Leadership in Business: Analyzing Blue Ocean Strategy in Practice

This report provides an in-depth analysis of leadership in business, focusing on the Blue Ocean Strategy (BOS). It begins by defining the BOS as a strategy for creating uncontested market space, making competition irrelevant, and generating new customer value while decreasing costs. The report contrasts the BOS with the Red Ocean strategy, which involves competing for market share in existing industries. It highlights the advantages of the BOS, such as avoiding direct competition, creating new market demand, and fostering innovation. The report also examines the circumstances in which the BOS is most effective and the importance of adapting to changing market conditions. The author then analyzes two key principles of the BOS: reconstructing market boundaries and building execution into strategy. Finally, the report concludes by summarizing the benefits of adopting a Blue Ocean Strategy and its impact on personal and professional development.

Running head: LEADERSHIP IN BUSINESS
Leadership in business
Name of the Students
Name of the University
Author Note

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Executive Summary:
This report is aim to discuss regarding the leadership in business. It will analyze the
importance of leadership in business. This will state the Blue Ocean Strategy as an important and
significant strategy among the leadership strategies. The report will evaluate the significances,
circumstances and executions in order to analyze the entire topic. It will highlight the advantages
of using the BOS. This report will also provide a brief personal and analytical experience of
using two of the BOS.

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Table of Contents
Introduction:....................................................................................................................................3
Discussion:.......................................................................................................................................3
Blue Ocean Strategy offers a competitive benefit to the business:.............................................3
 Red Ocean....................................................................................................................3
 Source Exceeds Plea:...................................................................................................3
 Unappealing Industry:................................................................................................4
 Other Companies Imitate You...................................................................................4
Analysis of two principles of Blue Ocean Strategy with my professional experience:...............4
Conclusion:......................................................................................................................................5
References:......................................................................................................................................7

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Introduction:
This is to be noted that Blue Ocean Strategy is known as the significant impactful and
iconic business strategy. This strategy usually denotes to the formation by an individual new
company, unchallenged industry space that states the rivals immaterial and that makes new
customer value frequent during costs decreasing. It is to be mentioned that this specific strategy
was mentioned for the first time by Renée Mauborgne and W. Chan Kim in the popular book
with their name (Randall, 2015).
Discussion:
Blue Ocean Strategy offers a competitive benefit to the business:
This is to be stated that the evaluation of a business plays an important role in order to
denote the need of reanalyzing the market strategies and entry of the "blue ocean."
 Red Ocean
It can be said that the specific company who has business strategies comprising the struggle
for a portion of limited sales, comes under the category the red ocean (Leibtag, 2013). The
particular business plan should engage rivalry with the other significant companies in order to
rise the company share. It is evident if company becomes absolutely unsparing with the specific
entries of the new rivals then the revenues expected to decrease. Therefore it is essential for a
company to leave the specific red ocean and opt for the blue ocean if the rivals wish their rivalry
to be inappropriate.

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 Source Exceeds Plea:
 Significant companies find it easier to provide significant amount of product due to the
technological improvement. This is to be noted the increasing number of production does
not provide the idea that the demand for the increment does not increase as per the
supply. It is evident that the companies who are under the red ocean with other significant
rival companies that also have a hefty amount of supply, the rivalry and combating profit
will increase. Therefore, it is always beneficial for the companies to get into the blue
ocean to look for new scopes. The example of Apple can be taken where it is clearly
being seen that the success of Apple was marked with its entry in blue ocean market
along with the iPhone, iPad, iPod (Mickey 2013)
 Unappealing Industry:
The absolutely new companies can wish to take a portion of the pie, diving the beneficial
profits with other significant companies in the red ocean when entering to an unappealing
and competitive industry. According to Mauborgne and Kim, the Yellow Tail, a
significant Australian wine company, utilized the blue ocean strategy when it determined
not to contest in the red ocean with the specific wine brands of French and Italian.
 Other Companies Imitate You
It is evident if a company can work successfully in the significant blue ocean, it might
appeal to the other specific companies. It can transform the blue ocean space to a red one
for the company. Therefore it is vital for a company to discriminate themselves in that
case. This is to be noted that Kim and Mauborgne has utilized the Salesforce.com, a
consumer relationship management method, as a significant example of an individual

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company that reformed in the blue ocean when others take part in the competition
(Williams, 2015).
Analysis of two principles of Blue Ocean Strategy with my professional experience:
I. Reconstructing market boundaries:
This particular principle identified the specific paths to help me creating unchallenged
industry space across the multiple domains and reducing the risk (Chandrakala, 2013). It
has offered me guidance to make the rivalry irrelevant by finding the six predictable
boundaries of rivalry to be exposed financially significant blue oceans. The six paths are
to concentrate on:
a. alternative market place
b. strategic collectives
c. customer groups
d. alternative products
e. service provide
It needs to be analyzed on the basis of the functional-emotional dependence of a
company across the specific time and zone.
II. Build execution into strategy:
This is to be noted that I have motivated to execute blue ocean strategy in order to
survive with my company in the organization. This principle comprises a significant fair
process as this strategy positively represents a significant withdrawal from the particular
status quo (Sull 2015). The fair process has helped me both in making the strategy as per
the company and market requirement and the execution of this strategy by mobilizing the
crowd for the charitable assistance with the help of the execution of blue ocean strategy.

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It helped me understanding the management risk related to the positive attitude and
practice.
Conclusion:
This is to be concluded that Blue Ocean Strategy plays an important role in helping a
company to analyze the risk factors, plan accordingly and execute the plans in the proper way. It
is evident that leaving the Red Ocean and entering into Blue Ocean has been proved to be
beneficial to a significant number of companies. This report has analyzed the importance and the
circumstances of the execution of the blue ocean strategies. It also records how this strategy has
helped me professionally to survive with my company.

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References:
Chandrakala, V. G., & Devaru, S. D. B. (2013). Blue ocean strategy and bottom of the pyramid
marketing. International Journal of Management Research and Reviews, 3(7), 3080.
Leibtag, A. (2013). The digital crown: winning at content on the web. Newnes.
Mickey, S. F. (2013). Constructing The Prophet: Steve Jobs and the Messianic Myth of Apple.
Randall, R. M. (2015). W. Chan Kim and Renée Mauborgne dispel blue ocean myths. Strategy
& Leadership, 43(2), 11-14.
Sull, D., Homkes, R., & Sull, C. (2015). Why strategy execution unravels–and what to do about
it. Harvard Business Review, 93(3), 57-66.
Williams, J. C., Platt, A., & Lee, J. (2015). Disruptive innovation: new models of legal
practice. Hastings LJ, 67, 1.