Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant by W. Chan Kim, Renee Mauborgne, Renee Mauborgne

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Textbook (Hardcover - New Edition)

  • 272pp
  • Sales Rank: 3,067

Textbook Information

  • ISBN-13: 9781591396192
  • Edition Description: New Edition
  • Edition Number: 1
  • Pub. Date: January 2005
  • Publisher: Harvard Business Press

Reader Rating: (19 ratings)

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Product Details

  • Pub. Date: January 2005
  • Publisher: Harvard Business Press
  • Format: Textbook Hardcover, 272pp
  • Sales Rank: 3,067

Synopsis

Kim and Mauborgne present a non-competitive approach for achieving high business growth through the development of uncontested market space with practically limitless potential. Drawing upon a study of 150 strategic moves spanning more than 100 years and thirty industries, they explain how "value innovation" renders rivals obsolete and creates new demand. The authors teach strategy and management at INSEAD in Fontainebleu, France. Annotation ©2004 Book News, Inc., Portland, OR

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Customer Reviews

Review from an MBA studentby Anonymous

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November 08, 2009: The authors have provided a good variety of analytcal tools for use in business and in formulating business decisions. However, I felt like they were redundant in stating their results on particular information. For example, I thought the first chapter could have been shortened by 10 pages without losing any of its' meaningful content.

In terms of their strategies I don't think they provided anything original. They were just stating the obvious in terms of 20-20 hindsight when analyzing what they say are Blue Ocean strategies. They took information from companies and told you what worked and what didn't. Anyone can do that.

The analytical tools are what should be taken from the book and used by the reader in his or her strategic decisions.

Lots of practical and understandable informationby Anonymous

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July 10, 2008: Kim and Mauborgne have created an excellent counterpoint to the traditional strategic viewpoints of thought leaders like Michael Porter. Their use of figures such as the strategy canvas and the Eliminate-Reduce-Raise-Create grid provide simple tools to help the reader understand the concepts presented. The authors support their findings with significant research from a number of industries, including the New York Police Department. If there is one area of the book that could be improved, it would be the sections on implementing and executing strategies. Some of the 'tipping point' strategies are found in a number of books without a great deal of additional insight. However, this minor drawback does not significantly distract from what is a great way to look at strategy from an alternative viewpoint. I would strongly recommend reading this book with some of the strategy books or articles from Michael Porter to understand the different approaches to understanding strategic management. This contrast will help a reader understand both viewpoints.


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