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Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, by W. Chan Kim
PDF Download Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, by W. Chan Kim
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From Publishers Weekly
Kim and Mauborgne's blue ocean metaphor elegantly summarizes their vision of the kind of expanding, competitor-free markets that innovative companies can navigate. Unlike "red oceans," which are well explored and crowded with competitors, "blue oceans" represent "untapped market space" and the "opportunity for highly profitable growth." The only reason more big companies don't set sail for them, they suggest, is that "the dominant focus of strategy work over the past twenty-five years has been on competition-based red ocean strategies"-i.e., finding new ways to cut costs and grow revenue by taking away market share from the competition. With this groundbreaking book, Kim and Mauborgne-both professors at France's INSEAD, the second largest business school in the world-aim to repair that bias. Using dozens of examples-from Southwest Airlines and the Cirque du Soleil to Curves and Starbucks-they present the tools and frameworks they've developed specifically for the task of analyzing blue oceans. They urge companies to "value innovation" that focuses on "utility, price, and cost positions," to "create and capture new demand" and to "focus on the big picture, not the numbers." And while their heavyweight analytical tools may be of real use only to serious strategy planners, their overall vision will inspire entrepreneurs of all stripes, and most of their ideas are presented in a direct, jargon-free manner. Theirs is not the typical business management book's vague call to action; it is a precise, actionable plan for changing the way companies do business with one resounding piece of advice: swim for open waters. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
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“This breakthrough book is essential for any strategist or entrepreneur who wants to move out of intensively competitive, shark-infested waters and into an opportunity- filled, open ocean.” — Business Insider
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Product details
Hardcover: 256 pages
Publisher: Harvard Business Review Press; 1 edition (February 3, 2005)
Language: English
ISBN-10: 1591396190
ISBN-13: 978-1591396192
Product Dimensions:
6.2 x 1 x 8.5 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
538 customer reviews
Amazon Best Sellers Rank:
#25,038 in Books (See Top 100 in Books)
One of the best business books I've ever read. Such good practical advice in this book, I almost want to trash it to keep the competition from reading it ;) What this book does best is give you a formula to think about things you may not have considered in your drive to compete with other companies in your space.The sign of a good book is one in which stands up to the test of time. I read this book and it felt like it could have been written yesterday. I got halfway through and decided to check the publication date. I was shocked to find out how many years ago it was written. The only thing that gives away its age are the examples it uses. However, I think that adds to the value because we all know what eventually happened with those companies and in many cases they failed because they got away from the principles in this book.
I was studying on Theory Of constraints. In a video of E.M. Goldratt I have noticed that he is surely suggesting to read this book to understand Viable Vision concept comprehendly. I have found the book on my kindle, read and amazed. It is truly related with Viable vision Red curve and Green curve. It is the core of TOC Mafia Offer which sayas "solve a SIGNIFICANT need of a customer and to the extend that NO OTHER COMPETITOR CAN in short term".In the book you will see good examples and bad examples. There is a good one almost after dozens of bad ones. Why ? Goldratt says the key is SIGNIFICANT need. Poor examples have solved a need of a customer which is important in their eyes, not customer's. So the result is not attractive.Another point is the strenth of the solution, if it is easy to imitate (eg. lowering price) surely competitors will follow you very soon. If your solution covers a paradigm shift then you will probably have a minimum of ten years to prosper without disturbing competition.There are ways of implementation presented in the book which are really guiding.I definitely suggest to read for every desicion maker in any "wishing to grow" organization. Moreover I believe this is a must read for any new entreprenaur.
The insight afforded in this excellent work is a must for business owners working in competitive space. Using real world examples from winners like Cirque du Sol, it introduces an approach to escaping a business ocean red with the blood of dead and dying competitors. The authors show us how to think outside the place where the big fish are eating little fish, and seeing the world as a blue ocean. One with blood free water. Learn how the people at Cirque entered the circus industry - one dead in the water when they launched what has become the most successful circus since they fed people to lions in the Colosseum. I suggest reading this and works about Business Canvas Modelling at the same time. It will change the way you see the world and give you real step-by-step instructions on achieving success in a world of shrinking margins, questionable impressions, hit numbers, and the World Wide (spider) Web.
The key to business success is in the innovation of new ideas, and the key to sustaining that success is the development of a process by which that innovation can perpetuate. This book explains why and how to innovate strategy in such a way as to work to perpetuate organizational strategic success. The approach is relatively straightforward and simple to understand - which belies the difficulty in the actual "doing".I initially was sopping up the first few chapters, and had thought I had found a holy grail business tome. The concept is certainly that worthy, and the perspective is one any and every manager or business person should understand. However, it would have been most helpful to add additional chapters or sections on the "how to facilitate" the development of the strategy canvas and other tools used in assessing strategy options. The one example given, where judge voting is used, is too cursory to be of significant benefit.Regardless of this shortcoming, this book should be on your bookshelf or reading list.
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