BU.450.710.52 – Tesla’s Blue Ocean Strategy – Page 1 TESLA: A BLUE OCEAN MARKETING STRATEGY Matthew Gazda‚ Vanessa Granville‚ and Ryan Schupp Marketing Strategy BU.450.710.52 Johns Hopkins University May 8‚ 2014 BU.450.710.52 – Tesla’s Blue Ocean Strategy – Page 2 Executive Summary Tesla is an innovative electric car manufacturer that intends to overturn the current gaspowered vehicle industry. CEO Elon Musk has masterminded a product that will compete
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Blue Ocean Strategy Stephanie Copenhaver MKT/421 December 15‚ 2014 Fritz Beiermeister Blue Ocean Strategy What is Blue Ocean strategy and the importance of it? Blue Ocean Strategy is the creation of a new product that is not used in the market and there will be no competitors for this product. By having no competition in this market place it will help decrease the company’s costs but will give the company new customers so the value will go up. It is a theory that was created by INSEAD professors
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It is important‚ as a part of any companies’ Blue Ocean Strategy‚ to explore the three tiers of non-customers‚ the buyers’ utility map and experience cycle‚ and uncover the blocks to buyers’ utility. As companies explore the three tiers of their non-customers they may be able to uncover an untapped potential for customers. The three tiers of non-customers identifies what customers are not purchasing a product or service you offer‚ as well as why they may not be part of your current consumer group
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Blue Ocean Strategy Plan MKT/421 Introduction In today’s competitive market where companies attempt to outperform one another by creating a brand new product or adjusting an existing product in attempts to appeal to a larger customer base are referred to as a Blue and Red Ocean strategy plans; “Red Oceans represent industries in existence today‚ and the industry boundaries are defined‚ accepted‚ and the competitive rules of the game are understood. Blue oceans denote all the industries
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Blue Ocean Strategy Paper Karina Visloukh Marketing/421 April 13‚ 2015 Creig Foster Blue Ocean Strategy Paper The Blue Ocean Strategy In blue ocean strategy the demand is created instead of fought over. The rules are not is well defined and the opportunity for the profitable growth exists. The competition is made irrelevant. The blue ocean strategy breaks the value-cost trade off. Value innovation is the cornerstone of the blue ocean strategy. Value innovation is innovation is more than innovation
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McDonald’s using Blue Ocean Strategy McDonald’s is using Blue Ocean Strategy (BOS). Blue Ocean Strategy states that an organization can produce higher growth and profits by creating new demand in an uncontested market space than by competing head-to-head with other suppliers for known customers in an existing industry. First‚ McDonald’s is using the value innovation concept of BOS. By this‚ McDonald’s believe that product/service differentiation and lower cost are achievable simultaneously. The
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Outline the main components of Kim and Mauborgne’s (2004) concept of ‘Blue Ocean Strategy’. Critically assess the strengths and limitations of this approach to pursuing competitive advantage. Use relevant examples to support your argument. Introduction In the contemporary hostile business environment‚ innovation has become part of any company’s paramount strategy for continuous survival. Nokia‚ despite being the world’s largest mobile phone manufacturer having a large customer base‚ realized how
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Blue Ocean Strategy : Ipad and Kindle Fire This analyzes why Ipad and Kindle Fire are Blue Ocean products as oppose to Red Ocean products. Apple achieved a value innovation with Ipad‚ which led to the creation of a new market space. Apple drew the boundaries of the space by educating the customers on its usability. Amazon with its recently launched Kindle Fire targeted non-Ipad users and defined its own space by designing Kindle Fire as a media consumption device with salient features empowered
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Markides‚ 2008). Kim and Mauborgne (2004) and Porter (1996) in their studies articulate the strategy as the process
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- Who is Tony Fernandes? Malaysian entrepreneur and the founder of Tune Air Sdn.Bhd. Introduced the first budget no frills airline‚ AirAsia‚ to Malaysians with the tagline “Now everyone can fly” Why we chose him? Flying to over 65 destinations in more than 20 different countries. Their revenues have tripled since 2007 taking in 3‚948 million Malaysian Ringgit in 2010. Built a work force and corporate structure that would reflect his own personality Leadership
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