The Harvard Business Review article Blue Ocean out pipeline written by W. Chan Kim and Renee Mauborgne, is very compelling. I checked our strategical management book and its not even a term used. I agree with the blue ocean dodging but it is pretty ofttimes the opposite of what we have lettered with regards to Porters five forces. Ill elaborate on this in a moment. The article examines the two distinct types of space, release Ocean and Blue Ocean. It explains that the Red Ocean pretty much represents the known or vivacious market, which focuses on rival, price wars and strategic positioning. The Blue Ocean represents the unexploited markets that are nonexistent and where competition is basically irrelevant. This strategy would focus on potential opportunities. As the article mentioned, most cases would consists of a Blue Ocean creation created from an existing Red Ocean where a company expands the boundaries of their concomitant industry such as Cirque de Soleil has. They used an existing concept such as a traditional fair and made it into a theater form. The target market locomote from family and children to a more profitable market which would become adults and incorporate client. This clientele were moving towards the theater and opera setting and were unbidden to pay more for those types of shows and events.

Corporate strategy has been influenced by the host strategy which is why many companies are in regard of the Red Ocean strategy. I agree with the article where it states that The very language of strategy is deeply imbued with military references chief executive officers in headquarters, troops on the front line. Our corporate culture is about win, win, win and how we need to tap out our competitors. To win in the future, companies need to stop competing with each former(a); the only way to beat the competition is to stop try to compete. Although competition matters, but on focusing solely on competition, two important points need to be... If you want to get a full essay, order it on our website:
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