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Papa, Maura. "Blue ocean strategy in financial services?" reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17741.
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The case is meant to give readers an overview about the concept of Blue Ocean Strategy. Throughout the text hints about what this strategy refers to are given. By knowing the traditional strategic concepts – those that are usually applied in “Red Oceans” – the reader should identify and distinguish them from the Blue Oceans concepts and tools and therefore be able to analyse the case from a different strategic perspective. Recognized examples of Blue Oceans are also given in the Appendix to the case. By learning what a Blue Ocean is, readers should then decide whether the case provided can be considered an example of it or not. The case starts with a brief description of the company, how it was created, how the founders got the idea of the innovative business model and how they developed it. The case describes a situation where the founders themselves discuss about whether their company can be considered an example of Blue Ocean or not. The case follows with other examples of well-recognized Blue Ocean Strategies, to help the reader make comparisons and decide whether the company can be considered itself as another example of it. Last, some possible questions, and suggestions on how to solve them, are provided. Here the reader can reflect again on the Red Oceans tools and see how these are differently applied in Blue Oceans kind of strategies.
O caso destina-se a dar aos leitores uma visão geral sobre o conceito de Estratégia do Oceano Azul. Ao longo do texto dicas são dadas sobre o que esta estratégia se refere. Ao conhecer os conceitos estratégicos tradicionais - aqueles que são geralmente aplicados em "Oceanos Vermelhos" - os leitores devem identificá-los e distingui-los dos conceitos e ferramentas dos oceanos azuis e, portanto, ser capazes de analisar o caso de uma perspetiva estratégica diferente. Exemplos conhecidos de Oceanos Azuis são dados nos Apêndices do caso. Ao aprender o que é um oceano azul, os leitores devem decidir se a empresa pode ser considerada um exemplo dou não. O caso começa com uma breve descrição da empresa, como ela foi criada, como os fundadores tiveram a ideia para a criação de um modelo de negócios inovador e como eles desenvolveram a companhia. O case descreve a situação onde os próprios fundadores discutem se sua empresa pode ser considerada um exemplo de Oceano Azul ou não. O caso continua com outros exemplos reconhecidos de estratégias de Oceano Azul, para auxiliar o leitor a realizar comparações e decidir se a empresa pode ser considerada um caso. Por último, questões e sugestões de como resolver os questionamentos, são disponibilizadas. Assim o leitor pode refletir novamente sobre as ferramentas de Oceano Azul e ver como elas podem ser aplicadas a diferentes tipos de estratégias.
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Skiver, Ryan L. "A Framework to Evaluate the Relationship between Product Complexity and Organizational System Outcomes: The Effect of Coordination Mechanisms on Firm Performance." University of Toledo / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1407322112.
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Ward, Christine. "One fish, two fish, red fish, blue fish, a journey into the oceans." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39708.pdf.
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Hansson, Mikael. "Critical review of strategic theories : Applicable to new technologies." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-77124.
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Chiziţcaia, Oxana. "Vývoj konceptu strategie "Modrých oceánů"." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-261961.
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The subject of this thesis are two terms, start-ups and strategies blue oceans. The aim is therefore to realize characteristic development of the strategy and the concept of start-up and subsequent analysis of the key success factors of start-ups, in correspondence to the strategy. Output objective is to formulate recommendations on the business segment, investors. The above primary terms are initially defined and subsequently integrated in terms of the practical analysis selected start-ups, which is also based design of this work. The work was divided into two parts, theoretical and practical. The theoretical part identifies and traces the development of the strategic concept at the time, according to the primary authors of publications strategy. Then I present the designation start-up and subsequent key factors. Subsequent practical part is converted, through analysis and comparison, theoretical background in practice. This section presents the start-ups Crowdholding and Emuj and subsequently evaluated their key success factors. In another part I implements assessment of the factors of their success in terms of key aspects of the Blue Ocean strategy. Outputs are recommendations for potential investors in terms of controversy over business plans. The conclusion summarizes the theoretical and practical part of the thesis.
