Blue Ocean Research Articles

Providing Work Engagement Model based on the Blue Ocean Strategy and Organizational Resilience with the Mediation of Job Self-Efficacy in Non-Government School Managers

Objective: Work engagement has an effective role in improving other job and organizational functions. As a result, this research was conducted with the aim of providing work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers. Methodology: This study in terms of purpose was applied and in terms of implementation method was cross-sectional from type of correlation. The present research population was non-government school managers of Tehran city in the academic years of 2023-24, which 400 people of them were selected as a sample by purposive sampling method. To collect data were used from questionnaires of work engagement (Salanova & Schaufeli, 2008), blue ocean strategy (Rajabi Farjad et al., 2019), organizational resilience (Prayag et al., 2018) and job self-efficacy (Riggs & Knight, 1994). For data analysis were used from methods of Pearson correlation coefficients and path analysis in SPSS-25 and Amos-25 software. Findings: The results indicated that the work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers had a good fit. Also, the variables of blue ocean strategy and organizational resilience on job self-efficacy and work engagement of non-government school managers and the variable of job self-efficacy on work engagement of them had a direct and significant effect (P<0.001). In addition, each of the variables of blue ocean strategy and organizational resilience with the mediation of job self-efficacy on work engagement of non-government school managers had an indirect and significant effect (P<0.001). Conclusion: According to the results of this study, the officials and planners of the educational system can improve the work engagement of non-government school principals by increasing their blue ocean strategy, organizational resilience and job self-efficacy.

초등학생 대상 지구시민교육의 효과 평가

This study aimed to evaluate the effect of Earth Citizenship Education by a non-profit corporation on sixth-grade students in elementary school. To this end, from April to July 2023, education and campaigns were conducted, targeting one class of sixth graders at N Elementary School in Seoul, selected for the Global Citizenship Education Program encompassing food education, environmental education, and social education. First, Food education covered three topics and a campaign promoting the right food practices. These include ‘nutrition balance and taste education,’ ‘food labeling education’, and ‘animal welfare education’. Similarly, environmental education covered three themes and school clean-up campaigns: ‘proper cleaning class,’ ‘blue ocean class’, and ‘virus and earth environment class’. Finally, social education focused on two topics: ‘cognitive domain and media literacy’, and ‘project design,’ emphasizing empathy education for fostering coexistence. Over ten weeks, professional instructors visited the school for 80 to 90 minutes each week to deliver experiential face-to-face lectures and organize practical missions. To assess the effect of Earth Citizenship Education, students' knowledge, attitudes, and behavioral aspects related to each topic were surveyed before and after the education. The first survey, aimed at capturing immediate effects, was conducted one week after the education, while the second survey was administered a month later to confirm the continuity of behavioral changes. The collected data underwent statistical analysis using SPSS 21.0. Results reveal that elementary school students’ scores across knowledge, attitude, and behavioral areas improved by 13.2, 23.0, and 10.0 points, respectively, post 1st and 45.1 post 2nd. The average scores stood at 86.4, 77.4, and 59.4 points post 1st and 94.5 points post 2nd. Environmental education recorded improvements of 9.6, 13.3, and 5.9 points post 1st, and 37.6 points post 2nd, with average scores of 76.2, 79.2, and 64.4 points post 1st, and 96.1 points post 2nd. In addition, social education showed improvements of 9.0, 2.7, and 6.1 points post 1st and 40.0 points post 2nd, with average scores of 84.0, 75.5, and 47.8 points post 1st and 81.7 points post 2nd. Elementary school students expressed high satisfaction with Earth Citizenship Education, especially the student-centered learning consisting of direct activities and experiences, with average scores of 84.9 and 75.2 points for food education, 83.0 and 75.6 points for environmental education, and 80.0 and 75.0 points for social education. However, there remains room for improvement in the recommendation scores. In conclusion, the study confirms that Earth Citizenship Education provided by the local community effectively changed elementary school students’ knowledge, attitudes, and behaviors. In addition, it was confirmed that the sustained effect on behavioral change could be attributed to teacher intervention aligned with the school curriculum, such as subject-related campaigns, providing review materials, and activities in Practical Arts subjects. Consequently, continuous post-education intervention can effectively bring about changes in knowledge, attitudes, and behaviors through proper food, environment, and social practices in daily life. Furthermore, this study can potentially contribute to developing a customized educational model in Practical Arts subjects through collaborations between local communities and schools.

