McDonald’s using Blue Ocean Strategy McDonald’s is using Blue Ocean Strategy (BOS). Blue Ocean Strategy states that an organization can produce higher growth and profits by creating new demand in an uncontested market space than by competing head-to-head with other suppliers for known customers in an existing industry. First‚ McDonald’s is using the value innovation concept of BOS. By this‚ McDonald’s believe that product/service differentiation and lower cost are achievable simultaneously. The
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universe. Red Oceans are all the industries in existence today the known market space. In the red oceans‚ industry boundaries are defined and accepted‚ the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of existing demand. As the market space gets crowded‚ prospects for profits and growth are reduced. Products become commodities‚ and cutthroat competition turns the red ocean bloody‚ hence‚ the term “red” oceans. Blue Oceans in contrast
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Wikipedia: A Blue Ocean Strategy Section A: Group 4 Analysis of Wikipedia‚ as a Blue Ocean Strategy Wikipedia‚ the collaboratively edited free internet encyclopaedia is a household name. Launched in 2001 by Jimmy Wales and Larry Sanger‚ it has now grown to be the seventh most visited website with approximately 365 million users worldwide. How is it that the small encyclopaedia market grew more than a hundred times in the space of 8-10 years and changed its orientation in such a path breaking
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Question one: The most important thing when identifying strategy is to distinguish it from operational effectiveness. For the failure to distinguish between operational effectiveness and strategy is in many cases the main cause to why a company can’t sustain their competitive advantage between its rivals. The mix up is understandable; they are both essential to superior performance‚ however in the same time they work in very different ways. Operational effectiveness is performing different activities
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Blue Ocean Strategy: Blue Ocean Strategy is not about out-performing the competition in the existing industry‚ but to create new market space or a blue ocean‚ thereby making the competition irrelevant. In the assignment we will try to analyze the success of Yes Bank through the framework of Blue Ocean Strategy 1. Value Innovation: Value innovation is the simultaneous pursuit of differentiation and low cost. Yes Bank‚ which started in 2004 without any institutional‚ has a formidable task
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2012. (You will be advised of precise date and venue) ---------------------------------------------------------------------------------------------------------------- Assessment Type: [Assignment: Group Oral Presentation for a new business strategy] -------------------------------------------------------------------------------------------------- Indicative Assessment Requirements for the Module: Group Presentation and supporting documentation (equivalent to an overall maximum of 3000
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Literature Review Most of the companies must have a strategy for competing in the markets in which they offer products or services. The strategy will either be implicit or explicit‚ and the extent to which a company is successful compared with its competitors relies on the creation of competitive advantage through the activities that it performs to design‚ market‚ deliver and support its product or service. They develop strategy at an overall company level‚ within customer sectors and for regions
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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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TATA NANO- A BLUE OCEAN | December 10 2010 | | Background Between 1970 and 1984 cars were considered a luxury product; manufacturing was licensed‚ manufacturing was restricted; there were quantitative restrictions on import and a tariff structure designed to restrict the market. The market was dominated by 6 manufacturers - Telco (now Tata motors)‚ Ashok Leyland‚ Mahindra & Mahindra‚ Hindustan motors‚ Premier automobiles and Bajaj auto. The decade of 1985 to 1995 saw the entry
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How did CEMEX elect to compete in a Blue Ocean? How might the changes that they undertook be viewed from the perspective of core competencies? CEO Zambrano realized that due to the consolidation and commoditization of the construction products industry‚ traditional concrete manufacturers would struggle to survive if they did not expand into uncharted markets. Until the late 1990s‚ CEMEX had focused almost exclusively on cement. However‚ customers found little use for cement unless paired
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