advise them on the possibility of changing the strategy of their company. In particular‚ they are keen to redesign their strategy along the lines of the much publicized blue ocean strategy and to shift from the red ocean in which they are currently competing. * Analyze industry competition and the implications of the red ocean strategy for the company. * Critically discuss the ways in which the company could challenge their respective industry paradigm to offer a unique set of offerings
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The Execution of a Blue Ocean Strategy American Military University Professor Alex Lazo Table of Contents Abstract……………………………………………………………………………………………3 Value Innovation…………………………………………………………………………………..3 Reconstructing Market Boundaries (Six Path Framework)……………………………………….3 Four Actions Framework…………………………………………………………………………4 Canvas Strategy…………………………………………………………………………………...5 Three Tiers of Noncustomers……………………………………………………………………. 6 Blue Ocean Strategy Sequence……………………………………………………………………6
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makes history. 36 Blue ocean vs Red Ocean The most efficient way to maximize the profits‚ a company needs to build an uncontested market space that makes the competition irrelevant. In 2004‚ Kim and Mauborgne published their study‚ where they analyzed 150 companies from 30 different industries over the time span of 100 years (Kim & Mauborgne‚ 2005). They named two type of different markets called Blue Ocean and Red Ocean. According to their report‚ only the companies in Blue Ocean has succeeded to
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Developing a conceptual model for formulating and operationalizing Blue Ocean Strategies for Indian Companies Research Project Synopsis ATUL KUMAR 11A INDIAN INSTITUTE OF FOREIGN TRADE Contents 1.0 Introduction ................................................................................................. 1 2.0 Literature review.......................................................................................... 2 2.1 Defining strategy .........................................
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Product‚ Pricing‚ and Channels Paper MKT/421 - Marketing Blue Ocean Strategy Description of Blue Ocean strategy and its Importance The Blue Ocean Strategy is derived from the book “Blue Ocean Strategy” by W. Chan Kim and Renee Mauborgne. The book is based on a study of 150 strategic moves made by companies in 30 industries over 100 plus years. Per the book‚ the term blue ocean means untouched market space that makes competition none existent in a known industry. The term describes how ideal
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Chapter 5 Techniques and Tools of Evaluation Tools and techniques are required to gather information. These should be valid‚ reliable and usable. Interpretation of gathered information needs to be given in numerical scores‚ grades as well as in qualitative terms. Judgement should be made not just on scholastic aspects but also on co-scholastic aspects which depend to a large extent on the learning ambience and learning culture of an institution. As far as interpretation is concerned‚ attainment
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it adds little value in explaining to route so success. 2. most fundamental assumption of the Blue Ocean theory is that industry’s conditions can be shaped by a firm’s efforts. The red ocean describes a situation where existing industry rules are readily formed‚ static and cannot be changed. While the possible occurrence of a blue ocean encourages the creativity and learning‚ the red ocean claims that learning is ineffective in such situation. The assumptions behind the two are therefore not
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TOOLS AND TECHNIQUES IN PUBLIC RELATIONS INDEX 1. TOOLS IN PUBLIC RELATIONS 2. PUBLICITY MEDIA 3. TYPES OF PUBLICITY 4. OTHER FORMS OF PUBLICITY 5. TECHNIQUES USED TO SOLVE PR PROBLEMS 6. PR PROCESS 7. ISSUE MANAGEMENT SYSTEM (New Jersey Physicians case) 8. CRISIS MANAGEMENT SYSTEM ( Mattel‚ Pepsi‚ Bhopal Gas Tragedy and Exxon case) 9. MODELS IN PR : Open System‚ Cybernetics and Roles of PR. Tools in Public Relations Publicity is the deliberate attempt to manage
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Blue Ocean Strategy A Case Study on Salesforce.com Presented by : Ashley Molina Niranjan Zende Siddharth Kumar Zain Yusuf What is a Blue Ocean ??? Blue ocean is nothing but an analogy to describe the wider‚ deeper potential of a market space that is yet to be explored. They may be termed as industries which are • non-existent today • Untainted by Competition • Demand is created and not fought over • Growth is profitable and rapid • Competition is made irrelevant The theory is in direct opposition
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as the indicator of change. But how can we measure attitudes toward the environment? Could we use a questionnaire? Might personal interviews be appropriate? What other methods could we use? Just as a carpenter has many tools in his toolbox‚ evaluators also must have numerous tools at their disposal. The carpenter may have a saw‚ hammer‚ chisel‚ square‚ and drill. An evaluator’s toolbox may contain questionnaires‚ interviews‚ focus groups‚ and observation. Evaluators select the method best suited
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