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Date
25Mar '13

十年飞跃,逐梦蓝海 AOC 2013年渠道大会扬帆起航 (General Meeting of AOC in 2013- Getting into the Blue Ocean)

佚名 
PC Online,China

During the last general meeting of the leaders of AOC in China to review the company's performance and future planning, the "Blue Ocean Project" was launched. Blue ocean strategy will be applied to branding, product development, and distribution channels. AOC will focus specifically on applying blue ocean strategy to its new brand Luvia.
25Mar '13

Joining Forces to Combat Crime

The Sun Daily,Malaysia

The police are going all out to further reduce crime through their joint operation with other agencies, which has proved successful, said Inspector-General of Police Tan Sri Ismail Omar. Ismail said the new initiatives under the National Blue Ocean Strategy include deployment of more policemen in the force’s motorcycle surveillance unit, with focus on preventing crimes at identified hotspots and residential areas nationwide.
25Mar '13

RTC Sasar Jualan RM300 Juta (RTC RM300 Million Sales Target)

Sinar Harian,Malaysia

Fama menyasarkan RM300 juta jualan bagi dua Pusat Transformasi Luar Bandar (RTC) di Perak dan Kota Bharu tahun ini.  “Saya yakin dengan kerjasama dalam Strategi Lautan Biru Kebangsaan antara pihak kerajaan dan swasta akan memberi impak kepada usahawan kecil dan sederhana untuk terus maju,” katanya Pengerusi Fama, Tan Sri Badruddin Amiruldin. ...
25Mar '13

NBOS Effective In PDRM-ATM Lahad Datu Intrusion – Khalid

Bernama,Malaysia

The effectiveness of the National Blue Ocean Strategy (NBOS) program involving the Royal Malaysian Police (PDRM) and Armed Forces (ATM) was apparent throughout the Lahad Datu joint security forces offensive, said Deputy Inspector-General of Police Tan Sri Khalid Abu Bakar. Khalid said, if the NBOS, which is focused on creativity and innovation, were to be continued, it would enable the police and army to effectively resist any future attempt by undesirable elements to undermine the country’s sovereignty.
25Mar '13

Wealth Manager Mansmith Mentors: Learn then Compete and Grow

Mansmith,Philippines

A multinational vegetable seed company had difficulty growing because of their market dominance. After applying blue ocean strategy they were able to discover new market space and add another dimension to their existing business-to-business operation. The company focused on a business-to-customer campaign which approached school children and taught them the practical skills of planting vegetables in schools. The areas where the program was implemented experienced high double-digit percentage increases in sales.
25Mar '13

Getting Crazy Ideas Off the Ground

HBR Blog Network,United States

Samsung Electronics' Value Innovation Program (VIP) Center and P&G's Corporate Innovation Fund (CIF) are presented as programs essential to the cultivation of innovative ideas outside the scope of traditional departments within large organizations. The VIP Center, inspired by blue ocean strategy, has been credited with successful products such as Samsung's Bordeaux TV, instrumental in making Samsung a category leader. 
25Mar '13

From Crisis to Sustenance: Blue Ocean Strategy – Challenging the Conventional Wisdom

Wijesiri, L.
Daily Mirror,Sri Lanka

The second installment in a series of articles dedicated to blue ocean strategy. In this post the author discusses the strategy canvas and four actions framework tools and applies them to Apple’s iPad.
26Mar '13

Objektif Strategi Lautan Biru Terserlah di Lahad Datu (Blue Ocean Strategy Objectives Exhibited In Lahad…

The Borneo Post,Malaysia

The effectiveness of the National Blue Ocean Strategy (NBOS) program involving the Royal Malaysian Police (PDRM) and Armed Forces (ATM) was obvious throughout the Lahad Datu joint security forces offensive, said Deputy Inspector-General of Police Tan Sri Khalid Abu Bakar. Khalid said that continuing with the creativity and innovation of the NBOS would enable the police and army to effectively resist any future attempt to undermine the country’s sovereignty.
26Mar '13

