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BOS-Related Articles by Kim & Mauborgne

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By focusing on points of disproportionate influence, and by reinforcing this focus by using Fair Process, tipping point leaders are able to create a sustainable performance leap quickly and busijess low cost. In every case, the decisive factor is what the authors call fair process —fairness in the way that a company makes and executes decisions.

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Where can I find articles in the Harvard Business Review?

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For pricing information please contact us at permissions harvardbusiness.

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What Customers Want from Your Products

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They were in a hurry, they were wearing work clothes, and they had at most one free hand.

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Creating blue oceans builds brands. Blue oceans are born either when companies create completely new industries e.

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It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses. Blue oceans are born either when companies create completely new industries e.

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About the Author Clayton M.

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Identifying which business ideas have real commercial potential is fraught with uncertainty, and even the most admired companies have stumbled. This coincidence is rare, however.

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Identifying which business ideas have real commercial potential is fraught with uncertainty, and even the most admired companies have stumbled. The authors conclude by discussing how managers can head off negative reactions from stakeholders.

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In other words, the job, not the customer, is the fundamental unit of analysis for a marketer who hopes to develop products that customers will buy.

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Next, they invited people who fit this profile to evaluate whether making the shakes thicker, more chocolaty, cheaper, or chunkier would satisfy them better. Where the approaches diverge is in the nature of their proper alignment.

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Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them.

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Instead they sought to make their competition irrelevant through a strategic logic the authors call value innovation. How can leaders generate a leap in performance when the odds are stacked against them?

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Christensen is a professor at Harvard Business School.

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Identifying which business ideas have real commercial potential is fraught with uncertainty, and even the most admired companies have stumbled. The slow growth companies took a conventional approach in the sense that they did what most companies do:

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For example, in Business Source Completethere are currently 12, full-text articles from HBR, and 12, will continue to have the existing access functionality.

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In this excerpt, the authors look at designing products that do a job rather than fill a product segment. The most appropriate unit of analysis is the strategic move, the set of managerial actions and decisions involved in bsuiness a major market-creating business offering.

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They faced a long, boring commute and needed something to make the drive more interesting.

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Blue oceans are uncontested market spaces which are not touched by the competition.

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Market-led innovation has become important for several reasons. Similarly value innovation opportunities can be discovered by looking across strategic groups within an industry; across buyer groups; across complementary product and service offerings; across the functional-emotional orientation of an industry; and even across time.

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Reconstructionist strategy propositions align around delivering both. The authors articlea studied how innovative companies break free from the competitive pack by staking out fundamentally new market space—that is, by creating products or services for which there are no direct competitors.

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The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space.

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Key to unlocking an epidemic movement is concentration, not diffusion.

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The researcher observed that the milk shakes didn't do this job very well, though. Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources.

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The researcher observed that the milk shakes didn't do this job very well, though. To create a climate harvadd which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal.

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In contrast, the high growth companies paid little attention to matching or beating the competition.

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A new researcher then spent a long day in a restaurant seeking to understand the jobs that customers were trying to get done when they hired a milk shake.

Harvvard rates and permission, contact permissions harvardbusiness. If marketers understand each of these dimensions, then they can design a product that's precisely targeted to the job.

Is there a systematic approach to achieving sustained high growth in both revenues and profits?

Often overlooked in the planning process, adoption hurdles can make or break the commercial viability of even the most powerful new ideas.

Reconstructionist strategy propositions align around delivering both. Doughnuts didn't carry people past the 10 a. Blue oceans are uncontested market spaces which are not touched by the competition. They can also simultaneously earn the trust, commitment, and voluntary cooperation of employees. What factors or acts exercise a disproportionately positive influence on breaking the status quo, on getting the maximum bang out of each buck of resources, on motivating employees to aggressively move forward with change, and on knocking down political roadblocks that often trip up even the best strategies?

The industry boundaries in the red ocean are clearly defined and competition dictates the rules of the game. And the third tool, the business model guide, offers a framework for figuring out whether and how a company can profitably deliver the new idea at the targeted price.

But it is much more common for a blue ocean to be created from within a red ocean when a company expands the boundaries of an existing industry.

With that said, we would like to inform you that as of August 1, , all databases containing HBR will experience a change for of the articles.

There are two ways to create blue oceans. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. How do you leave rivals behind while sustaining spectacular growth for your company? The authors suggest that finding blue oceans may lead to future profitable growth. In the ten years since the first edition of Blue Ocean Strategy was published, Professors Kim and Mauborgne have had myriad conversations with managers and executives about their market-creating strategies.

Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Just as important, the restaurant chain could deliver the product more effectively by moving the dispensing machine in front of the counter and selling customers a prepaid swipe card so they could dash in, "gas up," and go without getting stuck in the drive-through lane.

Notice that knowing how to improve the product did not come from understanding the "typical" customer. Similarly value innovation opportunities can be discovered by looking across strategic groups within an industry; across buyer groups; across complementary product and service offerings; across the functional-emotional orientation of an industry; and even across time.

Instead they sought to make their competition irrelevant through a strategic logic the authors call value innovation.

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