Red Ocean Strategy Research Articles

Analysis of Business Development at Banana Chips MSMEs with Red Ocean Strategy

Analysis of Business Development at Banana Chips MSMEs with Red Ocean Strategy

THE ROLE OF INTRAPRENEURSHİP IN BLUE OCEAN STRATEGY

The realization of intrapreneurship activities is one of the important points in the achievement of a unique market position for the businesses to which the blue ocean strategy is implemented, and also in creating value for customers. However, in the implementation of this strategy, businesses need to make foresight and planning for how long they can maintain their position. In this case, the primary issue is to integrate the blue ocean strategy within the intrapreneurship relationship. In the markets that adopt the red ocean strategy, all competing businesses have intense efforts to win for the same business, while in the blue ocean strategy, there is a free market structure where the players are the same but different markets are located, rather than intense competition, aimed at creating innovation and benefit. The more unique, inimitable and inaccessible to the competitors, the higher the gains of the enterprises and the longer their lifespan will be. An intrapreneur is a person charged with generating and/or developing new ideas within the business. Today, it is seen that the popularity and benefits of intrapreneurship activities are increasing. In order to enter the blue oceans, which is an important factor for businesses to expand into new areas and increase profit maximization, it is very important for business management to create a policy to support intrapreneurship activities, as well as to create a new organizational culture that will support intrapreneurship. The success of the blue ocean strategy, which makes a difference in establishing the basis of the business strategy and providing competitive advantage, depends on the innovation-oriented, entrepreneurial culture of business managers. The aim of this study is to examine the "Blue Ocean Strategy", which is an alternative model in value creation, and the effects of intrapreneurship activities in businesses on this strategy in a conceptual framework.

El océano azul de la política común de seguridad y defensa

The blue ocean of the Common Security and Defence Policy (CSDP) of the European Union is the object of study of this research, from a basically policy-making approach, focused on policy design. As a starting point, it takes content from geopolitics and realism theories that analyse why the common European defence policy is so problematic. The study explains the blue ocean tool with the case study of the F-35 aircraft. Based on their understanding, the red ocean strategy is described against the blue ocean strategy, contrasting a Europe within NATO and dependent on the US against a Europe as A²E (strategic actor and strategic autonomy). Subsequently, the scheme of four actions in the construction of a common defence policy in Europe is elaborated. The blue ocean matrix is structured, where the construction of a common defence policy in Europe is analysed, presenting what should be eliminated from the defence policy, what should be reduced, what should be increased and, finally, what should be created to achieve a common security and defence policy of the European Union (EU). Then, the four organizational barriers to achieving a European Armed Forces and the three key components of the change to the European Armed Forces are considered.

Encouraging Value Innovation by Adopting the Blue Ocean Strategy in a Batak Karo Fabric Business

The tradition of Batak Karo fabric production has been undertaken for a long time, with many businesses in existence for multiple generations, as is the case with the trade business UD Batik Bintang HS (BBHS). Competition in this trade is extremely intense, with many companies degrading and going out of business. Innovation of new value is needed to advance businesses’ efforts to survive and thrive. In addition to the Red Ocean Strategy, in existing business arenas, the Blue Ocean Strategy (BOS) can be adopted to support such efforts. This study aimed to boost value innovation at BBHS by introducing the BOS, presenting a novel research contribution by examining a Batak Karo fabric business using a descriptive qualitative method. Interviews were used for data collection, and the credibility of the data was validated through triangulation of the data sources. Respondents included three internal employees, three customers, and three suppliers, totaling nine participants. Data analysis applied stages of reduction, display, and conclusions/verification. The discussions were engaged using the BOS constructs of strategy canvas, 4-action framework, and BOS formulation. The research results revealed two notable strategies in value innovation. First, new value innovation can be inspired by entering the supplier industry through innovation in fabric raw materials by lowering yarn density, resulting in lower consumer price without affecting quality. Second, innovation strategies included new cloth colors and motifs that dare to go beyond common customs without violating traditional standards. Both strategies represent new value innovations to attract new customers and retain existing customers. From a research perspective, this study contributes novel evidence that the BOS can be applied to broaden perspectives and identify new value innovations in traditional Batak Karo fabric businesses, with potential applicability to a broad range of traditional textile enterprises