Pengguna Perlu Tahu Hak Mereka (Consumers Need to Know Their Rights)

Harian Metro,Malaysia

... Tambah menarik apabila kerajaan dengan kerjasama National Blue Ocean Strategy 6 (NBOS6) memperkenalkan Integrasi Rakan Dagang Kad Diskaun di mana pemberian potongan harga, diskaun ke atas barangan dan perkhidmatan yang ditawarkan kepada pemegang kad diskaun boleh dinikmati antaranya oleh pelajar, orang kelainan upaya (OKU), pesara kerajaan dan bekas tentera. ...
26Mar '13

PDRM Mobilizes ‘Civil Policing’

Utusan Malaysia,Malaysia

Announcing the report card for the Government Transformation Programme (GTP) the Prime Minister of Malaysia, Datuk Seri Najib Tun Razak, addressed the issue of crime rate in the country. The general crime rate had gone down 27 per cent in the period between 2009 and 2012. A number of initiatives under National Blue Ocean Strategy that focus on civil policing, such as the Amanita program, have contributed to the drop in the crime rate.
26Mar '13

Why It Pays to Create Your Own Market

Business 2 Community,United States

In his new book, The Entrepreneur Mind: 100 Essential Beliefs, Characteristics, and Habits of Elite Entrepreneurs, Kevin D. Johnston discusses why entrepreneurs should create their own blue oceans.
27Mar '13

礼品行业的蓝海策略在哪?在创新营销 (What is the Blue Ocean Strategy for Gift Market? Innovative Marketing)

CECCEN,China

The high level of competition in the gift market in China is forcing companies to innovate. The article recommends applying blue ocean strategy to find uncontested market space and breakaway from fierce competition.
27Mar '13

生活形态营销:为产品打开“蓝海” (Discover the “Blue Ocean”)

HC360.com ,China

… 从以上三个阶段来看,前二个阶段往往容易引发跟风、追随和模仿,说白了就是一块血腥竞争的“红海“,而后者是当今需要重新认识的蓝海领域。其实,真正的蓝海战略应该包括两个方面的内涵:一是对企业外部包括产品、客户、服务等的协调;二是对企业内部包括业务组合、业务过程以及组织结构的协调。...
27Mar '13

APMM Jalin Kerjasama Kawal Industri Carigali Minyak (APMM to Control Corporation with the Oil Exploration…

Kosmo,Malaysia

Langkawi - Maritim Malaysia (APMM) akan merangka Strategi Laut Biru dengan syarikat carigali minyak negara, Petronas untuk mengawasi kawasan pelantar minyaknya. ...
28Mar '13

How to Do a “Blue Ocean Strategy?”: Step 3

Executive Street,United States

The third installment of a series of blog posts that explain how to apply blue ocean strategy in practice. In this post the Buyer Utility Map and its six utility levers are explained in detail.
29Mar '13

梁邦昌:白酒业几年后将迎健康发展期 (Liang Bangchang: the Liquor Market to Welcome Healthy Development in a Few Years Time)

王文举
Alibaba,China

The liquor market is a red ocean of competition due to over-development. Former president of the China Liquor Organization, Liang Bangchang, suggests that the industry should adopt blue ocean strategy with an emphasis on innovation and differentiation.
29Mar '13

Inside Sales Jobs and Career Demand Up 54%: But Most Leverage Comes with Dialer Software…

Krogue, K.
Forbes,United States

The article reports on the latest research in metrics and compensation for B2B technology companies. The author describes his company, InsideSales.com, as belonging to the 'blue ocean' category, where there are no competitors. 
12Mar '13

职场如海 为你谋划“海洋战略” (Plan Your “Blue Ocean Strategy” in Work Place)

YLXW,China

This article considers how to create a blue ocean work place. Knowledge, vision, willingness to take risks and self improvement are the key points identified for employees to implement blue ocean strategy.
01Dec '09

Editor’s Comments: Creating Blue Oceans of Thought Via Highly Citable Articles

MIS Quarterly

Theme: Employment of blue ocean strategy concepts to explain the acceptance process for publication of scholarly papers in top journals.