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Rázová, Ilona. "Nízkonákladová letecká přeprava v Evropě a ověření fungování strategie modrého oceánu." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359379.
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This thesis tries to prove a functioning of the Blue Ocean Strategy on the case of Europen low-cost air transport. Through the Blue Ocean Strategy´s Analytical Tools and Frameworks, specifically with the help of the Strategy Canvas, the Four Actions Framework and the Eliminate-Reduce-Raise-Create Grid, it is proven that the strategy introduced by the airline Ryanair in the nineties of the twentieth century corresponds to the Blue Ocean Strategy. Through the same Analytical Tools and Frameworks and a comparison of business models of three low-cost airlines also the time validity of the Blue Ocean Strategy is proven in this case. The functioning of the Blue Ocean Strategy on the case of European low-cost air transport was verified.
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Šimek, Bohuslav. "Vývoj konceptu strategie "Modrých oceánů"." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-165092.
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The strategic concept of "blue oceans" is currently undoubtedly one of the most interesting and most often talked strategic concepts. The thesis is therefore deals with the development of this strategic concept at the time and on the basis of previous papers of the authors in which were introduced tools and frameworks that later became part of the blue ocean strategy concept. The thesis also deals with other publications that the idea of the concept uses in own frames or in some way continues to build upon it. Further a description of the whole strategic concept is presented with each of analytical framework and tool with emphasis on additional context and findings of the section on the recent development of the concept. A key part of the thesis is the application of the concept to the three services - Knihovnička.cz Prezi and the Steam and evavulation of these tools with emphasis to the conclusions that have been made in the recent development of the strategic concept of "blue oceans" and its application.
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Woodard, Niki L. "Red state, blue state, red news, blue news." Connect to this title online, 2006. http://hdl.handle.net/1961/3639.
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Caruso, Vincent A. "Blue & Red." Scholarly Repository, 2011. http://scholarlyrepository.miami.edu/oa_theses/256.
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"Blue & Red" is about sound, sense, paranoia, and experience. When intuition goes awry and projections are shot in all directions the camera and eye can go, poems are bound to be nearby. From beginning to end, the reader may wonder what landscape the wanderlust traveler walks on. Where he may settle. Is he a boy? What is manhood? Has the prince stolen the key from the queen? "Blue & Red" has tautological hair, performance anxieties, and actualizations. Sentimental at times, we remember. Some traumas are daily. "Blue & Red" stands on the argument that if you put all of your heart, soul, spirit, body, and mind, into a poem, the process will yield an art/entertainment for the thinking person. It rests on the fact that love and gratitude are not lost. It rests on intangible things we must agree on. It lastly rests on the autonomy of the free mind.
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Andersson, Camilla, and Nadja Nardini. "Sailinnovation : Sailing into a Blue Ocean." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-8619.
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Abstract
The Luxury Sailing Yacht industry has been severely affected by the global economic crisis
since several Luxury Sailing Yacht companies have experienced significant downturn. There
is an increasing number of companies, which are moving the world into a more innovationbased
economy since it offers more opportunities. Therefore, there is a growing interest for
innovation since it can be used for keeping a strong position in the fast growing Luxury
Sailing Yacht market.
This Master’s thesis explores how Luxury Sailing Yacht producers within the Luxury Sailing
Yacht industry can create, reach, and sustain the position of innovation leadership in order to
gain further growth and success. Furthermore, it shows to the Luxury Sailing Yacht industry
how value innovations can be used to open up new growth opportunities in new-found
markets.
In specific, this thesis explores the creation of new market within the LSY industry through
the usage of value innovation. Therefore, an understanding of the Luxury Sailing Yacht
market’s perception of innovation is necessary, which shows differences and similarities
between Luxury Sailing Yacht producers and users.
The theoretical basis for the research is constituted by developing new markets through value
innovation and the blue ocean strategy. Thereafter, the research empirical findings are
collected in numerous steps. First the perception of innovation on both the users and
producers is collected through a survey so as to compare their opinions and create value
curves. Based on the user survey the most innovative Luxury Sailing Yacht producers are
selected for our multiple-case study in order to get their various views on how innovation can
be used in the Luxury Sailing Yacht industry.
