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Blue Ocean Strategy of A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions
Posted by Matthew Harvey on Mar-29-2023
Introduction
The blue ocean strategy refers to a situation or a market where there is no irrelevant competition, or where there is negligible competition. The blue ocean strategy of A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions is focused on searching for new markets and business avenues which operate with minimal pricing pressures. The blue ocean strategy can be applied across different sectors and industries, and the businesses that exist within them. A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions blue ocean strategy is pivoted on entering new market spaces, or developing them as well as on innovation focused internally or externally that helps reinvent the industry to ensure no irrelevant competition (Kim & Mauborgne, 2014).
Moving away from saturated markets
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions continues to operate in saturated market spaces, and is restricted in growth and expansion. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions’s businesses often face hurdles in the way of development and are also faced with increasingly intense pricing pressures- and are thus said to operate in a red ocean. A red ocean is marked with cut-throat competition and pricing wars that compromise the profits for all players. Pressures in saturated markets along with narrow growth spaces had forced the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to search for new avenues – vertically or horizontally – to be able to enjoy higher market shares, and swim in blue oceans (Kim & Mauborgne, 2014).
Blue ocean strategy and differentiation
New industry boundaries
As companies and organizations move towards blue oceans, they redraw and redesign industry boundaries. This is possible through innovation and creativity. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions also explores new platforms and channels, as well as means of doing business and is thus able to expand existing industry boundaries. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has also been able to show the potential of developing new industries through its innovations – by identifying new spaces and making the competition irrelevant (Agnihotri, 2016).
Differentiation
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has focused on differentiation under the blue ocean strategy. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions’s efforts towards differentiation are focused on creating unique value for the customers in its product and service offerings (Agnihotri, 2016; Blue Ocean Strategy, 2022).
Cost efficiencies and low cost
Under blue oceans, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions also focuses on maintaining affordability for the value additions and differentiated products and services that it offers. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions commonly continuously reevaluates and reassesses its own processes and systems to maintain high-cost efficiencies (Freedman, 2022).
Value innovation – value addition and low-cost maintenance
In doing so, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to explore blue oceans through value additions as well as affordability for consumers. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to successfully identify what consumer’s value and include it in its offerings and value propositions. At the same time, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to provide the value differentiation at affordable costs. In this manner, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions enjoys high levels of value innovation (Kim, 2002; Kim & Mauborgne, 2014).
Understanding red oceans
Under red oceans, where the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions previously operated, all layers had accepted the predefined structures and boundaries of the industry, and had continued to operate as well as compete within these (The Economic Times, 2022).
Cut throat competition
To be able to remain profitable and successful, players, including the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions within red oceans, focused efforts on developing and maintaining competitive advantages over one another, and other players. This advantage was largely cost-based, as in the case of the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions. In this way, wealth was only redistributed at the expense of other players, and the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions failed to create any new wealth in the red oceans (Kim & Mauborgne, 2005).
Understanding blue oceans
Under the blue ocean strategy, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions operates in an industry and market space that is not marked with set boundaries or structures. These blue ocean structures have been recreated by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions at large, as well as by other players. Other players have also contributed to the restructuring of the industry through innovation (Kim & Mauborgne, 2014).
Restructuring industrial boundaries under the blue ocean strategy
Under the blue ocean strategy, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions is not restricted by predefined rules, barriers, and principles. Instead, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to shift its strategic direction and attention from focusing on supply towards working on developing and creating demand (Blue Ocean Strategy, 2022). The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions, in this manner, is focused on the building of value innovation in its offerings, along with ensuring efforts towards building and maintaining differentiation and cost-effectiveness. In this way, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to immaterialize the competition (Kim & Mauborgne, 2017).
Strategic directions for blue oceans
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has four different strategic directions, which it can choose from four continuing to pursue its blue ocean strategy. All of these strategic directions will strengthen the company’s current business position and will supports its strategy of value addition and cost efficiencies, as well as differentiation – allowing it to develop strong and sustainable market positions. These directions are
Raise
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should assess and evaluate the current industry standards and practices.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should identify loopholes, and areas which can be improved, expanded upon, or developed a new within the industry.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should identify different drivers and factors within the industry boundaries.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should identify through research and observation the different factors that could raise above the existing industry standards (Kim, 2002; Kim & Mauborgne, 2017).
