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Sarebbe stato molto più interessante se avesse analizzato con maggiore approfondimento più casi specifici di oceani blu creati nel business di determinate aziende, per poi trarne le conclusioni realtive. Invece ha fatto il contrario: ha delineato alcune caratteristiche e modalità per aprire dei nuovi oceani di business, per poi far aderire le sue conclusioni ad esperienze di business esistenti.
Quello che emerge, con questo procedimento, è un pò di faciloneria. Del tipo: "L'Azienda X ha capito che per aprire un oceano blu nel campo della ristorazione bisognava al contempo focalizzarsi sul preparare pasti di ottima qualità, più velocemente degli altri, in un ambiente elegante ma comunque risparmiando su mobilio inutile. E lo ha fatto". Un discorso del genere non porta nessun plus alla discussione e perde di vista gran parte dell'ambiente che circonda un'operazione di questo tipo (in primis, l'enorme quantità di soldi necessaria e realizzare un'idea così semplice ma così competitiva).
Trovo questo focus fuorviante, per ovvi motivi: non ultimo il fatto che, se davvero una formula matematica esistesse per l'apertura di questi oceani incontaminati di business, non credo che gli autori scriverebbero libri, ma viaggerebbero sul loro aereo privato per visitare le sedi delle loro varie aziende di successo.

Blue Ocean Strategy is a business book that covers how to beat the competition by not trying to beat the competition. A red ocean symbolizes blood in the water, where companies are competing by traditional means (like price). The book advocates creating a category and explores a variety of topics to aid in creating a "blue ocean" such as value innovation, emphasis on the big picture, diminishing risk, and evaluating alternatives to your industry (and much more). The first half of the book seemed to be more about the strategic approach to category creation, where the second half of the book had more of a focus on people and management. I personally found the first half to be much more useful. I think there's better material out there for the management side of things. Overall, Blue Ocean Strategy was definitely worth the investment of time. I'd highly recommend it for entrepreneurs.

Touto knihou som zavŕšil svoj dvojročný čitateľský focus na stratégiu. Blue Ocean Strategy je klasikou medzi biznisovými knihami a hoci som jej princípy poznal, prečítať si ju do hĺbky mi pomohlo pozrieť sa aj na viaceré veci v Martinuse novými očami. Modrý oceán bol kľúčovou myšlienkou pri tvorbe služby Knihovrátok, ktorou sa snažíme rozširovať knižný trh a spájať ľudí s knihami novými spôsobmi. Ak chcete v biznise piecť nové koláče a nielen sa trhať o tie existujúce, táto kniha je pre vás.

“Štruktúra odvetvia nie je nikdy navždy daná, vždy je možné ho nanovo tvarovať.”

Required reading in my MBA marketing class, not bad! Super interesting to think about ideas that could be classified as these and how it could change the entire world in an industry or sector, such as Amazon had done.

Up to around chapter 6, this was pretty original and gave a good explanation of approaching new business ideas from a relatively unique perspective, which makes it a valuable read.

However, after this point the narrative seems to lose its focus and the points discussed in the last few chapters seem to be made up of waffle/page filling content.

In short, read up to Ch.6 and then deem it finished.

I only skimmed this book. Thought the charts were stupid. Reasonably interesting premise that would have been the right length for 100 pages or less, not a full book. The thesis is that in selecting your product-market fit, you can try to compete with everyone else (the crowded "red ocean") or you can try to be the only one in your market (the "blue ocean").

For example, if you're running a circus, you could try to compete with Ringling Bros. and plenty of lesser-known competitors, who were in a race to the bottom. (The book was written when Ringling Bros. was still in business, but their closure in 2017 just emphasizes the authors' point.) Or you can make a new market. Cirque du Soleil went after the adult market rather than appealing to families with small kids. Their product is obviously different, more theatrical; and instead of the same act all the time, they offer different performances, so there's a reason to keep going back. The price is also similar to live theater.

Another example is Curves: instead of trying to compete with other gyms, they offered something very specific, a convenient gym for busy women, with an easy-to-follow circuit routine and no mirrors. Authors Kim and Mauborgne are also fans of Novo Nordisk (marketed to patients instead of doctors by making insulin injections easier), Bloomberg Business (offered shopping to time-strapped traders, who then forced IT managers to buy the terminals), and the "broken windows" policing model of the New York police department (also described by Malcolm Gladwell).

Overall an enjoyable read, and I don't disagree with their premise, I just think it should have been a lot shorter.

Practical advice from one of the bosses at the INSEAD Strategy Institute. Sometimes it gets a little self-helpy in the sense that creates its own vocabulary and repeats them ad nauseaum until we can't take it anymore. The references, of course, are dated. But I like its insights.

Some reviewers accuse it of nitpicking evidences, but business is already a tricky area for scientific exactness: there is just too many variables, and this book doesn't (nor tries to) cover all of them. This is a book about strategy, not a failure-proof-execution-guide.

Good place to start when it comes to innovation, since it introduces a "curve of value", that can measure in what companies should innovate and truly generate value for the clients, avoiding small niches and creating a relative monopoly (or "blue ocean") for itself.

What a good book for those who are interested in strategy. Very clear examples with many case studies on how some companies get a big profit by leaving the traditional red oceans of competitions for blue oceans where they are unique.
it's a little bit unfortunately for me that I've recently read this book while it was actually published more than 12 years ago. In the past 12 years, the strategy of companies has changed a lot, come along with changes in the market, mostly because of the technology revolutions. So some ideas in this book become common sense nowadays.
Even though I don't find some big "new" things in this book, but many pieces of advice, as well as approaches to blue oceans how to create our own market, are still very useful.

Chiar dacă anul ăsta se fac 16 ani de când a fost publicată, ideile prezentate sunt destul de atemporale. Valoarea pe care ar trebui să o aducă există. Din păcate vârsta și-o arată la cât de ușor e de citit, de ascultat în cazul meu.

I read the book after reading the article published in HBR, the book is really valuable and will enrich the reader will a lot of perspectives, tools and frameworks ... i liked mainly the "Strategy canvas" form first sight .. what a great and powerful tool

This is clearly a must read book for every one interested in the filed of management or strategy, But i will emphasis and insist on these points:
- Before reading this book, Please, read other book related to strategy (I will advice: Michael E. Porter books, or at least his article: what is strategy?) - I figured that some ideas that told in the book already told before, but the author but it in the very very right context
- The theory needs to be challenged and examined by an independent party
- I expect that i will find a drawn chart for the process of creation the blue ocean strategy, the absence of this chart is making the book hard to follow and challenged

Note: I added a lot of quotes from the book into goodreads and social media platforms

The book’s big idea is simple: Most companies fight it out in "red oceans", which is also crowded, competitive spaces where businesses keep undercutting each other with slightly better features, lower prices and aggressive marketing.

Where the Book Falls Short

To its credit, Blue Ocean Strategy acknowledges some of its limitations, which I appreciated. A few big ones: