The Execution of a Blue Ocean Strategy
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
Hurdles of Executing Blue Ocean Strategy……………………………………………………….7
Sustainment in the Blue Ocean……………………………………………………………………8
References…………………………………………………………………………………………9
Abstract
The purpose of this paper was to create a blue ocean strategy plan, by accessing the six principles of Blue Ocean Strategy. This assessment included a thorough analysis of each principle associated with creating uncontested market space, which also consisted of all factors that need to be considered in the formulation of a Blue Ocean and how these factors impact the end results.
Body
Value innovation is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players (Kim & Mauborgne, 2005). Value innovation is a key necessity in creating new market space and making the competition irrelevant. It establishes the difference between a firm swimming in the bloody waters of a red ocean, and a firm swimming in clear blue waters. For a firm to successfully transition it into a blue ocean they must first create a blue ocean strategy that reconstructs the market space and makes the competition irrelevant creating an uncontested market. Over the decades we have seen a variety of changes in the practices of the airline industry. However, all these changes have been so minute that they do not require competitors within the industry and outside the
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
Hurdles of Executing Blue Ocean Strategy……………………………………………………….7
Sustainment in the Blue Ocean……………………………………………………………………8
References…………………………………………………………………………………………9
Abstract
The purpose of this paper was to create a blue ocean strategy plan, by accessing the six principles of Blue Ocean Strategy. This assessment included a thorough analysis of each principle associated with creating uncontested market space, which also consisted of all factors that need to be considered in the formulation of a Blue Ocean and how these factors impact the end results.
Body
Value innovation is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players (Kim & Mauborgne, 2005). Value innovation is a key necessity in creating new market space and making the competition irrelevant. It establishes the difference between a firm swimming in the bloody waters of a red ocean, and a firm swimming in clear blue waters. For a firm to successfully transition it into a blue ocean they must first create a blue ocean strategy that reconstructs the market space and makes the competition irrelevant creating an uncontested market. Over the decades we have seen a variety of changes in the practices of the airline industry. However, all these changes have been so minute that they do not require competitors within the industry and outside the
References: Body Value innovation is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players (Kim & Mauborgne, 2005) Kim, W. C., Mauborgne, R. (2005). Blue Ocean Strategy, How to create uncontested market space and make competition irrelevant. Harvard Business Press.