A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management

Carton, Guillaume

doi:10.5465/ambpp.2017.17635abstract

Cited by 2 publications

(6 citation statements)

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“…Yellow Tail, another perfect example of the strategy of blue oceans is developing a new wine brand from Casella Wines. It's also a case study that shows the success of the Blue Ocean Strategy: Yellow Tail became the fastest increasing wine brand in the US history within three years of joining the industry (Muckersie, 2019;Carton, 2017).…”

Section: Yellow Tailmentioning

confidence: 99%

“…Bloomberg was one of the world's biggest and most lucrative suppliers of company data in just over a century by the U.S.-based economic data supplier. Bloomberg established a blue ocean in the economic indicators services sector, challenging the conventional wisdom of its sector, which customer group was to aim at (Neill, 2019;Carton, 2017). Bloomberg was prepared to build an ocean of powerful, lucrative development by concentrating on customers.…”

Section: Bloombergmentioning

confidence: 99%

“…In defiance of its industry logic, the Japanese Canon company created a blue sea of new market spaces by shifting the copier industry's target customers from company buyers to users. Canon developed fresh market room with its tiny, easy-to-use desktop copiers and printers by focusing on the competitive variables that were needed by many non-customers-secretaries using copiers (Neill, 2019;Carton, 2017).…”

Section: Canonmentioning

confidence: 99%

“…From 9% in 1908 to 61% in 1921, the Ford business share peaked. The blue ocean was so large that Ford had developed Model T as the main transportation vehicle in the USA (Neill, 2019;Carton, 2017).…”

Section: The Ford Model Tmentioning

confidence: 99%

“…One of the world's biggest cement manufacturers, Cemex developed an ocean that was historically competitive only with cost and features and had elevated profitability and development in the cement sector. This was done through the shift between the functional and emotional direction of its sector (Neill, 2019;Carton, 2017).…”

Section: Cemexmentioning

confidence: 99%

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The Influence of Blue Ocean Strategy on Organizational Performance

Rahman

Choudhury

2019

Glob. discl. econ. bus.

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The study deals with the blue ocean strategy (BOS) that offers users a framework for making uncontested market space and diverts the outlooks from the existing competition to the creation of innovative value and demand. The purpose of the study is to determine the influence of BOS on organizational performance. In this study, we systematically examine previous research on these topics of BOS. The findings show that there is a significant contribution of BOS to the enhancement of organizational performance. The study recommends that the policymakers should perform a critical analysis of BOS before implementation to see its suitability in the desired organization. Additionally, we identify future research areas that provide scholars opportunities to push theoretical boundaries and offer further insights into the study of BOS. JEL Classification Codes: M31, L25

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Section: Yellow Tailmentioning

confidence: 99%

Section: Bloombergmentioning

confidence: 99%

Section: Canonmentioning

confidence: 99%

Section: The Ford Model Tmentioning

confidence: 99%

Section: Cemexmentioning

confidence: 99%

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The Influence of Blue Ocean Strategy on Organizational Performance

Rahman

Choudhury

2019

Glob. discl. econ. bus.

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Digital distribution of hospitality services in the context of the COVID-19 pandemic

Bovsh

Rasulova

Bosovska

et al. 2022

Tourism and Travelling

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The rapid implementation of digital technologies in all spheres of society resulted from the evolution of consumer needs and IT breakthroughs, the acceleration of which was caused by the COVID-19 pandemic. Lockdowns restricted physical contacts in customer service, highlighting the urgent need to digitize the business. The difficulties in predicting socio-economic conditions of the pandemic have led to new opportunities and mechanisms for the distribution of services and the formation of economic stress resilience of economic entities. The study aims to reveal the essence of the digital distribution of hospitality services in the conditions of uncertainty caused by COVID-19. The study of services digital distribution gives awareness of the possibilities of their implementation in the activities of hospitality entities, which were considered in the context of business security and development drivers during COVID-19. To achieve the study’s goal, a comprehensive approach to the essence of digital technologies, including those specific to hospitality entities, was used. The results of the analysis allowed stating the economic feasibility of direct sales channels. In addition, prerequisites for the collaboration of hospitality entities with digital channels were determined, recommendatory markers of optimal relations with distributors using digital innovations in business were formed. Further, business strategy development took into account the peculiarities of mixing the niches of competition of business entities in digital format and traditional competition. Acknowledgment The paper shows the author’s results within the frameworks of the study, performed in 2021−2023 at Kyiv National University of Trade and Economics at the request of Ministry of Education and Science of Ukraine “Digital transformation of trade, economic and tourist systems in Ukraine” (state registration number 0121U112231) and “Forecasting the impact of the tourism system on the country’s economy” (state registration number 0122U001559).

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A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management

Cited by 2 publications

References 0 publications

The Influence of Blue Ocean Strategy on Organizational Performance

The Influence of Blue Ocean Strategy on Organizational Performance

Digital distribution of hospitality services in the context of the COVID-19 pandemic

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