Key Words
innovation, innovation network, lead-users, networking, new product development, perception
of innovation, value curves, value innovation, value network
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Zilling, Isabelle. "Strategi för framgång : Hur svenska storföretag arbetar för att hävda sig mot konkurrens och skapa nya marknader." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-80611.
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Syfte: Med ”Blue Ocean Strategy” avses skapandet av nya marknader utan konkurrens. Denna studie vill belysa hur fem svenska storföretag aktivt arbetar med att skapa nya marknader, stå emot konkurrens på befintlig marknad och slutligen om miljöarbete ses som en konkurrensfördel, vilket leder till en stärkt marknadsposition. Metod: Studien angriper undersökningsproblemet med att anta en induktiv ansats med kvalitativa intervjuer. Arbetet baseras på djupintervjuer med företagsledare från fem svenska storföretag; Alfa Laval, Assa Abloy, Inwido, Lindab och Tetra Pak. Vidare antar studien ett hermeneutiskt förhållningssätt där tolkningen blir central. Resultat och konklusion: Resultatet av studien visar att få företag verkar för att inta en ny oetablerad marknad, så kallad ”blå ocean”. Fokus hos företagen i studien ligger på att bibehålla samt vinna nya marknadsandelar på befintliga marknader samt utöka till fler geografiska områden. Studien visar hur företagen arbetar både med kostnadsöverlägsenhet samtidigt som de arbetar med differentiering av sina produkter där samtliga företag idag arbetar med innovationsarbete vilket skapar möjligheter för att särskilja produkter från konkurrenters utbud. Detta till trots är företagen inte ”stuck in the middle” enligt Porters (1980) teori, utan stöder tesen om en hybridstrategi som visar på god konkurrenskraft om företaget är innovativt. Utöver det belyser studien digitaliseringens intåg på marknaden där både marknadsföring och handel i allt större utsträckning sker digitalt. Företagen i studien visar också på betydelsen av lokal närvaro, inträde på rätt geografiska marknader och värdet av goda kundrelationer. Slutligen belyses nödvändigheten att vara ledande avseende miljöfrågor och hållbara produkter.Purpose: The “Blue Ocean Strategy” refers to the creation of new markets identified by no competition. This study highlights how five big Swedish corporations actively work to create new markets, resist competition on the existent market and if environmental work is seen as a competitive advantage, and thereby create a strengthened market position. Method: The study uses an inductive approach with qualitative interviews. The work is based on thorough interviews with corporate leaders from five big Swedish corporations; Alfa Laval, Assa Abloy, Inwido, Lindab and Tetra Pak. The study takes a hermeneutic approach in which interpretation becomes central. Result and conclusion: The result of the study shows that only few corporations work to create a new market or “Blue Ocean”. The focus of the studied corporations is to maintain their current market shares and to win new market shares on already existing markets. Their focus is also to expand into more geographical areas. The study describes how the corporations work with both overall cost leadership and at the same time with differentiation of their products. All corporations work with innovation, which creates possibilities to distinguish their products from competitors. Despite this, corporations are not “stuck in the middle” in accordance with Porter’s (1980) theories; instead they support the modification of a hybrid strategy, which shows strong competitiveness if the corporation is innovative. Further the study has identified the entry of digitalisation in which both marketing and trade more frequent occur digitally. The study also identifies the importance of local presence, the right geographical market entry and the value of good customer relationships. Finally the study illustrates the necessity to be in a leading position regarding environmental and sustainable products.
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Ballard, Trevor R. "Blue and Red Light Effects on Stomatal Oscillations." DigitalCommons@USU, 2018. https://digitalcommons.usu.edu/etd/7393.
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Plants absorb CO2 through pores in their leaves called stomata, which are known to open and close in response to myriad environmental and physiological triggers. We demonstrate that blue light inhibits stomatal aperture oscillations in both the guard cells and surrounding tissue layers, whereas these oscillations continue under the influence of red light. This observation of blue light behavior agrees with recent research and suggests another physiological pathway for oscillations.