Eliminate
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should assess and observe current industry standards.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions should observe players’ practices within the industry, and relate the same with the industry standards.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions can identify the standards which are not needed, which are obsolete, and which may slow down operations and processes.
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These standards can be eliminated in own operations by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions (Kim & Mauborgne, 2014; Freedman, 2022).
Reduce
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions can also assess an observe industry standards for identifying factors that are not needed, or needed partially.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions can work on reducing these standards to enhance operational performance and maximum utilization of resources as well as value addition (The Economic Times, 2022; Kim & Mauborgne, 2014).
Created
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions can also expand current industry boundaries and standards.
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This expansion will be possible by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions through expanding and creating new standards.
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The new standards can be created by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions through observing industry processes and operations, and identifying potential loopholes.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions can introduce new processes and standards to redesign industry boundaries (Agnihotri, 2016; Kim & Mauborgne, 2005).
Blue ocean strategy: organizational competencies
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to successfully implement the blue ocean strategy because of three important organizational elements (Freedman, 2022). These organizational elements have allowed the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to explore blue oceans, experiment successfully with innovation, and add value to its product offerings. These elements include the following:
Mindset
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a progressive mindset that is rooted in this participative and visionary leadership (Bratton, 2020).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a positive and can-do attitude and mindset.
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This mindset has allowed the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to achieve success through high focus and efforts (Wilson, 2018).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has high motivation levels of employees – which enhances the optimal performance of the organization and has allowed it to explore Blue Ocean through creativity (Kim & Mauborgne, 2017; Kim & Mauborgne, 2005; Wilson, 2018).
Tools
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has access to multiple resources that has allowed it to take advantage of the blue ocean strategy (Mebert & Lowe, 2017).
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These resources A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions capabilities are internal as well as external for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has also invested resources and trainings for developing internal capabilities and capacities for ensuring upgraded skills and increased value addition (Buchanan & Huczynski, 2019; Chernev, 2018).
Culture
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a learning culture, and encourages all employees to ask questions and carry out healthy discussions (Anthony, 2021; Schein, 2010).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a culture that is focused on research and development, which in turn leads to new innovations and solutions for existing demands and challenges (Wunder, 2019).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has an inclusive and diverse culture, which leads to increased synergies that allow the development and implementation of blue ocean strategies easily (Wilson, 2018).
Using the blue ocean strategy effectively: steps for successful implementation
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has developed the blue ocean strategy following systematic and organized processes and steps (Kim & Mauborgne, 2017). The steps that the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions undertook for developing the blue ocean strategy include:
Step1
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions conducted thorough market and industry research to identify the right place to work towards developing a core team (Kim & Mauborgne, 2014; Freedman, 2022). This core team was responsible for driving A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions forward strategically towards new value additions and differentiations (Blue Ocean Strategy, 2022; Kim & Mauborgne, 2017 b).
Step2
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions continued to conduct deep market analysis as well as studied and assessed the competition closely. This was needed by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to identify potential opportunities, and demand gaps in the existing industry as well as potential structural changes in the existing industrial boundaries (Blue Ocean Strategy, 2022).
Step3
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions’s assessment of the macro environment, and the market spaces allowed it to also identify the challenges and issues hidden in the current industry structure and design (Machado, 2019; Kim & Mauborgne, 2017 b). These issues and problems have restricted the industry size, and led to restrictive growth for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions was also blue to identify new non-customers in this assessment- which could be turned into future consumers (Blue Ocean Strategy, 2022).
Step4
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions worked to redesign and reconstruct the industry boundaries and structures in a systematic manner. This was done through identifying new opportunities, as well as through exploring new innovations and valuations in existing offerings (Blue Ocean Strategy, 2022).
Step5
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions finally elected the right blue ocean move, i.e. conducted various pilot testing’s and market testing for its new offerings before finalizing and launching them in the market to attract new consumers, and explore new markets (Blue Ocean Strategy, 2022).
Tackling challenges on the way to Blue Ocean
Restructuring and reorganizing the boundaries and structures of the industries is not that simple (Anthony, 2021; Kim & Mauborgne, 2017 b). Managers and practitioners of the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions seek to renew the value of their offerings within the organization – mostly using new technologies and advances networks to not only create value propositions, but also transform existing ones (Kim & Mauborgne, 2005; Kim, 2002). However, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to overcome resistance towards change and innovation within the organization, as well as in the external environments, because of:
Organizational culture
The culture within the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions supports exploration and innovation. This culture is important for supporting the development and implementation of new ideas that boost the value propositions of the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions (Chernev, 2018; Bratton, 2020; Martinez, Beaulieu, & Gibbons, 2015).
