Blue Analysis : Blue Ocean Strategy

Managers generally consider the rivalry among competitors as a major source for deriving strategy. As explained by the Michael Porter it is a narrow view of competition. A set of other parameters should be evaluated, mentioned in article as five competitive forces, along with industry

Distinguishing one 's firm from the alternatives is a major concern for any business. Strategic analysis provides the starting point in the strategic management process organizations use to evaluate and choose the competitive advantages that distinguish them from other organizations within the market. Dominating businesses should also "choose among alternative grand strategies to guide the firm 's activities, particularly when they are trying to decide about broadening the scope of the firm 's activities beyond its core business (Robinson & Pearce, 2009)."

In Julia Alvarez’s poem “On Not Shoplifting Louise Bogan’s The Blue Estuaries”, the poet uses poetic devices to conveys the speaker’s discovery of a poem that catches her attention so much that she feels a rush of excitement that wants to hold on to as long as she can. She discovers about herself how captivated she can be from a poem and how she would even stoplift to keep the rush. The exciting tone is revealed through the entrancement of the girl.The smooth, calming imagery shows how impacted she was by the poem and how uncertain she was about her situation. The selection of detail shows how the book was unique and how she eventually saw who she was becoming.

Inside this SpeedReader Summary of The Blue Zones: Lessons for Living Longer From the People Who've Lived the Longest by Dan Guettner, you’ll find:

The kind of competition market described previously is an example of a Red Ocean Strategy. The market is oversaturated with companies

As I mourn for the loss of my sweet baby boy Jaxxon. I have come to realize the love, compassion, and the sense of togetherness people have with others, who have lost a beloved pet. Friends, family, store leaders, and store associates have been very gracious with words of encouragement and inspiration. This is what life is all about and what Blue is all about. The fabric of life, is leaning on each other, bonding, nourishing relationships, and teaching others. This is the Blue way! Ultimately, it is friendship and love that gives us the courage to tell such intimate stories binding us together. Until we meet again, on Rainbow Bridge my sweet baby boy.

A competitive strategy, or business-level strategy, is the way a business used to successfully enter and penetrate into a market (Eastwood et al, 2006), and also, to succeed in this chosen market against its competitors (Johnson et al, 2014). A company needs to develop and apply appropriate strategy to help the company to generate distinctive competences (David, 2007). Compared with the strategies implemented in other levels of operation, competitive strategy is more focused on the competition against other competitors and strategic choices to better attain market share (Harrison and St. John, 2009). According to

Lisa is making a self-portrait of herself in her quarters she begins to sing about being between two Galaxies. The song is about the Journey the crew and herself is on. They have been tasked as a generational crew bridging the expanse between the Milky Way and Andromeda galaxies. Lisa looks at the mundane nature of her life, she goes through the motions of keeping the ship operational. As the ships Dr she has little to do. Between the galaxies is nothing but blackness so she rarely has the opportunity to practice medicine or do anything of value. Any reacherch she does won’t be put to use as desises never accure and ten thousand years when the ship reaches Andromeda her work will be outdated. She won’t even be remembered not beyond the general blob of people in the middle that made the journey possible. She isn’t among those that started the trip or makes contact with a new galaxy. She is searching

This is done by creating a leap in value both for the buyers as well as for the organization thereby creating a new and uncontested market space. Companies left out in the red ocean usually follow a conventional approach, running to beat competition by creating a defensible position in the current market space order.

At the beginning of the challenge we found that brainstorming created task conflict as all of my group members, including myself, were stuck as to what type of campaign we wanted to develop. We were able to work around this conflict by putting ideas of campaigns on paper by overcoming the mental block that kept all of us in the group from continuing with the campaign we wanted to select. This conflict of developing a unique campaign was then solved when Jesus brought up the idea of creating a campaign that would raise awareness for creating a green ocean ecosystem that consisted of removing debris from both inside and around the ocean. We all thought this was a great idea, so we decided to proceed with the campaign.

This strategy seem challenging since this strategy focus on capture new market and new demand, which it’s required extra efforts in term of innovation of products and promotion in order to make customers realize about their product. Even there are some discussions about the blue ocean strategies; however, based on my review on customers comment said that the practical guidance on how to create them is limited. Therefore, without usual analytic framework which can be used as guidelines to create blue oceans as well as effective principles to manage risk, creating blue oceans viewed as too risky for managers to pursue as strategy for their company.

The major competitive factor of this universe was price war, combining the data from each round, which each company’s strategy was to sell their products at a considerable low price, furthermore, according to the share price Blue had the highest market value, and Pink was the second highest, which followed by Fly to Sky. Those Top Three companies took up 44% of market share collectively. Consequently, those three companies would possibly become the vital competitors in a long-term strategy making.

There are five generic business strategies that companies choose from when trying to successfully compete within their respective industries. This is the first choice a company must make, even before deciding an overall strategy. These generic business strategies include low-cost provider strategy, broad differentiation strategy, best-cost provider strategy; focused strategy based on low costs, and focused strategy based on differentiation. These strategies have many advantages as well as disadvantages. Choosing which one to use depends on what market position a company wants to pursue. Deciding to be more offensive or defensive also plays a role in choosing a

Blue Ocean Strategy, is a new theory that proposed by W. Chan Kim and Renée Mauborgne in 2005 after had studied 150 real cases that distributed in 30 industries. The core idea of the blue ocean strategy is not to arise more competitions, but to establish a new market, so there is no contest. Blue ocean strategy offers a systematic and effective method for corporations.What is the Blue Ocean Strategy exactly meaning about? There are contents of what Blue Ocean Strategy want to express to the audience: The first, it wants to tell is that avoid the current competition, and create a new market included no contest. And then , because the new market exists the no contest, relevantly, the competition is

There are some tool produce to help implement blue ocean strategy. The Eliminate-Reduce-Raise-Create (ERRC) Grid is the matrix that help execute blue ocean strategy with the four action framework: eliminating, reducing, aising and creating. ERRC Grid help company to remain on their competitive factors. Eliminating and reduce the factor that the transitional industry take it for granted can help the new strategy to remain unique from the transitional market. Nevertheless, raising and creating some unique competitive factor the transitional market never or seldom offered that is above the industry standard. With all these “Four Actions Framework” the company can escape the transitional red ocean market by activate a new blue ocean market and create a new value curve. (Kim & Mauborgne, 2005)