facebook.com/garmentspace
Holiday Luncheon 2016
The 2016 Holiday Luncheon will be held on December 14, 2016 in West Bridgewater. The luncheon is an annual event to celebrate the holidays. Employees are invited to attend and enjoy food and festivities with colleagues.
Hoàn thiện công tác kế toán tiền lương và các khoản phải trả người lao động t...
Hoàn thiện công tác kế toán tiền lương và các khoản phải trả người lao động t...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
Hoàn thiện công tác kế toán tiền lương và các khoản trích theo lương tại công...
Hoàn thiện công tác kế toán tiền lương và các khoản trích theo lương tại công...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
Curriculam Vitae S Kalyani_1
S Kalyani has over 8 years of experience in BPO operations, customer management, vendor management, training, and quality control. She has experience processing personal loans, undertaking address verification, and training new team members. Her skills include customer management, mail campaigns, MIS generation, quality control, and resource management. Currently working as a Processing Executive at Trayee Business Solutions, her responsibilities include document verification, importing application data, calculating loan amounts, and preparing daily MIS reports.
Hoàn thiện công tác đào tạo và phát triển nguồn nhân lực tại công ty cổ phần ...
Hoàn thiện công tác đào tạo và phát triển nguồn nhân lực tại công ty cổ phần ...https://www.facebook.com/garmentspace
Để xem full tài liệu Xin vui long liên hệ page để được hỗ trợ
:
https://www.facebook.com/garmentspace/
https://www.facebook.com/thuvienluanvan01
HOẶC
https://www.facebook.com/thuvienluanvan01
https://www.facebook.com/thuvienluanvan01
tai lieu tong hop, thu vien luan van, luan van tong hop, do an chuyen nganh
Decision Support Systems
A recruitment company may use a decision support system (DSS) to help match clients with suitable employees. The DSS would utilize analytical hierarchy process to evaluate candidates based on weighted criteria and select the best candidates. It would integrate with the company's human resource information system and personnel database to provide decision makers a customized interface and recommendations to aid in executive and specialized hiring decisions.
Viewers also liked (17)
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...
Hoàn thiện công tác kế toán tập hợp chi phí sản xuất và tính giá thành sản ph...
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...
Hoàn thiện công tác kế toán bán hàng và xác định kết quả bán hàng tại công ty...
[Công nghệ may] môđun đào tạo công nghệ trải vải và cắt bán thành phẩm
[Công nghệ may] môđun đào tạo công nghệ trải vải và cắt bán thành phẩm
Hoàn thiện công tác kế toán tiền lương và các khoản phải trả người lao động t...
Hoàn thiện công tác kế toán tiền lương và các khoản phải trả người lao động t...
Hoàn thiện công tác kế toán tiền lương và các khoản trích theo lương tại công...
Hoàn thiện công tác kế toán tiền lương và các khoản trích theo lương tại công...
Hoàn thiện công tác đào tạo và phát triển nguồn nhân lực tại công ty cổ phần ...
Hoàn thiện công tác đào tạo và phát triển nguồn nhân lực tại công ty cổ phần ...
Similar to Blue Ocean Strategy
Blue ocean strategy
John Ibebunjo is a lead consultant who facilitates training programs in Abuja, Nigeria. This document provides an introduction to the concept of Blue Ocean Strategy (BOS), which focuses on creating new market space rather than competing in existing markets. BOS is compared to traditional Red Ocean strategy, which involves competing for market share in crowded industries. The document outlines key principles of BOS, including reconstructing market boundaries, focusing on differentiation over costs, and reaching beyond existing demand. Methods for applying BOS such as the four actions framework and characteristics of a good strategy are also discussed.