Analisis Penerapan Blue Ocean Strategy pada Kedai Kopi di Kabupaten Pringsewu di Era Pandemi COVID-19


 The rapid development of the world creates increasingly fierce competition in the business world. This is also exacerbated by the emergence of the COVID-19 pandemic which has spread to various countries. The presence of the COVID-19 pandemic has affected many companies, both large and small. However, one sector that is still capable of molars is Micro, Small and Medium Enterprises (MSMEs). The purpose of this study is to explain and describe the differences in the implementation of business strategies at coffee shops in Pringsewu Regency during 2021 which is the COVID-19 pandemic period and help formulate strategy improvements using the eliminate-reduce-increase-create strategy canvas and blue ocean strategy index. . This study uses descriptive qualitative research by selecting the object of research are three MSME Coffee Shops in Pringsewu Regency. Sources of data used include primary and secondary using interview techniques to three coffee shops and documentation. The analytical methods used in this research are data reduction, strategy canvas, eliminate – reduce – increase – create and order strategies or blue ocean strategy indexes. Based on the results of research conducted, the COVID-19 pandemic has greatly affected MSMEs in Coffee Shops in Pringsewu Regency. The outbreak of COVID-19 has disrupted the operations of the Coffee Shop MSMEs that are currently being run. Government policies taken to suppress the spread of the COVID-19 pandemic have also reduced coffee shop visitors drastically. Regarding the implementation of business strategies, this study found that in general MSME coffee shops in Pringsewu Regency have not implemented the Blue Ocean Strategy, but are still struggling with the Red Ocean Strategy.

Red Ocean Strategy: Quadran Strategy in Building Bandung City Mosque Cooperative

The purpose of this study is how to optimize the problem solving of the Mosque Cooperative in Bandung City through the transformation of generic strategies and social innovation catalysts with the Red Ocean Management Strategy approach. Two steps have been taken, namely the identification of SWOT and the selection of generic strategies and social innovation catalysts through the Red Ocean Management Strategy approach. The results of the IFE and EFE SWOT analysis and are stated in the quadrant matrix identified in quadrant III, namely the mosque cooperative in a weak and threatened condition, where this condition is unfavorable for the mosque cooperative, which is dominated by the organization's internal weaknesses and threatened by the external environment. The Red Ocean strategy that must be carried out by mosque cooperative managers is focus and product differentiation by catalyzing innovation in the service process with priority on improving internal management.

Reviewing Blue Ocean Strategy and Opportunities for Upcoming Retail Entrepreneurs in Namibia

This article analyzes the approaches and opportunities of retail entrepreneurs in Namibia to understand competitive strategies pursued in the current market in regard to blue ocean strategy and red ocean strategy. Besides entrepreneurs displaying to have habitual competition and strategy knowledge; the biggest challenge some of these businesses have been to intensify their need to growth by generating new demand in uncontested markets. Blue Ocean Strategy (BOS) concentrates on existing competition and establishes an uncontested market area for demand and innovative value. Retailers of individual businesses lead to positive signs of promotion derived through competition. The article further looks at analyzing theoretical reviews of BOS, differentiating amid blue and red oceans. Therefore, for businesses to become productive and pursue Value Innovation, retailers are advised to commence considering BOS. As such, the authors used Porter’s five forces framework to evaluate competition in the retail industry. This paper discusses the literature on BOS strategic framework, establishing the foundation for introducing principal concepts and phases of the BOS process. Primary and secondary data were employed for analysis and discussion of findings. The study was delimited to upcoming retailers in the city of Windhoek in Namibia. However, further studies should be conducted to apply inferential analysis for better conclusive remarks to the retail industry.

