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13 von 13 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Value Innovation - Strategie-Buch des Jahres 2005?
The authors have published many articles over the last decade on Value Innovation. This is their first book. It summarizes their extensive knowledge on out-of-the-box strategic thinking. This review is based on an advance reader's copy.
What is a BLUE OCEAN STRATEGY? The authors explain it by comparing it to a red ocean strategy (traditional strategic thinking):...
Veröffentlicht am 25. Januar 2005 von Peter Leerskov

versus
26 von 26 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Wirklich eine neue Idee?
Blue Ocean Strategy ist einer der populärwissenschaftlichen Management Bestseller der letzten Jahre. Der Begriff Blue Ocean Strategy wurde zu einem der Management Buzzwords schlechthin.

Worum geht es bzw. was wird in diesem Buch beschrieben?

Blue Ocean Strategy soll eine spezielle Strategie sein, die auf Wachstum und die Schaffung neuer...
Veröffentlicht am 15. Dezember 2007 von absurdus


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26 von 26 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Wirklich eine neue Idee?, 15. Dezember 2007
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
Blue Ocean Strategy ist einer der populärwissenschaftlichen Management Bestseller der letzten Jahre. Der Begriff Blue Ocean Strategy wurde zu einem der Management Buzzwords schlechthin.

Worum geht es bzw. was wird in diesem Buch beschrieben?

Blue Ocean Strategy soll eine spezielle Strategie sein, die auf Wachstum und die Schaffung neuer Märkte fokussiert ist. Der Blue Ocean ist also ein neuer Markt, der durch ein neues Produkt oder eine neue Dienstleistung geschaffen wird. Hierdurch kann ein Unternehmen (angeblich) seine bisherigen Wettbewerber abschütteln bzw. diese irrelevant machen, da man sich einen neuen Markt und daher eine neue Nachfrage schafft. Man soll sowohl auf hohen Wert (für den Kunden) als auch auf niedrige Preise fixiert sein, also sowohl als differenzierter als auch als 'low cost' Anbieter positioniert sein. Als Beispiele werden Soutwest Airlines (erster Billigflieger in den USA), Nokia oder der Cirque de Soleil genannt.
Dem wird der Red Ocean gegenübergestellt. Die Charakteristiken des Red Ocean: Ein bereits bestehender Makrt, in welchem sich ein Unternehmen darauf fixiert den bestehenden Wettbewerb zu schlagen, es warden hier bereits bestehende Nachfrageportentiale ausgeschöpft, keine neuen geschaffen. Man positioniert sich entweder als 'low cost' oder als differenzierter Anbieter.

Soweit der Inhalt. Für mich stellt sich die Frage, in wie weit dies tatsächlich etwas Neues ist oder ob hier nur alter Wein in neuen Schleuchen aufgetischt wird. Das man einen neuen Markt schafft bzw. Neue Potentiale sucht und ausnutzt, war mir immer unter den Namen Innovation, Wachstumsstrategie oder First Mover Advantage bekannt, wenn das nun Blue Ocean Strategy heißen soll, naja.

Die Fallbeispiele: Hier werden in meinen Augen anhand isolierter Einzelbeispiele Verallgemeinerungen angestellt. Außerdem ist immer möglich anhand irgendwelcher Praxisfälle, die man IM NACHHINEIN betrachtet, eine Management Theorie bestätigt zu sehen. Es gibt unzählige Beispiele von Firmen, die anhand einer Red Ocean Strategy sehr erfolgreich waren und sind. Beispiel: Wal Mart, ein Unternehmen welches bei weitem nicht der erste Einzelhändler in den USA war, mittlerweile aber eines der größten und am höchsten bewerteten Unternehmen der Welt ist. Genauso wenig war der IPOD der erste MP3 Player. Im Gegenteil, auch hier fuhr man eine Red Ocean Strategy und dies wie jeder weiß mit enormem Erfolg. Außerdem könnte man fragen, ob es nicht auch Beispiele gibt, in denen Firmen scheiterten obwohl sie dem Blue Ocean Strategy Konzept folgten. Ich denke da z.B. an viele Dot-Com Firmen vor 10 Jahren. Die waren eigentlich so ziemlich alle im Blue Ocean, viele scheiterten aber trotzdem.