Blue Ocean Strategy: Case Study on PT. Wismilak Inti Makmur, Tbk

PT. Wismilak Inti Makmur is an Indonesian cigarette company that has started commercial activities producing hand-held cigarettes since 1962 in Surabaya. This research was conducted to formulate and test the blue ocean strategy in the cigarette industry. The research method used is based on literature studies to understand consumer preferences and current industry trends. By implementing the blue ocean strategy, it is hoped that WIIM can get out of the red ocean and have a new market in the blue ocean. This research provides input in developing innovations that can be carried out by the cigarette industry in the face of intense competition using research methods The Four Actions Framework and Six Paths Framework.

Blue Ocean Strategy Analysis PT. Kalbe Farma Tbk

This study case to analyse the blue ocean strategy of PT. Kalbe Farma Tbk. PT Kalbe Farma Tbk. is one of the international companies engaged in manufacturing pharmaceuticals, supplements, nutrition, and health services with the motto The Scientific Pursuit of Health for a Better Life. Kalbe uses an innovative strategy done with market penetration, market development, and existing product development. Market penetration is carried out through many collaborations with companies or local distribution in each country through the subsidiary Kalbe International Pte. It is hoped that with the development of the market, Kalbe can achieve its growth targets in terms of sales as well as profit. As for product development, Kalbe developed a program called Health and Happiness, or a program for happy living, and the program produced the H2 Cordyceps Militaris product, which is a supplement that increases immunity.

Reverse knowledge transfer from subsidiaries to headquarters: Chinese firms in Africa

This study aims to identify the factors influencing the reverse knowledge transfer (RKT) of local market information from overseas subsidiaries to their multinational enterprise (MNE) headquarters. For this objective, this study uses both knowledge transfer capacity and relational capital as overarching theoretical concepts. Survey data are collected from Chinese MNEs operating in Africa, which is often referred to as an unknown ‘blue ocean’ economy. Results show that the components (i.e., knowledge development capabilities and possession of prior relevant knowledge) of knowledge transfer capacity increase relational capital. Specifically, knowledge development capabilities highly facilitate the overseas subsidiaries' RKT, and relational capital functions as a vehicle promoting such phenomenon. Findings can provide valuable theoretical contributions and practical implications to MNEs intending to enter ‘blue ocean’ markets.

How to Turn Around a (F)ailing Hospital or Health System

Hospital and health system bankruptcies and closures continue to rise in the United States. Turnarounds of healthcare organizations at risk or already in insolvency present daunting challenges that require new leadership. There are at least four key components necessary for a successful turnaround: (1) unwavering support of the governing board and key stakeholders for the new management team; (2) the right timing to start the turnaround process; (3) appointment of a transformational Chief Executive Officer (CEO) who epitomizes the modified democratic management model; the new leader should preferentially hold dual MD and MHA/MBA degrees to understand both medicine, the core business, and economics, the other nucleus for the organization’s survival; (4) a convincing and inspiring strategy that is based on both financial and operational data and includes elements of the blue and red ocean strategies to accomplish a successful turnaround. From the financial perspective, cash management, expense reduction, and revenue improvement plans must be developed and executed immediately. From the workforce perspective, the new CEO must, from the very beginning, provide regular, honest, and uplifting communication messages to turn internal skepticism to belief and to motivate and inspire all employees. Lastly, to guarantee the sustainability of a successful turnaround, all strategic measures must be re-evaluated on a regular basis with a low threshold to adapt to new changes in order to stay ahead of the competition

A Proposed Business Model Innovation Using Blue Ocean Strategy Approach for Kiumarket in The Post-Pandemic Era

