Quotes About Competition

Technology is not a defining feature. You can create blue oceans with or without it.

Corporate graveyards are full of companies that got to market first with innovative offerings not linked to value.

Debido a que operan en mercados en los que inicialmente no hay rivales, los innovadores de valor disfrutan de un extraordinario crecimiento. Hablemos de Starbucks, que transformó un producto funcional (café) en otro emocional con su cadena de «oasis inducidos por la cafeína» y que ofrece lugares de reunión chic, relajación y bebidas creativas a base de café. Starbucks opera con unos márgenes que son unas cinco veces superiores a la media del sector.

Never use the competition as a benchmark

while speed may be important, even more important is linking innovation to value. No company should rest easy until it achieves value innovation.

Value without innovation tends to focus on value creation on an incremental scale, something that improves value but is not sufficient to make you stand out in the marketplace.

blue ocean strategy is a theory of market creation

A blue ocean strategic move can create brand equity that lasts for decades

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

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

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.

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.

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.

Identify where the mass of target buyers is and what prices these buyers are prepared to pay for the products and services they currently use.

Value innovation is not the same as technology innovation.

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

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.