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LIU, Nga Ying. "Red-white-blue and Hong Kong Installation Art." Digital Commons @ Lingnan University, 2011. https://commons.ln.edu.hk/vs_etd/2.
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The purpose of this study is to analyse the interaction between art and contested notions of Hong Kong identity by examining recent installations that employ the red, white and blue-striped plastic fabric, locally known in Hong Kong as red-white-blue (紅白藍). The red-white-blue fabric has, in recent years, become a signifier of the collective identity of Hong Kong people and of the ‘Hong Kong spirit’, with specific reference to the traits of the working class in the 1960s. The repeated articulations of this material in artworks show that there are certain qualities in this material with which local people identify. This study examines how installation works that employ this material question and revise notions of Hong Kong identity, and suggest its plurality and mutability. Works of local artists including Stanley Wong (a.k.a. Anothermountainman), Kith Tsang, Doris Wong, Siu King Chung and Tim Li are discussed in detail.
Accounts of installations that employ red-white-blue often offer a limited interpretation of such works, paying insufficient attention to formal qualities and assuming a fixed and unitary notion of Hong Kong identity. The thesis argues that this paradigmatic cliché about Hong Kong identity is also expressed in the red-white-blue works of Stanley Wong to the extent that they evoke nostalgia and neglect contemporary social reality. The prevalence of such readings of red-white-blue-inspired works of art has veiled the complexity of works that interrogate Hong Kong identity from a diversity of perspectives. The contribution of this thesis is to remedy that situation, and provide a comprehensive account of key red-white-blue installation works.
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NICOLAS, Guillaume. "The evolution of strategic thinking and practices: Blue Ocean Strategy." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-13423.
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Jaafar, Nisrine. "The blue flame and the red flame : love and eroticism." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ64032.pdf.
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June-Friesen, Katy. "The sounds of red and blue America dissecting musical references to "red state" and "blue state" identity in print media during the 2004 presidental campaign /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4517.
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Thesis (M.A.) University of Missouri-Columbia, 2006.The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (June 26, 2007) Includes bibliographical references.
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Mbugua, Moore. "M-PESA mobile money: a case study in Blue ocean strategy." reponame:Repositório Institucional do FGV, 2015. http://hdl.handle.net/10438/15471.
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The recent and widespread availability of affordable mobile phone technology in developing countries has paved the way for the development of a number of mobile money and electronic remittance services. One of the most successful of these services is Safaricom’s M-PESA program, launched in the East African nation of Kenya in March 2007. Since then, the program has successfully enrolled over 15.2 million users, transferred more than US$1.4 trillion in electronic funds, and contributed significantly to poverty alleviation and financial inclusion efforts in Kenya. M-Pesa is a mobile phone based money transfer system in Kenya which grew at a blistering pace following its inception in 2007. This case study will analyze the critical factors that make M-PESA such a unique success in Kenya specifically.
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Mann, Jonathan Edward. "Red, white, and blue notes: the symbiotic music of Nikolai Kapustin /." Cincinnati, Ohio : University of Cincinnati, 2007. http://www.ohiolink.edu/etd/view.cgi?ucin1179852881.
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Thesis (Dr. of Musical Arts)--University of Cincinnati, 2007.Advisor: James V Tocco Title from electronic thesis title page (viewed Nov. 17, 2007). Includes abstract. Keywords: Nikolai Kapustin Classical Jazz Piano Includes bibliographical references.
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Meguro, Wendy (Wendy Kei). "Beyond blue and red arrows : optimizing natural ventilation in large buildings." Thesis, Massachusetts Institute of Technology, 2005. http://hdl.handle.net/1721.1/33029.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Architecture, 2005.Includes bibliographical references (p. 136-139).
