Question
The ideas from the Blue Ocean Shift can be implemented in various real-world scenarios. For instance, a large corporation stuck in a highly competitive market (red ocean) can use these strategies to create a new market space (blue ocean) with less competition. This could involve developing a unique product or service that differentiates them from competitors. Similarly, a small non-profit organization could use these strategies to create new fundraising methods or services that are not currently offered by other non-profits. A government department could also use these strategies to improve public services or create new ones that better meet the needs of citizens. These are just a few examples; the possibilities are endless.
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Whether the head of a large bureaucratic corporation, a small non-profit, or a government department, organization leaders tend to assume that the conditions of their industry are a given, a set of constraints that form the boundaries of the red ocean in which they must compete. Focused on competing over customers, leaders assume that there is always a trade-off between value and differentiation. But that assumption is wrong. Organizations can break out of red oceans and move into a blue ocean with a Blue Ocean Shift. Breaking out of the red ocean starts by swapping market-competing moves in favor of market-creating moves. There are three overall components to a successful Blue Ocean Shift.
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