Mein Fazit: Kritisch lessen und eigene Meinung bilden. Insbesondere solle man fragen, ob hier tatsächlich konzeptionell etwas Neues entwickelt wurde.
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13 von 13 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Value Innovation - Strategie-Buch des Jahres 2005?, 25. Januar 2005
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
The authors have published many articles over the last decade on Value Innovation. This is their first book. It summarizes their extensive knowledge on out-of-the-box strategic thinking. This review is based on an advance reader's copy.
What is a BLUE OCEAN STRATEGY? The authors explain it by comparing it to a red ocean strategy (traditional strategic thinking):
1. DO NOT compete in existing market space. INSTEAD you should create uncontested market space.
2. DO NOT beat the competition. INSTEAD you should make the competition irrelevant.
3. DO NOT exploit existing demand. INSTEAD you should create and capture new demand.
4. DO NOT make the value/cost trade-off. INSTEAD you should break the value/cost trade-off.
5. DO NOT align the whole system of a company's activities with its strategic choice of differentiation or low cost. INSTEAD you should align the whole system of a company's activities in pursuit of both differentiation and low cost.
A red ocean strategy is based on traditional strategic thinking - e.g. Harvard's strategy guru Michael Porter - and is what the authors believe you should not do.
A blue ocean is created in the region where a company's actions favourably affect both its cost structure and it value proposition to buyers. Cost savings are made from eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in, due to the high sales volumes that superior value generates.
There are two ways to create blue oceans. In a few cases, firms can give rise to completely new industries, as eBay did with the online auction industry. But in most cases, a blue ocean is created from within a red ocean when a company alters the boundaries of an existing industry.
The authors have studied more than 150 blue ocean creations in over 30 industries. Examples include:
- Japanese fuel-efficient autos (mid-70s) and Chrysler minivan (1984)
- Apple personal computer (1978) and Dell's built-to-order computers (mid-1990s).
The INSEAD professors Kim and Mauborgne have written regularly on the subject of Value Innovation since 1997 in Harvard Business Review. Being a business development manager, their thought leadership on strategic innovation has inspired me tremendously over the years. Their articles have been standard texts for many MBA students for some time (e.g. "Value Innovation", "Creating New Market Space", "Charting your Company's Future"). I expect their first book to be just as dominant in any strategy library as Michael Porter's books (the guru behind the classic red ocean strategies).
Peter Leerskov,
Diplomkaufmann internationaler Marketing u. Management sowie Diplomkaufmann Schwerpunkt E-business
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12 von 12 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Top-Down Strategic Planning for Business Model Innovation, 16. April 2005
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
The authors looked at the business launches of 108 companies, and found that those which emphasized serving competitively uncontested customer needs were only 14 percent of the cases. Yet those "blue ocean" launches accounted for 61 percent of the total profits (or almost 10 times as many profits on average per launch as those who went after "red oceans," where competitive space is already served).

Rather than examining the processes that companies used to create these wins, the authors investigated the common strategic elements of the "blue ocean" cases they found, and developed a strategic planning process designed to focus on those elements. In the last 15 years, they have experimented with that process with a number of consulting clients and now report the results of their latest refined process.

They propose four principles formulate a strategy:

1. Reconstruct market boundaries

2. Focus on the big picture, not the numbers

3. Reach beyond existing demand

4. Get the strategic sequence right.

They also propose two principles to implement strategy:

5. Overcome key organizational hurdles

6. Build execution into strategy.

For applying each of the strategic principles, the authors describe different paths and steps, and provide simple, analytical tools designed to be applied in a back-of-the-envelope analysis.

1. Reconstruct market boundaries

Paths for this part of the process include looking across functional substitutes from other industries, different segments within an existing industry, different linked sets of buyers and buying influencers, complementary offerings, availability of functional versus emotional appeals, and extend the time perspective for a longer period. The key tool for this analysis is a simple strategy canvas that documents the areas where offerings have characteristics and whether the characteristics are positioned to be "high" or "low." Examples of this analysis abound.