Blue ocean strategy
view my blogs in:http://blog.centreetech.com/seo-why-so-important/
http://blog.centreetech.com/logo-design-types-inspirations-part-1/
http://blog.centreetech.com/trends-digital-marketing-2016-come-next-2017-2/
http://blog.centreetech.com/webdesigns-india-2016/
http://blog.centreetech.com/search-engine-make-money-can-benefit-search-engine/
http://blog.centreetech.com/choose-digital-marketing-agency/
Blue Ocean Strategy
This document discusses blue ocean strategy and red ocean strategy. [1] Blue ocean strategy involves creating new market space and making competition irrelevant by creating value for customers in ways currently not offered. [2] Red oceans refer to existing market space where competition is fierce and industry boundaries are defined. [3] The document provides principles for formulating a blue ocean strategy including reconstructing market boundaries and focusing on big picture value innovation rather than numbers.
Blue Ocean Strategy
This document discusses blue ocean strategy and red ocean strategy. [1] Blue ocean strategy involves creating new market space and making competition irrelevant by creating value for customers in ways currently not offered. [2] Red oceans refer to existing market space where competition is fierce and industry boundaries are defined. [3] The document provides principles for formulating a blue ocean strategy including reconstructing market boundaries and focusing on big picture value innovation rather than numbers.
Blue Ocean Strategy
The document summarizes key concepts from Blue Ocean Strategy, including:
1. Value innovation focuses on making competitors irrelevant by creating value for buyers and the company, opening new market space.
2. The strategy canvas is used to analyze an industry's factors of competition and a company's offerings relative to competitors.
3. Blue ocean strategy aims to reconstruct industry boundaries and break the value-cost tradeoff to drive differentiation and low costs simultaneously.
Blue Ocean Strategy
Blue Ocean Strategy is a business term, used to decrease competition in the market, and recreate old or make new market boundaries.
Blue Ocean Strategy
Blue Ocean Strategy is an approach to strategy formulation and execution that aims to create new market space and make competition irrelevant. It involves reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing blue ocean strategy requires overcoming organizational hurdles like cognitive biases and resource constraints through techniques like engaging disgruntled customers and redirecting resources from less productive areas.
Blue Ocean Strategy
Blue Ocean Strategy is an approach to strategy formulation and execution that aims to create new market space and make competition irrelevant. It involves reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing blue ocean strategy requires overcoming organizational hurdles like cognitive biases and resource constraints through techniques like engaging disgruntled customers and redirecting resources from less productive areas.
Blue Ocean Strategy
Blue Ocean Strategy is an approach to strategy formulation and execution that aims to create new market space and make competition irrelevant. It involves reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing blue ocean strategy requires overcoming organizational hurdles like cognitive biases and resource constraints through techniques like engaging disgruntled customers and redirecting resources from less productive areas.
Blue Ocean Strategy - 1.pptx
Blue ocean strategy aims to create new, uncontested market space by pursuing differentiation and low costs. It reconstructs market boundaries to make competition irrelevant. Rather than competing based on factors like price or quality, blue ocean strategy creates new demand by delivering value in new ways. It focuses on creating new markets for non-customers rather than fighting over existing customers in established industries.
Blue Ocean Strategy Unpam-350
1) Value innovation is created when a company's actions favorably affect both its cost structure and value proposition to buyers, eliminating factors on which the industry competes while raising and creating new elements.
2) It focuses on making competition irrelevant by creating a leap in value for buyers and the company, opening new uncontested market space.
3) Value innovation aligns innovation with utility, price, and cost positions to break the value-cost trade-off and drive costs down while raising buyer value.
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.
Blue Ocean Strategy
Blue Ocean Strategy is a framework for creating new market space and making competition irrelevant. It involves reconstructing market boundaries and focusing on factors that can be eliminated, reduced, raised, or created to open up blue oceans of uncontested market space. The strategy canvas tool is used to analyze the current state and develop a new "to be" strategy. Six principles provide guidance on formulating a blue ocean strategy including reconstructing markets, focusing on the big picture, reaching beyond existing demand, and getting the strategic sequence right. Overcoming organizational hurdles and building execution into the strategy are important for successful execution.
