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
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BLUE OCEAN STRATEGY SIMULATION ROUND BLUE-1 DEBRIEF RESULTS Theory by W. CHAN KIM & RENEE MAUBORGNE Design and Development by YOUR BLUE OCEAN OFFERINGS 18/11/2013 © STRATX 2 YOUR BLUE OCEAN OFFERINGS What is your Blue Ocean offering? Which customers you target (Path 1‚ 3‚ 5 or combination of 1 and 5) How did you come up with offering? What factors you decided to eliminate‚ reduce‚ raise and create and why? 18/11/2013 © STRATX 3 TO-BE STRATEGY CANVAS – TEAM ALBATROSS What was your
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and core competencies. The first part will be concluded by a series of recommendation discussed during the group presentation provided in class The second part of the report will focus on the strategy developed and used by Cirque du Soleil in order to reach the success. This strategy called Blue Ocean strategy will be in a first part detailed to the Cirque Case and then we will see in a second part where this concept can be applicable or if it was already applied and by which industry. A bibliography
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Surabhi Settikere (A9); @02885512 Pros and Cons of Blue Ocean Strategy Blue ocean strategy makes the competition irrelevant by creating a new market space where there is no competitions. There are many pros and cons of this strategy- the main and considerable advantage of this strategy is the first mover benefit in terms of market penetration where the companies see no competition and hence these companies become the king of the market. These companies never use competition as the benchmark
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LEONEE A. VILUAN BSMA - 4 RED OCEAN STRATEGY The red ocean represents the existing market space. Companies in red oceans most often pursuecompetitive-based strategies‚ aiming to get a bigger share of the market from their competitors - thus the bloody competition - red ocean metaphor. This approach is called the structuralist view of strategy‚ meaning that companies adapt their behavior (strategy) to the existing industry ’s conditions. However‚ this approach is limited. Due to globalization
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2. On Competition – The Five Forces & The Blue Ocean a. We have said that competition forces society to be better by providing superior value. Identify and discuss your team company’s competitive advantage and core competency – in essence‚ the magic sauce that makes the company stay in the game. Generally‚ competitive advantage is defined as an advantage that a company has over its rivals‚ allowing it to generate greater sales or margins and sustain more consumers than
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Chapter-5: Reach Beyond Existing Demand How do you maximize the size of the blue ocean you are creating? This chapter provides a guide to reaching beyond existing demand‚ encouraging companies to challenge the conventional strategy practices of focusing on existing customers and finer segmentation to accommodate buyer differences. Instead of concentrating on customers‚ companies need to look to noncustomers and build on powerful commonalities in what buyer’s value in order to unlock new markets
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generic strategies for achieving above average performance in an industry: cost leadership‚ differentiation‚ and focus. In cost leadership‚ a firm sets out to become the low cost producer in its industry for a given level of quality. The firms sells its products either at average industry prices to earn a profit higher than that of rivals‚ or below the average industry prices to gain market share. The cost leadership strategy usually targets a broad market In a differentiation strategy a firm
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1. Ethical behaviour (20 marks) a. Discuss ethical issues that impact on Cirque du Soleil as an organisation. Your discussion must consider at least TWO conflicting viewpoints on ethical behaviour. The Organisational structure of Cirque du Soleil is based on recognizing the value of the performers. The artists are recognised as representing the value of the Company. They ensure that the organizations values are reflected in all its business and management decisions. Cirque
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------------------------------------------------- After 3 years of assembling‚ Zuo was dissatisfied with the approach as it was not easy to get parts from manufacturers as they were mainly responsive to large scale SOEs. He used to use his network and sometimes “red envelopes” to get the parts. With
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