Quotes About Innovation

We don't have a theory of strategy creation

Companies should strive to make the competition irrelevant by offering buyers a leap in value.

We hoped to push managers to create innovative proposals and break the boundaries of their conventional thinking.

It is important to distinguish between value innovation as opposed to technology innovation and market pioneering.

The rule here is to go for the largest catchment that your organization has competence to seize.

Large R&D budgets are not the key to creating new market space. The key is making the right strategic moves.

To stand apart in these overcrowded markets, you need to be creative through value innovation.

Get focused on (..) understanding how to deliver a leap in value to buyers

Our research reveals that most companies' strategic planning process keeps them wedded to red oceans. The process tends to drive companies to compete within existing market space.

The first involves streamlining operations and introducing cost innovations from manufacturing to distribution.

To maximize the size of their blue oceans, companies need to take a reverse course. Instead of concentrating on customers, they need to look to noncustomers. And instead of focusing on customer differences, they need to build on powerful commonalities in what buyers value.

In this way, blue ocean strategy makes sense of the strategic paradox many organizations face: the more they focus on coping with the competition, and striving to match and beat their advantages, the more they ironically tend to look like the competition. To which blue ocean strategy would respond, stop looking to the competition. Value-innovate and let the competition worry about you.

Los innovadores de valor buscan ideas de éxito y saltos sustanciales en valor, sin que les importe demasiado cómo le va al sector.

your offering needs to stand out as never before.

Unlike the practice of conventional technology innovators, value innovation is based on a win-win game among buyers, companies, and society.

By looking across the market boundary of theater, Cirque du Soleil also offered new noncircus factors, such as a story line and, with it, intellectual richness, artistic music and dance, and multiple productions. These factors, entirely new creations for the circus industry, are drawn from the alternative live entertainment industry of theater.

no debemos permitir que lo que podemos hacer ahora condicione nuestro punto de vista sobre lo que se necesita hacer para ganar mañana. Nuestro enfoque es de pizarra limpia».

Value innovation is not the same as technology innovation.

At the same time, by eliminating many of the most costly elements of the circus, it dramatically reduced its cost structure, achieving both differentiation and low cost. Cirque strategically priced its tickets against those of the theater, lifting the price point of the circus industry by several multiples while still pricing its productions to capture the mass of adult customers, who were used to theater prices.

With your blue ocean move chosen, and its market potential confirmed, it's time to formalize your business model.

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.

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.