Blue Ocean Strategy
The document discusses the concept of Blue Ocean Strategy, which involves creating new market space and making competition irrelevant by reconstructing market boundaries to focus on underserved customers. It outlines tools for Blue Ocean Strategy including the strategy canvas and four action framework of eliminate, reduce, raise and create. It also discusses six principles for formulating and executing Blue Ocean Strategy, such as overcoming organizational hurdles and building execution into the strategy.
Strategi Bisnis Strategi Manajemen
The document discusses the concept of Blue Ocean Strategy, which involves creating new market space and making competition irrelevant by reconstructing market boundaries to focus on underserved customers. It outlines tools for Blue Ocean Strategy including the strategy canvas and four action framework of eliminate, reduce, raise and create. It also discusses six principles for formulating and executing Blue Ocean Strategy, such as overcoming organizational hurdles and building execution into the strategy.
Blue Ocean Strategy (BOS)
The document discusses the concepts and analytical tools of Blue Ocean Strategy (BOS), which focuses on creating new market space and making competition irrelevant. It covers reconstructing market boundaries, focusing on the big picture rather than existing demand, getting the strategic sequence right, and overcoming organizational hurdles to execution. Tools for formulation include the strategy canvas, four actions framework, and buyer utility map to help visualize new strategies that create blue oceans.
Blue ocean strategy report
The document discusses the concepts of blue ocean strategy from the book by W. Chan Kim and Renee Mauborgne. It provides details on:
1. The difference between red ocean and blue ocean strategies, where red oceans refer to competing in existing markets and blue oceans create new market space.
2. The core principles of blue ocean strategy including reconstructing market boundaries, reaching beyond existing demand, and getting the strategic sequence right by focusing on value innovation first.
3. An example of a double degree MBA-JD program between De La Salle University and Far Eastern University that created a new blue ocean by eliminating unnecessary subjects and reducing time/costs to complete both degrees.
Blue Ocean Strategy
The document summarizes the key concepts from the book Blue Ocean Strategy, which discusses how companies can create new market space and make competition irrelevant. It outlines the difference between red and blue ocean strategies, and tools like the strategy canvas and four action framework. Examples are given of companies like Cirque du Soleil and Southwest Airlines that created blue oceans. Principles for formulating a blue ocean strategy include reconstructing market boundaries and focusing on the big picture rather than numbers. Overcoming organizational hurdles is important for execution.
Blue ocean strategy by shubham
This document provides an overview of the key concepts and analytical tools of the Blue Ocean Strategy (BOS). It discusses how BOS aims to create new market space by focusing on differentiation and low costs. The three main analytical tools of BOS are described as value innovation, strategy canvas, and four action framework. Value innovation emphasizes driving value up for customers while reducing costs. The strategy canvas is used to map the current industry landscape and a company's strategic profile. The four action framework provides questions to help reduce, create, raise or eliminate factors to shift to a new strategic profile and open up blue ocean opportunities.
Blue Ocean Strategy
Blue ocean strategy is a concept developed by W. Chan Kim and Renée Mauborgne that involves creating new market space and breaking away from competition. It is based on a decade of research on over 150 strategic moves spanning 30 industries. The goal is not to outperform competitors but to make them irrelevant by creating new demand in uncontested market space. Key aspects include focus, divergence from competitors, compelling taglines, and tools and frameworks to systematically create blue oceans. Examples include Canon creating the desktop copier market by targeting individual users instead of corporate purchasers.
Similar to Blue Ocean Strategy (20)
Blue Ocean Strategy
- 2. Competition
- 3. Red Oceans Blue Oceans
- 7. The reason for appearance Blue Oceans
- 10. Accelerated commoditization of products and services
- 13. Brands are becoming more similar
- 14. BOS Logic: The Core Principles
- 16. Reach beyond existing demand
- 17. Get the Strategic Sequence right Rethink YES YES YES YES NO NO NO NO
- 18. The case of Accor's Formule 1
- 19. The value curve of Formule 1 in the French Low Budget Hotel Industry
- 20. Thank You Raj Kumar V.