Rich Gee Group
MAY 3, 2022
They present analytical frameworks and tools to foster an organization's ability to systematically create and capture "blue oceans"—unexplored new market areas. Chan Kim and Renée Mauborgne, professors at INSEAD. History: Red Ocean/Blue Ocean is a strategy developed by W. Fight all new players or acquire them.
The Horizons Tracker
JULY 25, 2023
Chan Kim and Renee Mauborgne believe that not only is this form of innovation not as predominant as we perhaps think, but that other forms of innovation may actually be better for society. Disruptive innovation is far more commonly understood and involves creating a new market within existing industry boundaries. INSEAD’s W.
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N2Growth Blog
OCTOBER 7, 2010
Renee Mauborgne - Co-author of Blue Ocean Strategy , Renee offered great insights on creating demand, most particularly on creating consumer demand where little or none previously existed. Smart leaders spend more time on creativity than productivity.&# My favorite quote from Martin was: “ great brands are emotional bookmarks.&#
Harvard Business Review
MAY 21, 2012
Many successful innovations work because they create a new market. Chan Kim and Renée Mauborgne of INSEAD have written a whole book about Blue Ocean Strategy as they call it, in which successful companies innovate their value propositions to attract customers who have never engaged with their type of product or service before.
Harvard Business Review
OCTOBER 4, 2013
From Michael Porter to Costas Markides and through the Blue Oceans of Kim and Mauborgne, strategy scholars have been urging executives to distinguish their firm’s offerings and carve out a unique market position. McKinsey, of course, offers the most uncertain product of all: Strategy advice.
Harvard Business Review
SEPTEMBER 20, 2017
As families moved out to the suburbs, and interstate highways improved distribution and logistics, a single location focused on a particular product area made a lot of sense. To understand the shift, just walk into your nearest Apple store, where you will find a limited selection of products and no cash registers.
Harvard Business Review
JANUARY 29, 2013
Steve Jobs' revival of the company began with a decision to narrow product lines down to a handful, and its big product successes of recent years have all been defined to a large extent by what Jobs and Apple's designers decided to leave off. Chan Kim and Renée Mauborgne , and it certainly sounds like what Apple has been up to.
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