Summary: The Editor-in-Chief of Management Information Systems (MIS) Quarterly describes how blue ocean strategy can be used to explain which scholarly papers are accepted for publication in top journals. He argues that one of the major factors determining whether a paper is accepted is whether it explores “intellectual blue oceans.” This editorial sets out to answer two questions. First, is it possible to immediately identify a blue ocean paper? Must it contain Einstein-caliber revolutionary thought or can a less profound intellectual innovation still be categorized a blue ocean? Citing two example papers which have both been accepted for publication, the author describes what constitutes an intellectual blue ocean in information systems literature.

Reference: Straub, Detmar W. “Creating Blue Oceans of Thought via Highly Citable Articles.” MIS Quarterly 33 (December 2009): iii-vii.
05Aug '07

Designing the Value Curve for Your Next Innovation

Proceedings of PICMET 2007 Conference

Theme: Incorporating financial implications of value factors on a strategy canvas for creating blue ocean strategy.

Summary: This paper presents a method to help designers remain aware of the financial implications of their decisions as they attempt to value innovate and create a blue ocean strategy. The author suggests that the effective cost of a value innovation can be calculated by first finding the unit cost increase for raised and created factors, and the cost savings for those factors that are reduced and eliminated. The budget required for the new offering is then calculated as the difference in the increased cost and the total savings. Whereas normally a designer would not have noticed the need for additional budget, the author suggests that incorporating these financial implications on a strategy canvas provides immediate visual feedback, encouraging designers to make more realistic decisions. The author shows that a number of techniques can be used for allocating budget to the factors being manipulated, for example, prioritizing allocation based on assigned weights to the various value factors. The author illustrates the effectiveness of the model by applying it to the example of hotel chain Formule 1’s blue ocean strategy.

Reference: Narasimhalu, Arcot Desai. “Designing the Value Curve for Your Next Innovation.” In Proceedings of PICMET 2007 Conference. Portland, August 5–9, 2007.
05Sep '07

A Decision-Analytic Approach to Blue Ocean Strategy Development

The Annual International Conference of the German Operations Research Society

Theme: Quantification of the strategy canvas for ex-ante strategy development and selection.

Summary: The authors challenge Porter’s argument that ‘differentiation is usually costly’ and argue that even though this view on the trade-off between differentiation and cost leadership is taken for granted in most of the literature on business strategy, it essentially fails to acknowledge that firms can differentiate their product in one aspect while simultaneously reducing costs in another. The authors argue that strategy selection should not be a one-dimensional either/or decision between the generic differentiation and low cost strategies, but should instead be approached as a multi-attribute decision problem. The authors suggest that blue ocean strategy offers an innovative approach to strategy development along these lines and note that blue ocean strategy’s central tool, the strategy canvas, is useful for visual depiction and comparison of differentiation among industry competitors. They argue that since the weights that customers attach to different product attributes depend on the consumer group that makes up the market, the perception of value can be influenced by shifting the market focus to other potential customers (which Blue Ocean Strategy‘s authors call noncustomers) who not only place different weights on same attributes, but may also value completely different factors. They suggest employing a multi-attribute decision analytic approach to address the strategy development and selection process. The authors propose interpreting the strategy canvas as a quantitative assessment of strategy profiles and show that this will help managers objectively evaluate strategy alternatives, develop and derive the optimal strategy ex-ante, and will also enable them to assess the market potential of different buyer groups. They also suggest that any uncertainties introduced in this process by subjective valuation and scoring methods can be minimized by using sensitivity analysis to test the robustness of a firm’s decision.

Reference: Raith, Matthias G., T. Staak, and H. M. Wilker.“A Decision-Analytic Approach to Blue Ocean Strategy Development.” Paper presented at the Annual International Conference of the German Operations Research Society (GOR). Saarbrücken, September 5–7, 2007.
01May '08

Innovation in Medical Education: How Linköping Created a Blue Ocean for Medical Education in Sweden

Medical Teacher

Theme: Blue ocean strategy applied to analyzing  Linköping Health University for medical education in Sweden.