Business design
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions also continually practices business design (Freedman, 2022). The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions ensures that it’s leading from the font. This means that the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions ensures that its teams are empowered, and confident in tackling ambiguous and difficult challenges and issues. This allows the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to identify new opportunities and innovate (Wunder, 2019).
Strong and visionary leadership
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a forward-thinking, progressive, charismatic leadership. This leadership ensures that the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions continually engages in disruptive processes and innovations – which in turn allow the company to explore and implement the blue ocean strategy. The leadership is supportive of, and facilitates the change processes within the company (Machado, 2019).
Communication
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions ensures that all communication within the organization is transparent and quick (Chernev, 2018; Buchanan & Huczynski, 2019). The leadership and management levels have frequent meetings within the company along managerial levels (Wilson, 2018; Wunder, 2019). This allows employees to feel on board of the happenings, and be part of a change from the beginning – understanding its need and facilitating its implementation. This is critical for ensuring successful innovation and adoption of the blue ocean strategy (Anthony, 2021; Chernev, 2018; Kim, 2002).
Value innovation in blue ocean strategy
Value innovation within the blue ocean strategy focuses on value as well as innovation (Blue Ocean Strategy, 2022; Kim & Mauborgne, 2017). This means that the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions seeks to innovate and create value at the same time as a means of differentiation within the marketplace to be able to implement the blue ocean strategy (Kim & Mauborgne, 2014). The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions does not only engage in value creation – which focuses on scaling the existing value only instead of creating a new one (Blue Ocean Strategy, 2022; Agnihotri, 2016; Kim & Mauborgne, 2014).
Technology innovation
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions engages in value innovation through technology innovation. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions ensures that it uses advanced and progressive technology to address various consumer demands and problems as well as needs in innovative ways and manners (Kim & Mauborgne, 2005). However, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions ensures that it focuses on value innovation rather than technology innovation in its value propositions so that new value through technology is created for consumers (Kim, 2002; Wilson, 2018).
Low cost
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions also ensures affordability with value innovation. The value innovation allows the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to operate at low costs, and maintain cost efficiencies (Chernev, 2018). As a result, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions maintains low costs and high value for consumers – allowing it to tap into new consumer groups as well. As a result, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions is able to enjoy a high growth rate as well as increased sales and profits (Kim & Mauborgne, 2014).
The strategies and strategic directions for designing and implementing the blue ocean strategy have been overseen through some guiding and fundamental principles by the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions. These include”
Formulation principles
Redesigning the industry
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions sought to reconstruct, redesign and rebuild the market boundaries and standards.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions was bold enough to redefine the industry space and the market space in which it operated (Mebert & Lowe, 2017).
Long term focus
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions focused on long-term success and sustainability, instead of short-term gains and numbers.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions was visionary, and aw beyond the existent customer demand and needs (Freedman, 2022).
Demand creation
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions creates demand for the new value-added offerings it manufactured and proposed in the blue oceans (Kim, 2002).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions tapped into new customer groups and target audiences (Kim & Mauborgne, Red Ocean Traps (Harvard Business Review Classics), 2017 b).
Execution principles
Overcoming organizational challenges
Organizational culture
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a result organizational culture (Martinez, Beaulieu, & Gibbons, 2015; Schein, 2010).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions invests in research and development.
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions is quick to adapt to change and has a disciplined change management team to oversee change processes (Chernev, 2018; Kim & Mauborgne, 2014).
Environmental assessment
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions continually assesses its internal and external environments and creates contingency plans (Chernev, 2018; Machado, 2019).
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions engages in pre-strategic planning to help strengthen its strategic focus and direction (Wilson, 2018; Kim & Mauborgne, 2017 b).
Leadership
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a visionary leadership (Bratton, 2020).
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The leadership at the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has a participative approach which encourages employee motivation and their organizational commitment.
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The leadership ensures optimal organizational performance at the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions (Freedman, 2022; Kim & Mauborgne, 2005).
