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Diario Financiero, November 21, 2009In this article, INSEAD Professor Michael Shiel explains that Chile has all the elements to create a blue ocean and become the 'India of South America'. Professor Shiel recommends focusing on industries where distance is not important and investing in education and infrastructure to attract foreign investment. Havard Business Review, September 1, 2009This article argues that there are two types of strategy: structuralist strategies that assume that the operating environment is given and reconstructionist strategies that seek to shape the environment. In choosing which of the two is most appropriate for your organization, you need to consider environmental attractiveness, the capabilities and resources you can call on, and whether your organization has a strategic orientation for competing or for innovating. Whichever type of strategy is chosen, success will depend on creating an aligned set of strategy propositions targeted at three different sets of stakeholders: buyers, shareholders, and the people working for or with the organization. Where the approaches diverge is in the nature of their proper alignment. Structuralist strategies require that the three propositions ― the value, the profit, and the people propositions ― focus on delivering either low cost or differentiation. Reconstructionist strategy propositions aim to deliver both. Capital Market Insurance, September 24, 2009This article discusses how Max New York Life Insurance Company Limited has revolutionized the way insurance is procured, sold and served through its new and innovative business concept called "Max Vijay". This new concept described as a Blue Ocean business model is specially designed for society's underprivileged to help them meet the challenges of unpredictability in life and income flow. Erasmus Research Institute of Management (ERIM) , May 29, 2009In this academic article, Andrew Burke, Andre van Stel, and Roy Thurik from Cranfield business school in the UK, Erasmus University Rotterdam, and the University of Amsterdam bring statistical evidence to the debate about the relevance of blue ocean strategy versus competitive strategy. Their analysis of data concerning the Dutch retail industry from 1980 to 2000 finds that blue ocean and competitive strategy are complementary, and managers do not face a discrete either/or decision between each strategy. Additionally, their research indicates that blue ocean strategy prevailed as a dominant long term viable strategy. Forbes India, October 8, 2009In this Q&A, blue ocean strategy's continued relevance in the face of the economic crisis is discussed. This includes a detailed overview of tipping point leadership and its benefits in bringing about fundamental change quickly and with limited resources, and a discussion on how this is especially important during tough economic conditions. The Q&A concludes with how to overcome the four key organizational hurdles that a business leader is likely to face. The Advocate, October 4, 2009In this article, Stephen Moret, Louisiana's economic development secretary, explains how the state is helping existing companies to expand and find their own blue ocean opportunities. Moret says that blue ocean strategy will set the state apart and bring it closer to new markets, which are not fully exploited by other states. The aim is to create high growth opportunities and create new jobs in fields such as nuclear energy manufacturing, digital interactive media and advanced manufacturing. Berner Zeitung, September 1, 2009In this article, Peter Blosch, CEO of Blosch GmbH describes blue ocean strategy as his company's philosophy and has applied it successfully to devise an innovative electroplating technique. The company has gone from a small family-owned business to one of the world's leading companies in the electroplating sector. First, this new technique was applied to the Swiss clock industry and now it is widely used in medical technology, telecommunications and aerospace industries. New Straits Times, October 23, 2009The Malaysian state of Sabah is encouraged to apply blue ocean strategy. Sabah has rich natural resources and is home to the third largest rainforest in the world. By promoting its vast natural resources and conserving the rainforest Sabah could attract tourism by becoming a garden for the world' and thereby create economic growth and prosperity. Trademarks | © Kim & Mauborgne, 2009 |