Blue Ocean Strategy

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Criar uncontested o espaço do mercado. Explanação de Blue Ocean Strategy de W. Chan Kim e Renée Mauborgne. ('04)

Que é Blue Ocean Strategy? Descrição

Melhor que competindo dentro dos confins da indústria existente ou tentando roubar clientes dos rivais (estratégia sangrenta ou vermelha) W. Chan Kim e Renée Mauborgne do oceano estão sugerindo Blue Ocean Strategy: tornar-se uncontested o espaço do mercado que faz a competição irrelevant.

De acordo com Kim e Mauborgne no HBR de outubro 2004, competir em indústrias overcrowded não é nenhuma maneira sustentar o performance elevado. A oportunidade real é: criar oceanos azuis de uncontested o espaço do mercado.

Crítica das vantagem de o competidor

Naturalmente a competição é importante. Mas focalizando na competição e nas vantagem de o competidor, de acordo com Kim e Mauborgne, os scholars, as companhias, e os consultantes ignoraram dois - e distante mais lucrative - aspectos muito importantes da estratégia:

• Para encontrar e desenvolver oceanos azuis, e
• Para explorar e proteger oceanos azuis. Estes desafios são muito diferentes daqueles a que os strategists devotaram a maioria de sua atenção.

Em oceanos azuis a demanda é criada, melhor que lutada sobre. Há uma oportunidade ampla para o crescimento que é rentável e rápido.

Duas maneiras criar oceanos azuis

1. Um é lançar indústrias completamente novas, como eBay fêz com auctions em linha.
2. É mais comum para que um oceano azul esteja criado dentro de um oceano vermelho quando uma companhia expande os limites de uma indústria existente.

Certamente Kim e Mauborgne merecem créditos para ter feito o ponto do sobre-foco em vantagem de o competidor e também para seu metaphor bonito dos dois tipos de oceanos.

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

Grupo de Interesse Especial - Estratégia do Oceano Azul Grupo de Interesse Especial (19 membros)

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Compare com Blue Ocean Strategy:  Business Process Reengineering  |  Product/market grid  |  Core Competence  |  BCG Matrix  |  McKinsey matrix  |  Resource-Based View  |  Disruptive Innovation  |  Forget Borrow Learn  |  Rule of Three  |  Tipos estratégicos

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