إستراتيجية المحيط الازرق

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ماذا تكون إستراتيجية المحيط الازرق ؟ الوصف

فالافضل من تحديد التننافس ضمن الصناعة الحالية أو محاولة سرقة العملاء من المنافسين (بدمويةأو إستراتيجية محيط احمر) ، فقد اقترح دبليو تشان كيم ورينيه موبورن إستراتيجية المحيط الازرق : تطوير سوق ما ولأنّ يجعل المنافسة غير مرتبطة بالموضوع.

وفقا لكيم وموبورن في دورية هارفارد للاعمال عدد أكتوبر - 2004 ، فالتنافس في صناعات مزدحمة لا تؤدى ابدا للاداء المرتفع . و الفرص الحقيقيّة هى: خلق محيطات زرقاء فى سوق غير قابل للمافسة .

إنتقاد الميزة التنافسية

ان التنافس بالطبع هامّ. غير أنّ بتركيز على منافسة والميزة التنافسية ، وفقا ل كيم و موبورن ، قد تجاهل طالبات ، شركات ، ومستشارات اثنان جدّا مهمّة - وبعيدا أكثر مربحة - مظاهر الإستراتيجية:

• ايجاد وتطوّير المحيطات الزرقاء ، و
• استغلال وحماية المحيطات الزرقاء. هذه التحديات مختلفة جدّا عن تلك التى خطط لها الاستراتيجيين وكرسوا لها اوقاتهم.

الطلب يخلق تلقائيا في المحيطات الزرقاء ، افضل من التنازع عليه. هناك فرصة وافرة للنموّ المربح والسريع.

طريقتان لخلق المحيطات الزرقاء

1. الاول اطلاق صناعات جديدة تماما ، كما تم بموقع إي باي الالكترونى من مزادات شبكة الإنترنت.
2. وهو معروف اكثر للمحيط الازرق حين يمتزج من محيط احمر اى عندما تكون الشركة توسع حدودها مع صناعة موجودة.

وبالتّأكيد يستحقّ كل من كيم وموبورج كل التقدير لتبنيهم دراسة الميزة التنافسية وأيضا لاستعارتهم الجميلة من نوعين للمحيطات.

كتاب: W. Chan Kim, Renée Mauborgne - Blue Ocean Strategy -

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قارن مع إستراتيجية المحيط الازرق :   Business Process Reengineering اعادة هندسة اداء الاعمال   |  Product/Market Grid شبكة المنتج/السوق   |  Core Competence Hamel Prahalad لب الكفاءة لهامل بريهلد   |  BCG Matrix مصفوفة بى سى جى   |  McKinsey Matrix مصفوفة مكينسي   |  Resource-Based View منظور اصل المورد   |  Disruptive Innovation الإبداع التمزيقى   |  Forget Borrow Learn التغاضى, الاستعارة, التعلم   |  Rule of Three قاعدة الثلاثة   |  Strategic Types Miles أنواع الاستراتيجيّات لمايلز

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