Blue Ocean Strategy

 Blue Marine Strategy Composition

Contending in overcrowded industries is no way to sustain high end. The real prospect is to generate blue seas of easy market space.

Blue Water Strategy

by simply W. Chan Kim and RenГ©e Mauborgne

Included with this full-text Harvard Business Review article: 75 Article Summary The Idea in Brief—the key idea The concept in Practice—putting the idea to work 71 Blue Water Strategy 80 Further Studying A list of related materials, with annotations to steer further hunt for the article's ideas and applications

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Green Ocean Strategy

The Idea basically

The best way to drive profitable growth? Stop contending in overloaded industries. In those crimson oceans, corporations try to outshine rivals to grab bigger pieces of existing demand. While the space gets increasingly packed, profit and growth potential customers shrink. Goods become commoditized. Ever-more-intense competition turns the bloody. How to avoid the mix? Kim and Mauborgne suggest creating blue oceans— uncontested market areas where the competition is unimportant. In green oceans, you invent and capture new demand, therefore you offer customers a leap in benefit while also streamlining the costs. Benefits? Handsome earnings, speedy growth—and brand equity that lasts for decades while rivals scramble to cope up. Consider Cirque du Soleil—which invented a brand new industry that combined elements from classic circus with elements sucked from sophisticated movie theater. In just twenty years, Cirque raked in profits that Ringling Bros. and Barnum & Bailey—the world's leading circus—needed more than a century to get.

The Idea used

How to start creating green oceans? Kim and Mauborgne offer these suggestions: UNDERSTAND THE LOGIC IN BACK OF BLUE SEA STRATEGY The logic in back of blue marine strategy can be counterintuitive: • It's not really about technology innovation. Green oceans seldom result from technological innovation. Often , the underlying technology already exists—and blue water creators link it to what buyers benefit. Compaq, for example , used existing technologies to produce its ProSignia server, which in turn gave potential buyers twice the file and print capacity of the minicomputer at a third the price. • You don't have to enterprise into distant waters to create blue seas. Most green oceans are made from within, not really beyond, the red seas of existing industries. Incumbents often generate blue oceans within their key businesses. Consider the megaplexes introduced by simply AMC—an set up player in the movie-theater industry. Megaplexes presented moviegoers spectacular viewing experience in stadium-size theater complexes at lower costs to movie theater owners. APPLY BLUE SEA STRATEGIC Ways to apply blue ocean tactical moves: • Never utilize the competition being a benchmark. Rather, make the competition irrelevant by creating a leap in worth for both equally yourself along with your customers. Honda did this kind of with the Unit T. Ford could have attempted besting stylish, customized autos that prosperous people bought for weekend jaunts inside the countryside. Rather, it provided a car intended for everyday use that was far more affordable, durable, and easy to use and fix than rivals' offerings. Model T sales grown, and Ford's market share surged from 9% in 1908 to 61% in 1921. • Reduce your costs while also supplying customers more quality. Cirque ni Soleil omitted costly portions of traditional festival, such as creature acts and aisle concessions. Its reduced cost structure allowed it to provide sophisticated factors from theatre that become a huge hit to adult audiences— including themes, original scores, and enchanting models, all of which modify year to year. Additional value attracted adults who not attended a circus for years and enticed these to come back more frequently— thereby increasing profits. By offering the best of festival and movie theater, Cirque developed market space that, confirmed, has no name—and no equates to.