Our growing understanding of technology and environment has expanded the complexities of producing large naturally ventilated buildings. While it may be argued that designing for natural ventilation is a straightforward, intuitive process, somewhere between the simple diagrams and signing off on the building, the designer must be able to verify that the design will be effective -- essentially that people will be comfortable, and that the system is robust. Today, professional experience is the only methodology to understand the broad considerations behind these new structures. Literature reviews and interviews with industry professional illustrate the lack of information available to the academic and practicing audiences describing the series of calculated decisions and challenges surrounding the design of large naturally ventilated buildings. Architecture professionals and students desiring to engage in these recent, innovative practices would therefore benefit from a resource describing the options available to evaluate a proposed design and optimize a completed building. The thesis examines the strategic decisions in evaluation and monitoring of three case study buildings (Morphosis' San Francisco Federal building, Fosters & Partners' Swiss Re building, and Behnisch & Behnisch's Genzyme building) and derives principles influencing future architecture practice.
by Wendy Meguro.
S.M.
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MANN, JONATHAN EDWARD. "RED, WHITE, AND BLUE NOTES: THE SYMBIOTIC MUSIC OF NIKOLAI KAPUSTIN." University of Cincinnati / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1179852881.
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Krishnan, Tharishini. "Emerging security paradigm in the Eastern Indian Ocean Region : a blue ocean of Malaysia-India Maritime Security Cooperation." Thesis, King's College London (University of London), 2017. https://kclpure.kcl.ac.uk/portal/en/theses/emerging-security-paradigm-in-the-eastern-indian-ocean-region(8d16846f-34c0-4c0b-b986-4c90d09f28c5).html.
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This study investigates the emergence of Malaysia-India Maritime Security Cooperation (MIMSC) in response to traditional threats and non-traditional security threats at the Eastern Indian Ocean Region (EIOR). This thesis argues that although both Malaysia and India have identified the maritime significance of the EIOR to them, the common threat faced by them in that region, and have recognised the need for cooperation in maritime security, it appears at present that MIMSC in EIOR projects a lack of robustness in its engagement. This is despite both an appreciation of the relations between the two countries, and a substantial ability to address the challenges of the EIOR. The positive relations that are challenged by these maritime threats show that there is a pressing need for both countries to draw up effective maritime policies. But it is as yet unclear why these countries have failed to do so. The paucity of scientific investigation into the question of why the two states have failed to draw up an effective maritime policy cooperation despite their potential to do so, and the lack of availability of substantive arguments, turn this question into a significant field of academic inquiry. In order to address this issue, this thesis will ask three sub-questions, relating to: a) the drivers of MIMSC in EIOR, b) the emerging areas of maritime cooperation in mitigating traditional and non-traditional threats in EIOR, and c) the critical factors that would contribute towards a successful MIMSC in EIOR. It will cover the dynamics of MIMSC from the post-Cold War era in EIOR, and draw more substantial answers to how MIMSC in post-Cold War period is a ‘missed opportunity’ but projects a ‘promising opportunity’ to address issues of maritime security threats in the EIOR. Qualitative research design is employed in this research inquiry. This research has used two primary data collection method: a) in-depth personal interviews and b) focus group interviews. Informants were selected through purposeful sampling, focusing on high-ranked retired and serving officials from the Navy, Ministry of Defence, Ministry of Foreign Affairs, maritime security agencies, and think tanks. This research used the NVIVO 10 software program to conduct a Thematic Content Analysis (TCA) to analyse data obtained through interviews. Several emerging areas of maritime collaboration are shaping MIMSC in the EIOR such as: a) partnership in search and rescue operation, b) humanitarian assistance and disaster relief, b) increasing interoperability of constabulary role, c) partnership in defence industry, and d) partnership in maritime resources and competence. These areas of maritime collaboration are highly dependent on major critical success factors such as: a) shaping both formal and informal bilateral and multilateral maritime cooperation, b) overcoming bureaucracy and statutory bottlenecks, c) shared cost-benefit and d) change in maritime strategic thinking.
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Fenton, Mia. "Late Quaternary history of Red Sea outflow." Thesis, University of Southampton, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264851.
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Blum, Dale. "The role of red and blue light in leaf and cotyledon expansion /." Thesis, Connect to this title online; UW restricted, 1998. http://hdl.handle.net/1773/5267.