2. Focus on the big picture, not the numbers

This part of the process comes in four steps:

a. Draw a strategy canvas (as described above) to see where change is needed

b. Directly observe customers and stakeholders being affected by current offerings

c. Have senior executives propose alternative strategy canvas solutions and pick a winner

d. Share the resulting strategy canvas to everyone and test it for implementation feasibility.

3. Reach beyond existing demand

You investigate specifically the needs of those who are about to stop buying in the existing industry, those who reject the existing offerings already, and noncustomers who buy now from markets distant from yours.

4. Get the strategic sequence right

You carefully check out the resulting idea in this order:

a. Does it add lots of new customer value (in terms of purchase, delivery, use, supplements, maintenance and disposal relative to customer productivity, simplicity, convenience, risk, fun and image, and environmental friendliness)?

b. Can most buyers afford the price?

c. Can you make a profit at that price?

d. Can you overcome the adoption challenges?

Blue Ocean Strategy converts into a discussion of implementation challenges from chapter 7 on, emphasizing "tipping point leadership" (refocusing attention, shifting resources from ineffective to effective areas, and gaining credibility); "fair process implementation" (involvement by employees and stakeholders rather than being treated like objects); putting up barriers to imitation; and repeating the process.

As you can see, this is a process-intensive "how to" book rather than a conceptual book, although the authors have chosen a powerful metaphor that helps offset the B-School diagrams and new terms and phrases.

The authors seem to be consciously trying to create a simpler, alternative version of Professor Michael Porter's classic, Competitive Strategy that excludes a focus on the classic simple strategies of more value, lower price or greater closeness to customers (see The Discipline of Market Leaders).

I found the book to be a close parallel to Professor Christensen's latest book for technology company innovation, Seeing What's Next, except Blue Ocean Strategy is intended to apply mostly to nontechnology companies. Both offer theories of an innovation process that they feel could work and early experiences with the process.

Both approaches remind me of the beginnings of reengineering. In fact, I renamed this book "Reengineering the Business Model" in my mind. I hope the experience with this process will be better than what followed from reengineering.

By contrast, I would like to humbly suggest that future researchers consider monitoring and examining instead the business model innovation processes of those who repeatedly introduce new business models that combine higher value, lower prices and reduced costs. I was shocked to see that such innovators were largely ignored in this book in favor of writing about cases where a single major business model innovation occurred in an organization.

If the authors had studied these examples (which have been described in the strategy literature since 1992), they would have discovered that business-model innovation of the sort they describe is more often driven by bottom-up sources and experiments rather than the top-down planning they support. As a result, I believe that their process will turn out to be relatively unproductive compared to the existing best practices in business model innovation.

As a result of that oversight, I concluded that this book will have its primary value for:

1. Entrepreneurs who are beginning to formulate a business model for a start-up and

2. Consultants who want a new service to sell to large companies who don't understand business model innovation.

I also have some quibbles with the scholarship behind the book. The key study for validating the superiority of Blue Ocean strategies isn't footnoted to a source and there is no documentation of the methodology, the sample used, the measurements or anything else that allows a reader to check out the conclusions.

Facts were frequently misstated or overstated in the beginning, once even contradicting the authors' own footnotes (saying that In Search of Excellence was published 20 years ago on page 9 while a footnote correctly states the publication date as 1982). Another example is the authors stating that the mutual fund industry was not a multibillion dollar industry in 1975 (really? -- I don't think so), nor were coffee bars a big business (the authors teach in Europe where coffee bars have been a huge business for many decades), and discount retail was not large then (ever heard of Wal-mart, Kmart, Levitz Furniture, etc.?).

For me, the best part of this book came in a few new cases that I wasn't familiar with before such as Curves (fitness salons for women), NovoLet (preloaded insulin injection pens), NABI (more durable, less costly to maintain buses), the Joint Strike Fighter (one platform customized for each branch of the U.S. military), and i-mode (Internet access on a cell phone in Japan). I thought all of the cases were well described.