Kiumarket, a local brand in the home fragrance industry, encountered significant challenges in the evolving post-pandemic market landscape. Known for its diverse range of aromatic products, including scented candles, diffusers, and sprays, Kiumarket faced declining sales due to a shift in consumer habits, as people began spending less time at home. The market also saw an influx of new competitors, leading to increased competition and necessitating a strategic reevaluation of Kiumarket’s product offerings and pricing strategies. Furthermore, changing consumer preferences towards specific scents and qualities demanded a more targeted approach to Kiumarket’s product range. The research aimed to address these challenges by exploring effective strategies that would enable Kiumarket to adapt and secure a sustainable competitive advantage. The primary focus was on assessing the effectiveness of a new business model strategy for distinctive positioning in the market, the transformative role of innovative market creation and differentiation in enhancing Kiumarket’s value proposition, and the impact of such strategies on the brand’s market penetration, profitability, and long-term viability. Employing the Blue Ocean Strategy framework, the research delved into the current competitive scenarios using analytical tools like Porter’s Five Forces and the Business Model Canvas. This comprehensive approach helped in understanding the intricate market dynamics, competitor behaviors, and dominant value propositions. The Strategy Canvas was pivotal in analyzing the market landscape, identifying competitive factors, and uncovering potential differentiation opportunities. Innovative thinking was encouraged through the application of the Four Actions Framework and the ERRC Grid, focusing on reconstructing market value and strategy. A variety of research methods were utilized, including in-depth industry reports analysis, surveys, interviews, and focus group discussions. Tools such as SPSS ensured the accuracy and reliability of the data analysis. The study also incorporated Blue Ocean Strategy instruments like the Buyer Utility Map and the Three Tiers of Noncustomers, enabling a deep exploration of new market opportunities and insights into buyer personas. The findings of the research underscored the necessity for Kiumarket to differentiate its products, maintain consistent quality, and enhance customer satisfaction. It suggested that a strategic overhaul of the product line, coupled with competitive pricing and a strong focus on customer engagement, would be crucial. Additionally, targeting non-customers and innovating in product offerings emerged as vital strategies to tap into new market segments.

Analysis Business Model Of SMEs Craft Industry In The North Sumatra Province

The aim of this research is to determine and analyze the SWOT formulation of the shell industry business in Provinsi Sumatera Utara. The data processing and analysis methods used were factor tests and discriminant analysis using the Cochran and Kaiser Meyer Olkin Measure of Sampling (KMO) tests. It is hoped that the results of this research can strengthen the results of previous year's research by exploring potential marketing strategies and comparisons of each industry. The formulation of a blue ocean strategy that can be recommended to Provinsi Sumatera Utara Small and Medium Industries (HCI), includes: (1) Through the six paths framework, there are four alternatives that can be used by Provinsi Sumatera Utara SMEs to reconstruct its market boundaries, including looking at alternative industries, strategic groups, complementary product and service offerings, and emotional-functional appeal for buyers. (2) Formulation of a four-step framework by enhancing hospitality and decorum; as well as creating hall or auditorium packages for exhibitions as well as product packages, supporting facilities, promotions via social networks, light visualization concepts, and rental of stands to provide appetizers. (3) Strategy formulation has three good characteristics, namely focusing on service and improving product marketing, divergent with the creation of new factors that can make Provinsi Sumatera Utara SMEs stay away from competition. Formulation Model The competitive strategy for the Shellfish industry is formulated using the SWOT Strategy, namely (1) The appropriate SWOT strategy for Shellfish SMEs in developing their business and facing competition between businesses (commercial studies) is another market penetration strategy that emerges from the QSPM matrix. (2) The factor that is the advantage of the Shell Shell HCI which can be used to increase competitiveness in facing competition between used tire businesses is the cheaper price factor. (3) There are 9 key strategic factors that influence competition between HCI Shellfish and its competitors, these strategic factors are finance, price, operational techniques, operational costs, facilities and infrastructure, promotion and advertising, transportation facilities, service quality, completeness of business operational equipment.

