Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne

"The only way to win the game is to stop winning the game" (Kim and Mauborgne, 2005, 4). Blue Ocean Strategy: How to create unmistakable market space that makes competition irrelevant W. Chan Kim and Renee Mauborgne explain ways to overcome competition by creating unknown markets. Author, W Chang Kim, INSEAD's strategy and professor of international business administration, 2nd author Renée Mauborgne is an excellent researcher at INSEAD, a professor of strategy and management.

W. Chan Kim and Renee Mauborgne's "Blue Ocean Strategy" is a strategy to establish an unmistakable market space, to make existing competition irrelevant and to keep companies away from intense competition. One of the reasons the author uses red and blue is to explain the market. The Red Sea is a market space that defines and understands the boundaries of the industry. The Red Sea contains major confrontations between companies and they are continually striving to push past each other to achieve greater share or demand. Kim and Mauborgne explained that enterprises will try to show each other and profit and growth will decrease greatly as the market space gets overflowing with their competitors.

In the Blue Ocean strategy, W. Chan Kim and Renee A. Mauborgne talked about saturating competitors' competitors, avoiding the market space, and creating a unique market space that is undisputed. In other words, it is much easier to succeed in areas where there is not much competition. From a purely marketing perspective, trying to image others is just a bad strategy. Most of us typed what we are doing because we are single person or both. We usually know what we want, what we want and what we want to accomplish. Ironically, the more people go to achievement, the more they meet more people, meet more people, your success makes you feel misguided, making you feel meaningless I will.

Mr. W. Chan Kim and Renee Mauborgne, the international bestseller "Blue Ocean Strategy", believe that brutal competition leads to bloody Red Sea only in the contraction of the competitor's pool of profits. Based on the research of 150 strategic actions (over 100 years over 30 industries), the authors conclude that sustained success is not from the fight against competitors, but "blue sea" - undeveloped new market space, these I believe it is from the creation of the market space of Mathematics. The strategic movement the author calls "value innovation" creates a dramatic leap in value and often eliminates competitors over 10 years.