If you are a serious student of strategic thinking, you should read this book. The book's content will come up in conversation, and you should have an opinion about these ideas.
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4 von 4 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Give freedom back to strategy, 13. Oktober 2004
Von 
The Nice Company (Friedrichsdorf, Germany) - Alle meine Rezensionen ansehen
(REAL NAME)   
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
The book which is due December 9 2004 will be a must read for executives who are in search of strategic excellence.
The two INSEAD academics offer button down help to break the ghetto boundaries of todays mainstream strategy paradigm.
Those of you who entertained the string of articles (HBR and the like) the two researchers published over the last half a dozen years will like the convenient comprehensiveness offered now by the book.
Kim and Mauborgne offer a rich set of tools for management education and strategic moves to conquer "blue oceans" i.e. uncontested market space which competitors addictive to the mantra of bench marking will not even identify.
A global team of practitioners ( including myself) have prototyped succesfully the offered approaches.They are rock solid and actionable which is more one is able to say about other hipped frameworks .

This new set of grammar to strategy creation and communication will change senior management teams strategic mindset fundamentally.
The reader will be encouraged to finish the abuse of bench marking. Managers will demonstrate their new mindset and source aggressively strategy development back inside ( currently provided from outside by consulting networks which study irrelevant topics for that matter i.e. industry and competition).
Advanced readers will happily update their canon of books about strategy which encompass among others Sun-Tzu,Clausewitz,Drucker,M.Porter,G. Hamel,C.K.Prahalad and Christensen.
Enjoy the reading experience and act.
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3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Top-Down Strategic Planning for Business Model Innovation, 23. Februar 2007
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
The authors looked at the business launches of 108 companies, and found that those which emphasized serving competitively uncontested customer needs were only 14 percent of the cases. Yet those "blue ocean" launches accounted for 61 percent of the total profits (or almost 10 times as many profits on average per launch as those who went after "red oceans," where competitive space is already served).

Rather than examining the processes that companies used to create these wins, the authors investigated the common strategic elements of the "blue ocean" cases they found, and developed a strategic planning process designed to focus on those elements. In the last 15 years, they have experimented with that process with a number of consulting clients and now report the results of their latest refined process.

They propose four principles formulate a strategy:

1. Reconstruct market boundaries

2. Focus on the big picture, not the numbers

3. Reach beyond existing demand

4. Get the strategic sequence right.

They also propose two principles to implement strategy:

5. Overcome key organizational hurdles

6. Build execution into strategy.

For applying each of the strategic principles, the authors describe different paths and steps, and provide simple, analytical tools designed to be applied in a back-of-the-envelope analysis.

1. Reconstruct market boundaries

Paths for this part of the process include looking across functional substitutes from other industries, different segments within an existing industry, different linked sets of buyers and buying influencers, complementary offerings, availability of functional versus emotional appeals, and extend the time perspective for a longer period. The key tool for this analysis is a simple strategy canvas that documents the areas where offerings have characteristics and whether the characteristics are positioned to be "high" or "low." Examples of this analysis abound.

2. Focus on the big picture, not the numbers

This part of the process comes in four steps:

a. Draw a strategy canvas (as described above) to see where change is needed

b. Directly observe customers and stakeholders being affected by current offerings

c. Have senior executives propose alternative strategy canvas solutions and pick a winner

d. Share the resulting strategy canvas to everyone and test it for implementation feasibility.

3. Reach beyond existing demand

You investigate specifically the needs of those who are about to stop buying in the existing industry, those who reject the existing offerings already, and noncustomers who buy now from markets distant from yours.

4. Get the strategic sequence right

You carefully check out the resulting idea in this order:

a. Does it add lots of new customer value (in terms of purchase, delivery, use, supplements, maintenance and disposal relative to customer productivity, simplicity, convenience, risk, fun and image, and environmental friendliness)?

b. Can most buyers afford the price?

c. Can you make a profit at that price?

d. Can you overcome the adoption challenges?