English

Although tea is the leading cash crop in Kenya, the industry faces significant challenges. Although application of blue ocean strategy (BOS) could redress some of its problems, few studies have explored the question. This study investigated the relationship between BOS and sustainable performance of the Kenyan tea industry. The study applied the Four Action Framework (FAF) together with elements of Six Searching Paths-Frameworks (SSPF). The strategies resulting from SSPF were fashioned into the FAF, and validated by employees of tea estates in Nandi County.  The sample consisted of 240 workers, selected from a target population of 1150, by stratified random sampling. The study found that all predictors in the regression model, eliminate (β=0.291), reduce (β=0.314), raise (β= 0.435), and create factors (β=0.344) had a significant and positive effect on sustainable performance. Thus, implementation of the four factors could lead to sustainable performance of Kenya’s tea industry. The study concluded that branding tea, adding value to it, increasing domestic consumption, productivity and eliminating long and inefficient supply chain would lead to sustainable performance.  The study recommends that the tea industry should add value and brand its tea.   Key words: Tea, blue ocean strategy (BOS), red ocean strategy (ROS), sustainable performance.

Consumers and enterprises as actors on the market

This conceptual paper discusses the phenomenon of differentiation made possible through branding or innovation or a combination of the two. Differentiation is eventually the driving force for the development of its own negation, commoditization. When customers have endured a commoditized market long enough the opportunities open up for creative destruction, this concept of Schumpeter (1942), means that an entrepreneur invents a completely new way of satisfying the customers’ unsatisfied needs, making the industry that no longer bothered about their customers. Many researchers have tried to re/brand destructive innovation as their own, with concepts, such as of ”transilience”, and “blue ocean strategy’, as opposed to ‘red ocean strategy’.
 The paper focuses on innovation as a differentiation strategy and on temporary monopoly rent as a driver of innovation. Increased competition and shortening and life cycles makes capitalism more volatile and the strategies to reduce the risks involved are discussed. These strategies lead to the real-world implementation of the concentration of capital forecasted by Marx and feared by Schumpeter.
 The paper identifies the need to continuously monitor the concentration of capital and to understand individual markets by studying the firm’s profit.

THE ALTERNATIVE BLUE OCEAN STRATEGY: BAGAIMANA STRATEGI PERUSAHAAN INDUSTRI KOPI SANTRI DALAM MENGHADAPI PERSAINGAN BISNIS?

Companies that can survive in business competition, must use strategies that are oriented to innovative and efficient values by looking at the company resources and capabilities holistically. When the giant coffee industry companies use the red ocean strategy in the expansion of market competition, the small and medium coffee industry companies (MSMEs) such as The Coffee Santri Industry in this study take the alternative blue ocean strategy into a strategic choice. A choice of strategies that do focus differentiation. Formulating the use of the blue ocean strategy by forming a new concept, namely outlet treatment, coffee shop and manufacturing scrubs, aroma therapy and prayer coffee are essential for survival and expansion outside the Red Ocean arena.

The Value Innovation of Symphony Orchestras and the Triggering Effect of Coronavirus

The current coronavirus situation both gives an opportunity to the organizations and forces them to change and rethink fundamentally their business models. The pandemic causes an extremely difficult situation for symphony orchestras, as they have to cancel their performances and redefine how to reach their audience. Either they follow a Red Ocean Strategy and lose significant revenue or develop a Blue Ocean Strategy and prosper. The Blue Ocean Strategy involves a value innovation that can be achieved by four actions (eliminate, reduce, raise, create) and taking advantage of the opportunities offered by digitalization. After briefly reviewing the concept of business model innovation, the article gives an overview of some novel aspirations, attempts and projects selected from international and Hungarian symphonic orchestral life to provide excellent examples of how the value proposition can be redefined and how the expectations of the 21st-century audience can be met.

Implementation of the Blue Ocean Strategy Using Simulation: Firm-Level Evidence from Russian Steel Market

This paper reports a methodological approach to quantitatively assess the effectiveness of the Blue Ocean Strategy in the Russian steel market that makes the competition irrelevant. Based on the simulation method, qualitative and quantitative dependencies are determined between firm economic performance and the implementation of the Blue Ocean, Red Ocean, and Monopoly strategies. It is shown by the example of the Russian steel market that Blue Ocean Strategy enables to get a significantly higher level of profit for the enterprise as compared to the implementation of the Red Ocean Strategy, even in a monopolistic market. This is provided by creating innovative value, manifested in the minimization of social losses in the market, ensuring the possibility of establishing a higher market value while reducing production costs. The results of the paper may serve as an aid to the effective development of small and medium-sized businesses by providing a sound quantitative framework to quantify the value of innovation. This article gives an insight into how firms can create blue oceans of uncontested market space to prosper in the future, providing an opportunity to evaluate the effectiveness of the chosen strategy to minimize risks.

