Strategia Blu Ocean

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Creare uno spazio di mercato incontestato. Spiegazione di Strategia Blu Ocean di W. Chan Kim e Renée Mauborgne. ('04)

Che cosa è la Strategia Blu Ocean? Descrizione

Piuttosto che competere all'interno dei confini del settore attuale o provare a rubare clienti dai rivali (Bloody [Sanguinosa] o Strategia Red Ocean) W. Chan Kim e Renée Mauborgne hanno suggerito la Strategia Blu Ocean: spazio incontestato di sviluppo del mercato che rende la concorrenza irrilevante.

Secondo Kim e Mauborgne nel HBR dell'ottobre 2004, competendo in settori sovraccaricati non c'è nessun modo di sostenere rendimenti elevati. L'opportunità reale è: creare blue oceans di spazio incontestato di mercato.

Valutazione del Vantaggio Competitivo

Naturalmente la concorrenza è importante. Ma mettendo a fuoco sulla concorrenza e sul vantaggio competitivo, secondo Kim e Mauborgne, gli studiosi, le aziende ed i consulenti hanno ignorato due - e molto più lucrativo - funzioni molto importanti di strategia:

• Trovare e sviluppare blue oceans e
• Sfruttare e proteggere blue oceans. Queste sfide sono molto differenti da quelle a cui gli strateghi hanno dedicato la maggior parte della loro attenzione.

In blue oceans la domanda è creata, piuttosto che combatterci sopra. C'è un'ampia opportunità di sviluppo profittevole e veloce.

Due modi di creare blue oceans

1. Uno è di lanciare settori completamente nuovi, come ha fatto eBay con le aste online.
2. È più comune chè un blu ocean sia creato da un red ocean quando un'azienda espande i confini di un settore già esistente.

Certamente Kim e Mauborgne meritano degli accreditamenti per aver fatto il punto sul vantaggio competitivo ed anche per la loro splendida metafora sui due tipi di oceani.

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

Strategia Blu Ocean Special Interest Group Special Interest Group (26 membri)

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Paragonare a Strategia Blu Ocean:  Business Process Reengineering  |  Griglia Prodotto/Mercato  |  Core Competence  |  Matrice del BCG  |  Matrice della McKinsey  |  Resource-Based View  |  Disruptive Innovation  |  Dimenticare, Prendere in Prestito ed Imparare  |  Regola del Tre  |  Tipi Strategici

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