Gaucong in FinlandEssay Preview: Gaucong in FinlandReport this essayGaucong in FinlandBlue Ocean StrategyIt was made fashionable in the 80s byMichael Porter in his classic text, CompetitiveStrategy (1980), in which business isacknowledged as a competitive battle inwhich strategy is essential to winning.Competitive advantage could either beachieved by low cost or differentiation. Sinceonly one brand can be the cheapest, andphysical product attributes are easily copied, it follows that differentiation is the key tocompeting in todays marketplace. Brandstrategy therefore is a course of action todifferentiate an organisation or a product instakeholders minds.To better understand the sustainable development attributed to the application of Blue ocean strategy, its appropriate to know what Red ocean strategy is and the differences between these two strategies.
This strategy was first introduced in the book “Blue Ocean Strategy” (W. Chan Kim, Renée Mauborgne, Harvard Business Press, 2005). This is a theory break from the competition. It challenges one of the most commonly accepted dogmas of competition based strategy: that of the value-cost trade-off.
In classic business conception, business is acknowledged as competitive battle in which strategy is essential to winning (Michael Portal, “Competitive strategy”, 2008). Competitive advantage could either be achieved by low cost or differentiation. Since only one brand can be the cheapest, it implies that differentiation is the key to competing in the business market. It is also believed that organizations could not gain both low cost and differentiation achievements. Therefore, strategy is seen as making a differentiation between value and cost. However, “Blue Ocean Strategy” was born in 2005 and changed this conventional understanding. Companies applying blue oceans pursue differentiation and cost simultaneously. The name “Blue ocean” implies an contradiction to the old strategy “Red ocean” which states
The strategic plan
The key concept of each of these companies is the strategic plan. Strategy is characterized by how much the product is worth, and which products can be put into service. For example, the “buy” phase is a series of trials and trials of a product through marketing and research to build a competitive advantage. The “red” phase is a series of trials and trials of a product through development and marketing to make the product competitive. This strategy will be shown here in greater detail below.
The strategic plan is developed through a review process which includes strategic and organizational research and strategy consulting.
The final products are evaluated through the business development process. Then the products are placed into service in order to fulfill business objectives.
In a nutshell, we need to know what is the most effective way with the products for the future. This is where the strategic planning comes in. Strategic planning is usually done in-house and through a series of iterations, often with key strategic people. Often these “top people” work collaboratively with management, so the product should be fully successful and then sold for a price that reflects the cost associated with the development.
Many products and services are also tested and reviewed before products are placed into service. As discussed earlier, we often see these reviews in various ways: first, products are tested and approved for use on demand, a process where people are able to compare the prices of those products and then buy the products online.
Companies who successfully use the test methods then get an idea about where they might have a need to improve.
The test methods are usually based on a set of tests and review groups established by other strategic managers.
The overall company budget and financial outlook are recorded.
The final product will be sold which usually takes into account that the product can be used online for many reasons and at very low cost to other customers. (Although some of the more important concepts may not be explained here. Also, if most of the “good” products aren’t sold at a competitive price, then you could easily have lost money on online shopping.) If it costs significantly more in the next year than you would have if you didn’t take the time to apply the testing, then you are probably not going to be able to make the most money. This means that they should be designed and developed as cheaply and affordably as possible.
Other examples of good value products
Other examples and ways to understand a strategy include:
If you don’t want the price at which you are pricing the product at a competitive price, say, “you can buy a cheaper product on Amazon in five hours,” then you should take steps to lower the price to as low as you can afford.
Try to make the prices as competitive as possible as part of your strategy.
If the market becomes too large and the price increases too quickly or has too much market penetration, then you should lower the price as much as possible.
It is important to ensure that only the products which are most cost effective are chosen for sale at market price.
Most brands that use tests typically focus on three-step planning.
The first step is the first time that you evaluate a product by using it at its best. In other words, your goal should be to take a reasonable amount of time between testing so