Blue Ocean Strategy converts into a discussion of implementation challenges from chapter 7 on, emphasizing "tipping point leadership" (refocusing attention, shifting resources from ineffective to effective areas, and gaining credibility); "fair process implementation" (involvement by employees and stakeholders rather than being treated like objects); putting up barriers to imitation; and repeating the process.

As you can see, this is a process-intensive "how to" book rather than a conceptual book, although the authors have chosen a powerful metaphor that helps offset the B-School diagrams and new terms and phrases.

The authors seem to be consciously trying to create a simpler, alternative version of Professor Michael Porter's classic, Competitive Strategy that excludes a focus on the classic simple strategies of more value, lower price or greater closeness to customers (see The Discipline of Market Leaders).

I found the book to be a close parallel to Professor Christensen's latest book for technology company innovation, Seeing What's Next, except Blue Ocean Strategy is intended to apply mostly to nontechnology companies. Both offer theories of an innovation process that they feel could work and early experiences with the process.

Both approaches remind me of the beginnings of reengineering. In fact, I renamed this book "Reengineering the Business Model" in my mind. I hope the experience with this process will be better than what followed from reengineering.

By contrast, I would like to humbly suggest that future researchers consider monitoring and examining instead the business model innovation processes of those who repeatedly introduce new business models that combine higher value, lower prices and reduced costs. I was shocked to see that such innovators were largely ignored in this book in favor of writing about cases where a single major business model innovation occurred in an organization.

If the authors had studied these examples (which have been described in the strategy literature since 1992), they would have discovered that business-model innovation of the sort they describe is more often driven by bottom-up sources and experiments rather than the top-down planning they support. As a result, I believe that their process will turn out to be relatively unproductive compared to the existing best practices in business model innovation.

As a result of that oversight, I concluded that this book will have its primary value for:

1. Entrepreneurs who are beginning to formulate a business model for a start-up and

2. Consultants who want a new service to sell to large companies who don't understand business model innovation.

I also have some quibbles with the scholarship behind the book. The key study for validating the superiority of Blue Ocean strategies isn't footnoted to a source and there is no documentation of the methodology, the sample used, the measurements or anything else that allows a reader to check out the conclusions.

Facts were frequently misstated or overstated in the beginning, once even contradicting the authors' own footnotes (saying that In Search of Excellence was published 20 years ago on page 9 while a footnote correctly states the publication date as 1982). Another example is the authors stating that the mutual fund industry was not a multibillion dollar industry in 1975 (really? -- I don't think so), nor were coffee bars a big business (the authors teach in Europe where coffee bars have been a huge business for many decades), and discount retail was not large then (ever heard of Wal-mart, Kmart, Levitz Furniture, etc.?).

For me, the best part of this book came in a few new cases that I wasn't familiar with before such as Curves (fitness salons for women), NovoLet (preloaded insulin injection pens), NABI (more durable, less costly to maintain buses), the Joint Strike Fighter (one platform customized for each branch of the U.S. military), and i-mode (Internet access on a cell phone in Japan). I thought all of the cases were well described.