Summary: The authors note that it is a common practice among managers to translate ideas from one sector to another. Drawing from the field of strategic management, they suggest employing the blue ocean strategy frameworks to understand the dynamics of innovation and success in the field of medical education. They analyze the case of Linköping Health University in Sweden using blue ocean strategy principles, tools and frameworks to show how Linköping was able to break boundaries and create a divergent offering by eliminating, reducing, raising, and creating different components of the curricula. They suggest that a strategy canvas can be combined with the SPICES (Student-centered, Problem-based, Integrated, Community-based, Elective-dominant, Systematic) model for medical education to graphically illustrate the difference between traditional and innovative medical schools. The authors show that Linköping leaders were able to turn the threat of closure into an opportunity by reconstructing market boundaries, and that the success of this model can be replicated.

Reference: Savage, C., and M. Brommels. “Innovation in Medical Education: How Linköping Created a Blue Ocean for Medical Education in Sweden.” Medical Teacher 30 (2008): 501–507.
01Jan '09

Using a Value Creation Compass to Discover “Blue Oceans”

Strategy & Leadership

Theme: Theoretical argument for using ‘value creation logics’ to facilitate creating blue oceans, as illustrated through an analysis of a leading German toy manufacturer.

Summary: The authors argue that companies in the mature/decline phase of the product life cycle suffering from declining revenues and decreasing customer loyalty typically attempt to increase their bottom line by increasing marketing and branding efforts while cutting costs and trying to dodge price wars. These value renovations rarely result in success, as competitors attempt the same moves. The authors suggest that instead of focusing on beating rivals, companies can grow and enhance performance by applying blue ocean strategy. However, they note, applying blue ocean strategy entails the difficult task of redefining the offering and creating new buyer value. This paper attempts to offer a new tool for managers to facilitate uncovering attributes of buyer differentiation to create blue oceans. The authors draw upon their experience in value creation to suggest that companies can utilize three distinct logical orientations  called  ‘value creation logics’ to create new value. These include industrial efficiency logic, knowledge-intensive logic and the network logic.  They propose firms can create differentiation by increasing user connectivity through network services logic or enhancing the offering's fit with the user’s needs through knowledge-intensive logic. Additionally, companies can lower costs by pursuing industrial efficiency logic. The authors argue that by combining these three logical orientations, managers can offer innovative bundles of  attributes in their offerings that simultaneously achieve differentiation and low cost. The authors illustrate their arguments using the case of Gund Teddy Bears, a leading German toy manufacturer.

Reference: Sheehan, Norman T., and G. Vaidyanathan. "Using a Value Creation Compass to Discover “Blue Oceans”. Strategy & Leadership 37 (2009): 13-20.
01Mar '09

Analysis of the Use of Blue Ocean Strategy: Case Study Analysis on 14 Different Agencies

Integration & Dissemination

Theme: Empirical evidence on the operationalization of blue ocean strategy.

Summary: The authors attempt to gather empirical evidence on the operationalization of blue ocean strategy from companies that declare to have either implemented blue ocean strategy or are in the midst of applying blue ocean strategy principles. Blue ocean strategy-related activities in the sample companies are analyzed for three characteristics: the nature of the analysis that the companies performed, the experience that they went through in applying blue ocean principles, and the effectiveness of the principles they employed. An initial exploratory analysis is reported on 14 companies who agreed to participate by sharing the blue ocean principles they had applied. Qualitative analysis indicates that while the entities involved were quite diversified, their strategic actions with regard to the Eliminate-Reduce-Raise-Create Grid components had similarities. For example, the focus of elimination and reduction actions was on cost components, followed by activities that did not produce good returns. Customer satisfaction-related components and provision of new offerings are the most frequently reported raising and creating actions. This paper reports on initial findings of this work-in-progress research project.

Reference: Zainal Abidin Mohamed. “Analysis of the Use of Blue Ocean Strategy: Case Study Analysis on 14 Different Agencies.” Integration & Dissemination 4 (March 2009): 28-34.
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