Quotes from W. Chan Kim

strategy canvas, four actions framework, and six paths to reconstruct market boundaries—bring structure to what has historically been an unstructured problem in strategy, informing organizations' ability to create blue oceans systematically.

Companies with a diverse portfolio of businesses, such as Apple, General Electric, Johnson & Johnson, or Procter & Gamble, will always need to swim in both red and blue oceans at a given point in time and succeed in both oceans at the corporate level. This means that understanding and applying the competition-based principles of red ocean strategy are also needed.

There are two ways to create blue oceans. In a few cases, companies can give rise to completely new industries, as eBay did with the online auction industry. But in most cases, a blue ocean is created from within a red ocean when a company alters the boundaries of an existing industry.

strategy perforce becomes a zero-sum game where one company's gain is another company's loss

The key to tipping point leadership is concentration, not diffusion

Strategy is heavily influenced by its roots in military strategy. The very language of strategy is deeply imbued with military references— chief executive "officers" in "headquarters," "troops" on the "front lines." Described this way, strategy is all about red ocean competition. It is about confronting an opponent and driving him off a battlefield of limited territory.

Strategic move will be well placed to create multiple blue oceans over time, thereby continuing to deliver high growth and profits over a sustained period.

It is not enough to maximize the size of the blue ocean you are creating. You must profit from it to create a sustainable win-win outcome.

Today, one hardly talks about strategy without using the language of competition.

This is not to suggest that companies will suddenly stop competing or that the competition will suddenly come to a halt. On the contrary, the competition will be more present and will remain a critical factor of market reality. As captured on the dynamic PMS map, red ocean and blue ocean strategies are complementary strategic perspectives, with each serving different and important purposes.

adopting a blue ocean creator's business model is easier to imagine than to do. Because blue ocean creators immediately attract customers in large volumes, they are able to generate scale economies very rapidly, putting would-be imitators at an immediate and continuing cost disadvantage.

The creation of blue oceans, in other words, is a product of strategy and as such is very much a product of managerial action.

No wonder market research rarely reveals new insights into what attracts customers. Industries have trained customers on what to expect. When surveyed, they echo back: more of the same for less.

nos aferramos a lo que conocemos, incluso a sabiendas de que no deberíamos

Once a company creates a blue ocean and its powerful performance consequences are known, sooner or later imitators appear on the horizon.

the cornerstone of blue ocean strategy. Value innovation, not innovation per se

When organizations fail to register the difference between value innovation and innovation per se, they all too often end with an innovation that breaks new ground but does not unlock the mass of target buyers

Effective blue ocean strategy should be about risk minimization and not risk taking

The lesson: noncustomers tend to offer far more insight into how to unlock and grow a blue ocean than do relatively content existing customers.

Attempts to imitate a blue ocean creator conflict with the imitator's existing brand image.

opportunity-maximizing and risk-minimizing principles driving the creation and capture of blue oceans, the odds will be lengthened against your blue ocean initiative.

The aim of blue ocean strategy was straightforward: to allow any organization—large or small, new or incumbent—to step up to the challenge of creating blue oceans in an opportunity-maximizing, risk-minimizing way

The only way to beat the competition is to stop trying to beat the competition.

Blue ocean strategy does not see competition as bad. However, unlike traditional economic thought, it does not see competition as always good.