Blue Ocean Strategy for creating Value of the Organization: Examination of Differentiation with Red Ocean Strategy

For creating new demands and open up a new market space the pursuit of differentiation can be consider as Blue ocean strategy. For capturing and creating uncontested market space so it can make the irrelevant competition Blue ocean strategy is used. The Blue ocean strategy is based on the concept that industry structure and market boundaries can be reconstructed by beliefs and actions of industry members

Fostering a Culture of Innovation: A Framework for Understanding Organizational Capacity for Innovation

The churn rate of innovation has become constant with the emergence of globalization and technological advancements. The ability for organizations to maintain competitive advantage stems from many different veins; however, modern perspective and strategies indicate that for long-term sustainability, firms are scaling outside of their market (blue ocean strategy) or competing within their market (red ocean strategy). Both approaches require organizations to apply non-traditional practices to advance their strategic portfolio. These methods are centered around innovation from disruptive to fast-second and many other innovation methods. Essential components are needed to ensure these innovation strategies can transition ideas into action leading to positive change. The following article provides a framework for leaders to measure organizational capacity for innovation.

Mediating Role of Innovation Strategy Between Porter’s Red Ocean Strategy and Innovative Performance

Competitive advantage is need of every organization in today’s business environment especially when competition is very tough. This enforces organizations to make strategies to be more innovative for survival and progress. In today’s fast paced word of knowledge, strategies for business are characterized in Red oceans of competition and Blue oceans of uncontested markets. This paper exclusively tries to look into porter’s red ocean business strategy though generally there are different Red Ocean strategies of competitive market, these strategies are Porter’s competitive forces strategy, Resource based theory, and ‘Miles and Snow’ strategies etc. Though there are many studies on relationship of strategy and innovation but very few empirical studies are available. This paper examines the influence of porter’s business strategies of differentiation and cost on organizational innovation performance. This paper also explores that how porter’s red ocean strategy performs better for innovative performance. Mediating role of Open innovation strategy is also discussed. These relationships for innovation performance will be explored for other red ocean strategies and Blue Ocean Strategy in other papers. For this purpose, we shall use a quantitative research design and will collect data from 250 SME’s in Malaysia through a self-administrated questionnaire. Results will be analyzed for the relationship of porter strategy of cost and differentiation with innovation performance, moreover the mediating effect of Open innovation will be explored between porter’s ROS and Innovation performance.

Impact of Blue Ocean Strategy on Organizational Performance: A literature review toward implementation logic

This study is based on the pros and cons of the Blue Ocean Strategy (BOS) that offers users a framework for creating uncontested market space and diverts the views from the current competition to the creation of innovative value and demand. The main objective of the study is to show the overall scenario of BOS and its impact on organizational performance. The study includes the history of BOS, comparison with Red Ocean Strategy (ROS), relevance of applying BOS, Applications, Critics, Findings, Recommendations and Conclusion. The Findings of the study tries to show the ultimate results of applying the BOS and the recommendations urge some precautions to apply BOS. The result found that BOS positively affects the organization performance if applied in organizations. Overall, the study is effective to decide the adoption of BOS within the organization. The recommendation for the organization is to do an in-depth analysis on BOS before implementation to see the suitability considering the company size, industry condition, and adaptability.

The IR Evolution in Oncology: Tools, Treatments, and Guidelines.