Premier Wallet: banking the unbanked population in Somalia

Learning outcomes Upon reading, analyzing and participating in the classroom discussion of this case study, students will be able to use the blue ocean strategy (mainly the Strategy Canvas tool) to analyze how companies establish their products as viable and the go-to solution for consumers; perform a competitive analysis for competitive products; learn how to use data from the case, including industry trends, to predict the future market position of products; and learn how to develop strategies for new products in the market. Case overview/synopsis Abdishakur M. Afrah, who served as the Head of Business Development at Premier Bank, oversaw a substantial banking portfolio, which included Premier Wallet – the first digital wallet in Somalia. This case study outlines Premier Wallet’s journey and its transformative impact on the banking sector. Owing to the mobile wallet, consumers could, for the first time, engage in purchasing, withdrawing cash, shopping online and topping up without needing a bank account at Premier Bank. This allowed for the financial inclusion of the unbanked Somali population. This case study also highlights the Wallet Send feature, a disruptive feature that challenged the prevalent Hawala system in Somalia. This feature enabled customers to send money across 110 countries via their smartphones, facilitating direct deposits to the mobile or bank accounts of their family and friends or to cash withdrawal points nearby. Despite these advanced features, Premier Wallet struggled with broader acceptance, hindered by a mere 9% internet penetration, the absence of a national identification (ID) system and stiff competition from WAAFI, a fintech application supported by Hormuud Telecom, Somalia’s leading telecommunications company. The case study also delves into the strategic decisions Afrah had to make to position Premier Wallet as the top mobile money option for consumers in Somalia. Complexity academic level This case study is suited for undergraduate-level courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship

Creating an integrated strategic plan

The modern surgical leader now requires many tools for successful leadership. One critical tool is developing an integrated strategic plan where team and culture are developed with a directed common mission. This mission or strategic plan must fit within certain constraints, such as the larger institutional goals and constrained resources. To help develop this strategic plan, the surgical leader has many resources to use. The most common strategic planning tool is the Strengths, Weaknesses, Opportunities, and Threats analysis. Here, both internal and external factors are evaluated. From here, the contribution will review the Political, Economic, Social, Technological, Legal, and Environmental analysis (ideal for external factors) and Mission, Objectives, Strategies and Tactics analysis (ideal for internal factors), along with the Blue Ocean Strategy, Scenario Planning, and Ansoff Matrix, all of which are excellent for future planning. Porter’s Five Forces will review standard competing forces, whereas Six Sigma reviews measurable process development, and Balanced Scorecard provides the framework for measurable advancements. After the paper, the reader will better understand the various tools that can be used to develop an integrated strategic plan.

Adaptation of Blue Ocean Strategy in Increasing Business Markets

Products produced by the XYZ Photography & Video Studio business include photo studio services, graduation studio photos, family studio photos, pre-wedding photos, wedding photos, wedding videos, photo printing, and photo accessories sales. The following problems: Lack of promotion carried out by the management either manually or online, No company targets monthly and yearly, Incomplete brochures and price lists for each product. This study aims to increase revenue and propose strategies to create innovations to stay away from competitors. The methods used are the SWOT and Blue Ocean Strategy (BOS). The SWOT method determines strengths, weaknesses, threats and opportunities. The BOS method is a method used to stay away from competitors. Research conclusion The Company's position in market competition through the SWOT matrix of EFAS and IFAS is in quadrant IV, which means that the Company in this position is very unfavourable because it faces threats and weaknesses from the company. The company has many weaknesses and also faces threats. This position proves that the company's performance is weak and faces major challenges. The company focuses on minimizing internal problems to seize existing market opportunities

Pengembangan Lembaga Paud Islam Dalam Perspektif Blue Ocean Strategy

This study aims to describe and analyze the development of Islamic PAUD institutions carried out by TK ABA Majapahit Kalierang Bumiayu Brebes in the perspective of blue ocean strategy. This research is a naturalist qualitative research. Data were collected using interviews, observation and documentation. Then the data were analyzed using the data analysis technique of the Miles and Huberman model. The results showed that the steps taken in implementing the blue ocean strategy to develop PAUD institutions in TK ABA Majapahit were: (1) Creating a canvas for the development of Islamic PAUD institutions; (2) Create a framework for Islamic PAUD institutions; (3) Create three levels of non-customer Islamic PAUD services; (4) Create a framework for six paths for the development of Islamic PAUD institutions; and (5) Creating the value of innovation in the provision of Islamic PAUD services.

