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Blue ocean strategy criticisms
Blue ocean strategy criticisms
Critic on blue ocean strategy
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In the article “Blue Ocean Strategy”, the authors explore the idea of a blue and red ocean. These terms describe two certain types of competitive environments, specifically looking at the competitive business environment. On one hand, a competitive environment can be a red ocean, such that companies are ruthless players looking for ways to penetrate into different industries. The authors believe that red oceans seem to reflect the way the business environment looks like today, competitors viciously fighting for demand. “Red” ocean is suppose to signify the bloody battle competitors can experience in this certain environment. Such that business today understand that in a red ocean, there are industry boundaries that exist and accepted.A red …show more content…
The first, “blue oceans are not about technology innovation”, authors believe that technology isn’t a big factor in a blue ocean. It is a involved in the creation of blue oceans but they are not key factor. Second, “incumbents often create blue oceans and usually within their core business”,this point illustrates the fact that blue oceans are near everyone and could possibly be hidden in your company.Third, “company and industry are the wrong units of analysis”, this point want to show people that companies can thrive and fall in different cycles. No company is able to only rise, there is always a point of fall. Many people misunderstand blue ocean to be only success but authors say that the real unit of analysis of a blue ocean is the strategic move. Strategic moves are the set of managerial actions and decisions that help create major market business. Lastly, “creating blue oceans builds brands”, this shows that companies that were blue oceans in the past have made mark both in their time and also in current times. Companies such as Apple and Ford, have been able to build off their brand to expand. People trust their companies since it’s been in the industry for such a long time. This also stands true for companies that are not existent today, such as Nickelodeon, a companies known for the short funny films. While they were blue oceans in the past, their company brand is still known
After watching Charlie Rose’s interview with Jim Collins; where Collins explains his recent book How the Mighty Fall, presented me with an opportunity to reflect over recent companies that were staples in my childhood and early adult memories and now are non-existent. In this paper, I will look, analyze and relate Blockbuster Video and their history to Jim Collins’ five stages of an organization.
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
Pearce, J.A., & Robinson, R.B. (2013) Strategic Management: Planning for Domestic and Global Competition. (13th Ed.). Boston, MA: McGraw-Hill/Irwin. ISBN-13: 9780078029295
Business strategy is the means by which firm’s plans to achieve its goals and objectives. It can also be termed as organization long-term planning. The strategy covers periods between 3-5 years and sometimes longer. Businesses use two major types of strategy, general or generic and competitive strategies. The overall strategy involves strategies of growth, globalization and retrenchment. The competitive advantage includes low pricing, product and customer differentiation. We will look at the business strategy used by Marks and Spenser (Cole, 1997). The company is a British multinational located at Westminster London and specializes in clothes and luxurious food products.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
significant activities in the strategic way better than the rivalry firms (Lüsted, 2012). It is
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 25-40.
Valdani, E., and Arbore, A., 2013. Competitive Strategies: Managing the Present, Imagining the Future. Palgrave Macmillan.
Porter, M. E., 1999. The Five Forces that Shape Competitive Strategy. Harvard business review, p. 80.
Any good strategy requires choosing a strategic posture which can be defined as the intent of a strategy related to the future and current state of an industry. Shapers tend to lead their industries toward a new structure of their own devising. On the other hand, adapters use the current industry structure and its future evolution as givens. The reserving the right to play posture is a special form of adapting as it’s only relevant in levels 2 through 4. It involves making steady investments today that let the company be in a privileged position, through either cost structures, superior information, or relationships between suppliers and
Companies are constantly reinventing themselves in the name of profit. There are a number of different strategies companies implore to create success. Whether it is the expansion into international markets, new technologies, or sustainability the goal is to create a strategy that allows the business to successfully compete. There are numerous strategies capable of generating abnormal profits or can take a company into bankruptcy. The spectrum holds no magic formula as a variety of resources and capabilities are necessary to successfully compete. What works or is frowned upon in one market can become a cash cow in another. The constant is embracing strategic management and business
Organisational change can arise due to a change in strategy and this begins with examining capabilities and the internal environment. This is portrayed in the Strategy diamond. Firstly through arenas the organisation can plan where they will be active in and which part to place most emphasis on for example technologies or value creation strategies. Only after determining this can they implement a positive change, leading to the next element, vehicles to get them where they need to be such as alliances. This can lead to change in management along with strategic partnerships, and the way managers transition to this change will determine if the strategy impacts on the overall organisation in a way that reinforces its purpose and goals. Partnerships indicate how an organisation can strengthen its capabilities by merging with businesses who possess the skills they lack. (Carpenter et al. 2010)
In this current day and age, with the increasing social trend of global economy as well as the advanced technology and the opening up regimes, the common business operations has been regarded as a common complex chess game practice for the majority of the multinational corporations, especially when penetrating and managing in the international market place. Dixit and Skeath and Reiley (1999, p.135-141.) pointed out that the most manifest characteristics of playing the chess game is the systematic and overall evaluation as well as analysis regarding the general macro circumstance and the situation of the major competitors. As for a wise chess game player, the next strategic operation is highly expected to be carried out after being aware of the competitors and the overall environment. In essence, this wise perspective can also be utilized for the companies, especially for those large scale multinational companies in the international market place context. The primary purpose of this essay is to develop a framework of the systematic understanding regarding the business strategy with the comparison of the chess game principles as well as the characteristics based on the real life business context.
This strategy emphasizes the use of an organization’s resources and capabilities to achieve a core competence that cannot be imitated by competitors. Furthermore, the resource based school argues that if an organization distinctively improves its internal capability; that is being able to have effective inside machinery to deliver products and services to customers, the organization will enjoy a massive advantage in the market. This school also argues that in order to have a competitive advantage, an organization must have resource and capabilities that are sophisticated to those of competitors (QuickMBA, 2010).
The key strategic and operational issues present in this case are encapsulated in BP materiality matrix, which revolves around internal priorities and external concerns. The major issues confronting BP in the Gulf of Mexico following the Deep water Spill are environmental and economic restoration as well as contending with legal proceedings. One of the basic strategic issues BP had to face is posed by climate change and managing carbon risks and understanding that operating at the frontiers involves deep water and gas, oil seeds and hydraulic fractions. Operationally, BP had to embrace good corporate governance through Board / Executive control with oversight functions, establishing risk management strategies and financial sustainability. BP’s success was based on using Porter’s competitive force model and organizational design to achieve their strategic