If you are a serious student of strategic thinking, you should read this book. The book's content will come up in conversation, and you should have an opinion about these ideas.
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4 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Auf zu neuen Ufern, 10. Juli 2005
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
Die Autoren beschreiben, wie sich Unternehmen dem Wettbewerbsdruck ihrer Branche entziehen, in dem sie zu neuen Ufern aufbrechen und Märkte für sich neu definieren.
Das Buch hebt sich von ähnlichen Werken auf zweifache Weise positiv ab: Zum einen bietet es eine Vielzahl von guten Beispielen, die die Ideen der Autoren schlüssig und einfach nachvollziehbar machen.
Die Autoren zeigen auf, wie sich der "Cirque de Soleil" eine einzigartige Marktstellung eroberte, indem er jeweils das Beste vom Zirkus und vom Theater kombinierte, gleichzeitig auf teure Stars und Dressurnummern verzichtete und so eine hochprofitable Unternehmung wurde.
Ein zweites, anschauliches Beispiel ist die australische Weinmarke "yellow tail", die als erstes einen "einfachen" Wein bot, auf den auch Nicht-Weinkenner jederzeit zurückgreifen können, weil er keine großen Vorkenntnisse erfordert, sondern immer gut zu genießen ist. "yellow tail" wurde mit dieser Strategie zur am schnellsten wachsenden Weinmarke.
Neben einer Vielzahl weiterer, guter Beispiele zeichnet sich das Buch durch eine klare und verständliche Präsentation der Konzepte aus. Für den Leser werden die Erfolgsfaktoren so sehr leicht nachvollziehbar.
"Blue Ocean Strategy" ist keine theoretische Abhandlung, sondern ein praxisnaher Ratgeber, wie man sein Unternehmen aus zu eng gewordenen Fahrwassern sicher und überlegt hinaus aufs offene Meer führt.
Ich muss gestehen, dass mich "Blue Ocean Strategy" bei seiner Veröffentlichung im Januar durch seinen eher dubiosen Titel abgeschreckt hat. Erst mehrere Empfehlungen brachten mich dazu, das Buch nun doch noch zu lesen. Und nun kann auch ich es aus voller Überzeugung empfehlen: Diese 200 Seiten sollten zur Pflichtlektüre für jeden verantwortungsbewussten Unternehmenslenker gehören.
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6 von 8 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Milchmädchen-Innovation, 2. September 2009
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
Der Inhalt gliedert sich in 3 Abschnitte: Strategie der Blauen Ozeane, Formulierung der Strategie und die Umsetzung der Strategie. Grundgedanke des Buches ist die Unterscheidung der Märkte in blaue und rote Ozeane, wobei rot symbolisch für die bekannten und blau für die neuen Märkte steht. Wie man angeblich den Wettbewerb abschütteln kann, indem man sich auf die blauen Märkte fokussiert, versuchen die Autoren darzustellen.
Bewertung: Blauer Ozean ist ein Synonym für Innovation und da Innovation als Begriff schon fast banal klingt, wird sich der Ozean als neues Buzzwort im Management wohl etablieren. Es ist jedoch zu einfach, rückblickend einige Anekdoten als allgemeingültiges Rezept darzustellen. Innovationen verlaufen wesentlich komplexer und es gibt reichlich Beispiele für erfolgreiche rote Ozeane und erfolglose blaue Ozeane. Und wer kann schon heute sagen, was morgen ein blauer Ozean ist? Bedenklich finde ich eigentlich nur, dass das Buch ein Bestseller werden konnte!
Das mag daran liegen, weil das Buch eine recht komplexe Angelegenheit sehr einfach darstellt. Probleme zu ignorieren mag populär sein, richtig ist es nicht.
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6 von 8 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Auch der blauste Ozean wird wieder rot ..., 6. September 2005
Rezension bezieht sich auf: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Gebundene Ausgabe)
Es wäre zu schön, wenn es keinen Wettbewerb gäbe (leave the competition behind). Welcher Unternehmenschef träumt nicht davon? Doch leider sind auch die von der Autoren sehr gut aufbereiteten Musterbeispiele wie z.B. "yellow tail"-Wein rasch imitierbar und kopierbar. Den langfristigen strategischen Wettbewerbsvorteil, das alleinige Schwimmen im ruhigen blauen Ozean - während sich die Konkurrenz im wilden roten Ozean balgt - den gibt es leider nur zeitlich begrenzt. Lesenswert ist das Buch auf alle Fälle - insbesondere die einprägsame visuelle Darstellung der "Strategy Canvas" finde ich sehr gut gelungen.
Nach der Lektüre heißt es dann aber wieder willkommen in der Wirklichkeit, willkommen im roten Ozean.
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5.0 von 5 Sternen ffgg, 10. Juli 2014
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5.0 von 5 Sternen Clear approach to searching out of box solutions, 7. Mai 2014
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A great book about how to search for non standard, curtomers' valued solutions out of the commodity markets. The book is very practical and easy to read. It can be recommended for anyone looking fot inspiration and practical approaches in finding win-win solutions.
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