Early focus of interventional oncologists was developing tools and imaging guidance, performing "procedures" acting as a skillful technician without knowledge of clinical patient outcomes, beyond post-treatment image findings. Interventional oncologists must deliver "treatments" and not "procedures", and focus on clinically relevant outcomes, provide clinical continuity of care, which means stand at multidisciplinary tumor boards, see patients in consultation before treatment and for follow-up. Interventional oncologists have fought for the same "market" with surgery in a head to head, bloody competition called red ocean strategy in marketing terms, resulting in many aborted trials. Wide adoption of interventional oncology is facing the challenge to build evidence with overall survival as endpoint in randomized trials while the benefits of a treatment on overall survival are diluted by the effects of possible/inevitable subsequent therapies. Because interventional oncology is a disruptive force in medicine achieving same results as others (surgery) using different, less invasive approaches, patients where surgery is irrelevant can be target with a blue ocean strategy (to propose treatment where there is no competition). Recently interventional oncology has been included in the ESMO guidelines for colorectal cancer with oligometastatic disease with both surgical resection, and thermal ablation classified in the same category called "local ablative treatments". Interventional oncologists have to shape the future by publications in oncologic journal, by being active members of oncology scientific societies, and use modern public megaphone (blog, video sharing, …) to disseminate information and let society know that interventional is not a me-too product but a disruptive treatment.

An Analytical Study of Red Ocean and Blue Ocean Strategy with Special Reference to Indian Premier League Twenty-20 Cricket

A range of challenges is faced by growing businesses in a globally competitive world; competition is becoming cut-throat day by day. Many companies find themselves struggling and to hold on to competition and market shares these companies are trapped in the sphere of a competition. ‘Red Ocean’ Strategy is a strategy which aims to fight and thrash the competition. In Red Ocean companies try to surpass their rivals to take hold of a greater share of existing demand.When red is there how could blue be far behind. A different concept of market grabbing, is something called ‘Blue Ocean’. ‘Blue Ocean’ is a new market untouched by competition. ‘Blue Ocean’ Strategy argues that tomorrows leading and foremost companies will succeed and do well not by battling competitors, but by creating ‘Blue Ocean’s’ of uncontested market space. The purpose of this paper is to research the soundness and dependability of the Blue Ocean Strategy and its applicability in Indian Premier League (IPL) Twenty-20 (T-20) Cricket. In a cricket-mad country, the IPL has mass appeal. In India, the single largest sport played is cricket, and inside cricket the IPL is more than just a sporting event. IPL offers “the most appropriate mix of entertainment, sport, celebrity, glamour and style. IPL T-20 Cricket has revolutionized the cricket and made the conventional cricket a profit making business with fun entertainment and pool of young cricket talents blended with sportsmanship spirit coming from different corners of the world and country.

Bus rapid transit projects involving the South African government and small operators (as SMMEs): is bus rapid transit a blue or red ocean strategy?

Transport forms the heartbeat of the economy, not only in South Africa but also globally. Over time the South African government has invested a great deal of resources in transport projects such as taxi recapitalization rail technology as well as bus rapid transit (BRT). The BRT project has been a point of discussion in terms of the value which it can bring to key stakeholders, particularly to commuters and the country’s economy at large. BRT is basically an urban public bus transport strategy which seeks to alleviate congestion, mostly in the Metropolitan areas. In this paper the significance of the BRT strategy is highlighted as this may guide future public transport project investment. As a strategic move, the decision for government to roll out BRT is evaluated in terms of blue ocean strategy (BOS) principles and red ocean strategy (ROS) elements. BOS strategy suggests that an organization operates in its own created market space where competition is rendered irrelevant, whereas with ROS organization relies on having a competitive edge in order to outsmart its rivals. The preliminary findings suggest that there are some elements of both BOS principles and ROS that are relevant to BRT projects. BRT is seen as a useful public transport investment particularly for countries with developing economies elements such as South Africa. However, stakeholder buy-in and cooperation should be promoted to preserve the strategic and social gains brought about by BRT and other integrated public transport projects

Shades of Purple Strategy

The aim of this paper is to first provide a methodological synthesis of the theories of Blue Ocean and Red Ocean Competitive strategies and then to offer a formal analysis of both strategies drawing upon on the work of Burke, Stel and Thurik (2009) and their investigation about the relationship between Blue Ocean and Red Ocean strategy considering different time horizons. Finally a discussion on the concept of a Purple strategy with a suitable formalisation is provided.