From the theory of the firm (1937) to Blue Ocean (2005): the evolution of organizational strategy and the challenges of the digital context

Organizational strategy is very prominent in organizations, and its first studies were carried out at the beginning of the last century. The work was carried out in some contexts, such as firms, the military and governments, but the vast majority was developed from observing companies around the world, which provided the impetus for the construction of theories that are still used today. Over time, several seminal authors have made contributions to the evolution of strategy theory. The aim of this theoretical-conceptual article is to discuss the classic authors whose works on strategy were published between 1937 and 2005. The methodology consisted of documentary reading of the authors' main works and extraction of the main themes covered. The authors were seminal in the evolution of strategy theory, through their contributions and practical applications. This work encourages discussion about the innovative peculiarities of the authors and how they can be seen in a systemic way, as well as enabling these works to be a source of consultation for other researchers and those interested in the proposed theme.

A Blue Ocean Strategy for Herbal Liniment: Escaping Tight Competition in Indonesian Market

The herbal liniment industry operates in a highly competitive and saturated market. This study focuses on developing a blue ocean strategy for Yodosan Herba Natur, an herbal liniment manufacturer, to treat musculoskeletal pain. Through qualitative interviews with 17 participants in Surabaya, customer preferences and latent needs for musculoskeletal pain treatment were explored. Data analysis utilizing NVIVO v.12 software revealed seven main themes: effectiveness, experience, ease of use, sensation, availability, recommendation, and other factors. This research assessed the competitive landscape comprehensively using blue ocean strategy analysis tools. The blue ocean strategy is to develop an odorless product with long-lasting heat, a strong brand image, widespread availability, compact size, and affordable prices. New factors introduced are packaging designs, niche marketing, and strategic partnerships. The findings highlight the potential for Yodosan Herba Natur to revolutionize musculoskeletal pain treatment and capture the untapped markets of second and third-tier non-consumers.

Business Models and Strategies for Managing Indigenous-based Natural Tourism in and around Danau Sentarum National Park (Ecotourism Meliau Hamlet)

Danau Sentarum National Park (DSNP), situated in West Kalimantan's Kapuas Hulu region, stands out as a unique destination. Meliau Hamlet, located within and around DSNP, servesasasettlementfortheDayak Ibantribe, preserving theirdistinctcustoms. The surrounding area boasts captivating landscapes, including lakes, swamps, rivers, and hills, drawing both domestic and international tourists. Recognizing this potential, the Melemba Village government established KPP Kaban Mayas, an ecotourism initiative. However, challenges such as limited human resources, insufficient infrastructure, and management issues hindered Meliau Hamlet's ecotourism operations. This research aimed to assess ecotourism development feasibility, economic viability, and community engagement. It also outlined the ecotourism management's business model and strategies. Data was gathered through field visits, interviews, and surveys. Analysis encompassed scoring tourist attractions, evaluating stakeholders, financial assessments, and community capital. The Business Model Canvas (BMC) described the business model, while strategies were formulated using SWOT analysis, Quantitative Strategic Planning Matrix (QSPM), and Blue Ocean Strategy (BOS). Results underscored natural resources as vital assets for ecotourism. Meliau Hamlet's ecotourism could thrive by focusing on value proposition, keyresources, keyactivities, and keypartnerships.

Implementation of The Blue Ocean Strategy to The Financial Performance of Village Credit Institutions (LPD) In Bali

LPD as a microfinance institution belonging to a traditional village in Bali, specializes in serving village communities, including those who are unbankable. Having an unbankable market has the potential to increase NPLs and reduce financial performance. Many LPDs have small company sizes (depending on the potential of the village) and are managed by unprofessional management. But LPDs were able to grow and survive 35 years of competition. The purpose of this research is to examine LPD strategies to be able to grow and survive in the midst of increasingly fierce competition for microfinance institutions. Using qualitative research methods supported by quantitative data sourced from LPLPD Bali Province in 2022 with an ethnographic approach, and unstructured interview techniques. This study concludes that the LPD is a microfinance institution belonging to a traditional village, benefit-oriented, not profit-oriented. The financial performance of LPDs is relatively good. Only a small proportion (around 7%) experienced problems, mostly caused by factors of business size and governance, only a small portion due to NPLs. LPD's ability to grow and survive is due to implementing the Blue Ocean Strategy by creating a market for indigenous villagers, who are known and trusted, and are not affordable by competitors. This article is the result of research, has never been published by anyone

DESIGN OF BUSINESS MODEL INNOVATION FOR POWER PLANT OPERATION AND MAINTENANCE SERVICES USING DESIGN THINKING METHOD


 
 