Developing execution strategy
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The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has developed a sequential strategic direction for execution.
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The execution of the blue ocean strategy is based on market research (Anthony, 2021).
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The execution of the blue ocean strategy has been carefully planned to ensure that it’s timely.
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The execution involves all parts and members of the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions (The Economic Times, 2022; Kim, 2002).
Blue ocean strategic Tools
The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to use multiple operational and strategic tools.
Shift in organizational mindset
These tools kits have been important for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions in helping it develop the right mindset needed for aligning processes and systems towards the blue ocean strategic direction (Kim & Mauborgne, 2017 b). The tools have been a powerful source for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions in facilitating it towards aligning its resources, and identifying potential blue oceans (Kim, 2002). The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been diligent in ensuring that its teams and organizational members are familiar with the blue can strategies and tools so that the shift in their mindset is facilitated and strengthened (Wunder, 2019).
Cultural driver
Moreover, the tools also ensure increased alignment of the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions’s culture with the strategy. This, in turn, has allowed the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to realize the increased number of opportunities, and embed creativity in its internal processes and systems (Kim, 2002; Buchanan & Huczynski, 2019).
These tools include, for example:
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Value innovation
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Six path framework
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Strategy canvas
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Four action framework
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Tipping point leadership
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ERRC Grid
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Pioneer settler migrator map
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Buyer utility map
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3 tiers of non-customers
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Fair processes
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Visualizing strategy (The Economic Times, 2022)
Conclusion
With the use of the blue ocean strategy, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to redesign the industrial boundaries and standards using multiple techniques and tools that have been identified and discussed briefly in this paper.
The blue ocean strategy has been an important strategic element for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to explore new markets and tap into new customer groups through using the blue ocean strategy. This has been possible for the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions through continuous investment in research and development as well as through its organizational cultural, which is focused on innovation and creativity. The A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has been able to make use of innovative processes and progressive technology to create value innovation. At the same time, the A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions has moved out of red oceans and no longer competes over pricing strategies. This has also allowed A Review of the Interrlationship Among Management Information Technology and In-house End-user Empirical Propositions to build a cost advantage, and maintain affordability in its offerings for customers.
References
Agnihotri, A. (2016). Extending boundaries of blue ocean strategy. Journal of Strategic Marketing, 24 (6), 519-528.
Anthony, H. (2021). Understanding strategic management. New York: Oxford University Press.
Blue Ocean Strategy. (2022). WHAT IS BLUE OCEAN STRATEGY? Retrieved 2022, from Blue Ocean Strategy: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/
Bratton, J. (2020). Organizational leadership. Newcastle upon Tyne: Sage.
Buchanan, D., & Huczynski, A. (2019). Organizational behaviour. London: Pearson UK.
Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg: Cerebellum Press.
Freedman, M. (2022). Blue Ocean Strategy: Creating Your Own Market . Retrieved 2022, from https://www.businessnewsdaily.com/5647-blue-ocean-strategy.html
Kim, W. (2002). Blue ocean strategy: from theory to practice. California management review, 47 (3), 105-121.
Kim, W., & Mauborgne, R. (2005). Value innovation: a leap into the blue ocean. Journal of business strategy .
Kim, W., & Mauborgne, R. (2014). Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Boston, Massachusetts: Harvard business review Press.
Kim, W., & Mauborgne, R. (2017 b). Red Ocean Traps (Harvard Business Review Classics). Boston, Massachusetts: Harvard Business Review Press.
Kim, W., & Mauborgne, R. (2017). Blue ocean leadership (Harvard business review classics). Boston, Massachusetts, United States: Harvard Business Review Press.
Machado, C. (2019). Organizational Behaviour and Human Resource Management. Berlin: Springer.
Martinez, E., Beaulieu, N., & Gibbons, R. (2015). Organizational culture and performance. American economic review, 105 (5), 331-35.
Mebert, A., & Lowe, S. (2017). Blue Ocean Strategy. Literary Criticism.
Schein, E. (2010). Organizational culture and leadership. Hoboken, New Jersey: John Wiley & Sons.
The Economic Times. (2022). What is 'Blue Ocean Strategy' . Retrieved 2022, from https://economictimes.indiatimes.com/definition/blue-ocean-strategy
Wilson, F. (2018). Organizational behaviour and work: a critical introduction. New York: Oxford university press.
Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive impact. Berlin: Springer Nature.
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