“By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent lower than any other watch company in the world. At the start, Nicolas Hayek, chairman of… — W. Chan Kim Copy Share Image
“Beyond streamlining operations and introducing cost innovations, a second lever companies can pull to meet their target cost is partnering. In bringing a new product or service to market, many companies mistakenly try to carry out all the production and distribution activities themselves. Sometimes that’s because they see the product or service as a platform for developing new capabilities. Other… — W. Chan Kim Copy Share
“The first involves streamlining operations and introducing cost innovations from manufacturing to distribution. Can the product’s or service’s raw materials be replaced by unconventional, less expensive ones—such as switching from metal to plastic or shifting a call center from the UK to Bangalore? Can high-cost, low-value-added activities in your value chain be significantly eliminated, reduced, or outsourced? Can the physical… — W. Chan Kim Copy Share
“Blue ocean strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition… — W. Chan Kim Copy Share Image
“In a study of business launches in 108 companies, we found that 86% of those new ventures were line extensions—incremental improvements to existing industry… — W. Chan Kim Copy Share Image
“Blue ocean strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition… — W. Chan Kim Copy Share Image
The only way to beat the competition is to stop trying to beat the competition — W. Chan Kim Copy Share Image
“If you can move people by inspiring and building their confidence to own and drive your new strategy, they will be committed to seeing… — W. Chan Kim Copy Share Image
“Instead of drilling down and finding ways to creatively meet the target cost as Ford did, if companies give in to the tempting route… — W. Chan Kim Copy Share Image
“Blue ocean shift is a systematic process to move your organization from cutthroat markets with bloody competition—what we think of as red oceans full… — W. Chan Kim Copy Share Image
“By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent… — W. Chan Kim Copy Share Image
“To reach your organization’s tipping point and execute blue ocean strategy, you must alert employees to the need for a strategic shift and identify… — W. Chan Kim Copy Share Image