 Power generation business competition in Indonesia is increasingly competitive due to the growth of IPP’s with better levels of reliability and efficiency. IPP growth with the TOP scheme in PJBTL has the potential to burden PLN and the state's finances in the long term. In order to guarantee the sustainability of the company, this needs to be a concern of PLN and its subsidiary, PLN Nusantara Power (PLN NP). PLN NP is expected to be able to provide more competitive O&M service fees. This study aims to formulate cost efficiency O&M services based on factors that affect the cost of supplying electricity, to provide efficient and competitive O&M service costs. The research began with the in-depth interviews with experts and reports of electricity supply, O&M service business processes, list of power plant units which were analyzed using the design thinking method, and supported by the cost leadership and blue ocean strategy. The results of the analysis obtained from this study have been validated by experts, in the form of proposed formulations that are studied comprehensively, and are able to solve O&M service cost problems by implementing a cost leadership strategy through changes to return on investment schemes, use of local workforce, appointment schemes directly, as well as the transfer of 3rd party contracts. This research proves that the proposed formulation is able to support O&M service cost efficiency of 9.5%.
 
 

RANCANGAN STRATEGI PENGEMBANGAN USAHA COFFEE SHOP MENGGUNAKAN METODE QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM) DAN BLUE OCEAN STRATEGY (BOS) DALAM UPAYA MEMPERTAHANKAN USAHA (STUDI KASUS: MEDIAN COFFEE AND EATERY)

The increasing number of coffee shops in Pekanbaru city significantly makes Median Coffee and Eatery required to remain competitive by determining the right planning / strategy. In the last few months Median Coffee and Eatery has experienced a very significant decline in profits. This study aims to design alternative strategies by providing new innovations in developing and maintaining businesses using the Quantitative Strategic Planning Matrix (QSPM) and Blue Ocean Strategy (BOS) methods. Based on the results of calculations using the QSPM method, 7 alternative strategies were obtained, there are 3 priority strategies that have the highest TAS value, namely providing an attractive outdoor area (TAS 7.647), expanding indoor and parking areas (TAS 7.643), and optimizing promotional activities (TAS 7.559). This research is expected to be an evaluation and consideration for business owners so that Median Coffee and Eatery can increase sales.

Methodology for Prioritizing Value-Added Options for Agricultural Products: Insights from Coconut-Producing Communities in Cauca, Colombia

Most countries in Latin America and the Caribbean rely on agricultural products without value-added processes, resulting in limited profit margins and reduced economic and social development. This research was conducted as part of the “Strengthening of the Coconut Production Chain in the Cauca Pacific Coast—Copacífico” project. The primary aim of this endeavor was to develop and validate a methodology for the systematic prioritization of solutions aimed at enhancing the value proposition of coconut fiber (tow) within the communities situated along the Pacific coast of Cauca, Colombia. The methodology is based on a set of interconnected concepts: the innovation funnel, human-centered design, and social innovation, complemented by lean startup, scrum, design sprint, and the inventive problem-solving theory TRIZ. These concepts are integrated with the blue ocean strategy, value proposition, and CANVAS. The validation process focused on prioritizing value-added alternatives for coconut fiber by-products (such as coir), resulting in desirable, feasible, and viable solutions achieved through a robust and participatory methodology. Consequently, this methodology is deemed suitable for innovation processes in rural regions, requiring the collaboration of universities, companies, and governmental entities to formulate solutions aligned with the challenges and specific contexts of their territories, while focusing on sustainable development.

Crafting investment models through contradictory value and momentum investment strategies by artificial intelligence

Crafting investment models through contradictory value and momentum investment strategies by artificial intelligence Professor Chien-Feng Huang discusses how Artificial Intelligence could provide innovative models and strategies to solve investment problems. Over the past decade, Professor Chien-Feng Huang has been working on several investment problems using Artificial Intelligence (AI). Big Data technology, data mining and machine learning play crucial roles in his research, where he hopes to discover niches and innovative solutions to bring about blue ocean strategies for investment. One major line of research Professor Huang has been pursuing is to combine seemingly contradictory strategies to generate emerging solutions for investment. For example, the momentum investing strategy might advise buying a stock, yet the value investment strategy advises against it. So, which one is right?