Abstract
This study deals with an important and vital subject that focuses on determining the role of market knowledge and Blue Ocean Strategy in achieving competitive advantage, and that is because of the scarcity of management studies in general, and marketing studies in particular, which addressed the nature of the relationship and impact between these three concepts .The study problem was represented by the question: what is the state of the Blue Ocean Strategy in Saudi Arabian organizations, how is it affected by market knowledge and what is its impact on achieving competitive advantage. This study aims to reveal the extent of the realization of the organization under study of market knowledge and Blue Ocean Strategy. It also aims to determine the relationship and impact between market knowledge dimensions and the dimensions of the Blue Ocean Strategy, determining the relationship and impact between the Blue Ocean and the dimensions of the competitive advantage strategy, the relationship and impact between market knowledge dimensions and competitive advantage dimensions and determining the relationship and the indirect impact of market knowledge on achieving competitive advantage through the Blue Ocean Strategy. The study was conducted on employees who occupy supervisory positions in Marketing Department of Saudi Telecom Company. The number of valid questionnaires for analysis amounted to (64), which were analyzed using statistical software (SPSS). The study reached several conclusions, including: There is a high degree of acknowledgement among participants in the study about: market knowledge dimension, Blue Ocean Strategy and competitive advantage; there is a relationship and impact between market knowledge dimension and Blue Ocean Strategy dimension; there is a relationship and impact between Blue Ocean Strategy dimension and competitive advantage dimension; there is a relationship and impact between market knowledge dimension and competitive advantage dimension, there is a relationship and an indirect impact of market knowledge on achieving competitive advantage, and that is through the Blue Ocean Strategy.
Highlights
Knowledge management is considered as one of the modern management concepts that get increasing attention of researchers and of those responsible about businesses management
Despite the lack of studies on market knowledge and its role in the adoption of the Blue Ocean Strategy according to the knowledge of the researcher), some studies are found to have discussed the role of market knowledge in the identification and selection of competitive strategies (Blue Ocean Strategy is considered as one of the competitive strategies), including [13], which aimed to clarify the role of market knowledge in the selection of competitive strategies in seven Jordanian private universities and to explain the extent of achieving competitive advantages resulting from the choice of students who study in those universities where two samples of individuals were taken, the first consisted of (150) administrative employees, and the second sample consisted of(450) students of the Faculty of Business of those universities
This study aimed to find out the awareness degree of staff who occupy supervisory positions in Marketing Management at Saudi Telecom Company (STC) of the reality of market knowledge and the philosophy of the Blue Ocean Company, and their role in improving and strengthening competitive advantage
Summary
Knowledge management is considered as one of the modern management concepts that get increasing attention of researchers and of those responsible about businesses management. [4] are both considered as the founders of the Blue Ocean Strategy concept, who after fifteen years of research and after analyzing one hundred and fifty comprehensive strategy movements of 30 industries, reached a strategy they called the Blue Ocean Strategy, where they introduced different methods and techniques in how to use the Blue Ocean strategy to create a new demand in new markets and to stop efforts aimed at beating competition.
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