By W. Chan Kim
Blue Ocean Strategy provides a scientific method of making the contest inappropriate and descriptions ideas and instruments any association can use to create and seize their very own blue oceans. This increased version includes:
a brand new preface by way of the authors: aid! My Ocean is popping Red
Updates on all situations and examples within the publication, bringing their tales as much as the current time
new chapters and an accelerated 3rd oneAlignment, Renewal, and crimson Ocean Trapsthat tackle the main urgent questions readers have requested over the last 10 years
A landmark paintings that upends conventional pondering procedure, this bestselling ebook charts a daring new route to profitable the longer term. think of this your advisor to making uncontested industry spaceand making the contest irrelevant.
Read Online or Download Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant PDF
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Additional info for Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant
Example text
Red oceans will always matter and will always be a fact of business life. 2 Companies need to go beyond competing. To seize new profit and growth opportunities, they also need to create blue oceans. Unfortunately, blue oceans are largely uncharted. 3 The result has been a fairly good understanding of how to compete skillfully in red waters, from analyzing the underlying economic structure of an existing industry, to choosing a strategic position of low cost or differentiation or focus, to benchmarking the competition.
21 In contrast, those that seek to create blue oceans pursue differentiation and low cost simultaneously. Let’s return to the example of Cirque du Soleil. Pursuing differentiation and low cost simultaneously lies at the heart of the entertainment experience it created. At the time of its debut, other circuses focused on benchmarking one another and maximizing their share of already shrinking demand by tweaking traditional circus acts. This included trying to secure more famous clowns and lion tamers, a strategy that raised circuses’ cost structure without substantially altering the circus experience.
In conducting our research, we closely examined the relevant business players in each event. Industries ranged from hotels, the cinema, retail, airlines, energy, computers, broadcasting, and construction to automobiles and steel. We analyzed not only winning business players who created blue oceans but also their less successful competitors. Both within a given strategic move and across strategic moves, we searched for convergence among the group that created blue oceans and within less successful players caught in the red ocean.