The blue ocean as a strategy

At the turn of the millennium, the most popular business professors did not predict a rosy future for Apple and the most important financial advisors advised against Apple shares. As late as 2005, the best-selling book on strategy, Competition Demystified , listed Apple as a negative example. Apple changes its strategy every six months, their search for a competitive advantage in this market is illusory and the competition is more efficient and productive. According to classical strategic analyses, this is certainly a plausible and correct deduction. In 2008 Steve Jobs presented the Iphone to the world. You know the rest. Unlike Apple, Atari was highly praised by marketing experts in the 1980s. Atari, a company that no longer exists in that form today.

Global markets and new technologies are constantly accelerating the market. Companies can be built ever faster to change existing market dynamics. Therefore, the authors of this book analysed companies around the world for over 15 years to find out which characteristics really determine success. It turned out that it is not organisational, financial or other characteristics of a company that are decisive, but the strategic movement. Successful companies are always looking to improve their strategic position in order to avoid competition and find new markets. From these insights, they developed methodologies for the efficient and low-risk development of new markets - or as the authors call it; blue oceans. With these methodologies, strategic moves of competitors can be analysed in order to reshape one's own strategic move in such a way as to achieve a value innovation that defines one's own market.

The authors fill a gap in the wide range of tools and formats for strategy development. They believe that conventional strategies are focused towards competing in existing markets. This only leads to companies fighting over shrinking profit opportunities.