Quotes About Success

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

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.

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

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.

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

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.

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.

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

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

Youth and skill will win out every time over age and treachery. True or false? False. Even the best and brightest are regularly eaten alive by politics, intrigue, and plotting.

Perspective is critical to success. Your mind-set is more ingrained than you realize.

The more that companies share this conventional wisdom about how they compete, the greater the competitive convergence among them.

By focusing on the key factors that lead buyers to trade across alternative industries and eliminating or reducing everything else, you can create a blue ocean of new market space.

blue oceans were seldom the result of technological innovation per se;

Most blue oceans are created from within, not beyond, red oceans of existing industries

People realize that compromises and sacrifices are necessary in building a strong company. They accept the need for short-term personal sacrifices in order to advance the long-term interests of the corporation.

Blue ocean strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition irrelevant.

Unless people believe that the strategic challenge is attainable, the change is not likely to succeed.