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Sindelar, Timothy John. "Red-light effects on blue-light based phototropism in roots and hypocotyls." Miami University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=miami1376237085.
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Mulvihill, Shane. "Light Exposure, Refractive Error, and Red and Blue Light-Driven Pupillary Responses." The Ohio State University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=osu1460742215.
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Hui-Chun, Chan, and 詹惠珺. "The Prevalence of Red Ocean vs. Blue Ocean Strategy in PC Industry." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/61134692822448449111.
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碩士國立交通大學
企業管理碩士學程
96
The PC industry in Taiwan follows the Moore’s law and globalization trend. In such a hyper-competitive era, the publishing of Blue ocean strategy is just like a beacon. It guided corporate to avoid “Red Ocean” and create “Blue Ocean”. However, here comes the question: Is Blue Ocean strategy really better than Red ocean strategy? In order to seek for the answer, this research will take the own-brand PC makers as case study material to dig in below aims: 1. Compare the effectiveness of Red Ocean Strategy vs. Blue Ocean Strategy. 2. Compare the performance of Red Ocean Strategy vs. Blue Ocean Strategy. 3. Categorize the characteristics of companies prefer to use Red Ocean Strategy and those prefer to use Blue Ocean Strategy. After studying the strategies of market leader and non market leader, the conclusions come out to be: 1. Blue Ocean strategy is often used by start-up business, while Red Ocean Strategy is often used by business that is in the market for a long time. 2. If Blue Ocean Strategy is feasible, it will bring company greater growth rate than Red Ocean Strategy. 3. Market leader tends to use Red Ocean Strategy, while non market leader tends to use Blue Ocean Strategy.
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Ito, Mariko, and 伊藤真理子. "From Red Ocean to Blue Ocean: Innovative De-deflation business management Case Study “Asahi Shuzo”." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/36y58u.
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碩士國立交通大學
企業管理碩士學程
105
The industry of Japanese sake had been shrinking for the past decades after hitting the peak in the year of 1975 along with Japanese economic stagnation and deflation. There seemed to be no hope for the market to be growing any more. There were some assumptions for the reason, which are the followings; - Today customers enjoy more variety of alcohol, such as wine, whisky, beer and so on - Japanese sake has image of being out of date - Younger generation does not like sake very much. Asahi Shuzo however amazingly keeps growing for the past thirty years even under such circumstances not only in the Japanese domestic market but also in the global market. In addition to the poor external environment, Asahi Shuzo was suffering from its internal weakness when the current CEO took over the business from his father in 1984. The purpose of this thesis is to analyze how Asahi Shuzo struggled with solving mounting problem to become a market leader in Japanese sake market and reach some speculations that have general versatility.
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Chien, Hsiu Shan, and 簡秀珊. "The Study of Red Ocean and Blue Ocean of Enterprise Competitive Environment Changes and Competitive Positioning." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/88725285666726832704.
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碩士東海大學
工業工程與經營資訊學系
99
Blue ocean strategy is a popular managing subject rising recent years. It was a new conception, guideline, principles of blue ocean strategy proposed by two scholars, Kim and Mauborgne. It helps enterprises to explore an unknown and brand-new market or industry, and survived from hard competition. The book “Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant” point out four principles of strategy formulation and two principles of implementation are the main way to create the new market. “Value innovation” is the central conception that means enterprises have to reduce cost and create the variation in the same time. Chan Kim and Renee Mauborgne also provide the strategic framework and strategy canvas to be the concrete tool. Therefore, many cases applyed successfully blue ocean strategy came out one after another these years in Taiwan. The documents before just discuss how do an enterprise or enterprises of an industry use blue ocean strategy according to their competitive advantage when they are effected by internal and external environment. No one discuss the comparison of general industries such as conventional industries, retail business…etc. Besides, most previous studies of blue ocean strategy focus on how did the cases swam into the blue ocean. However, did they really get into the blue ocean? How much do they jump into blue ocean? If enterprises don’t do the competitive positioning certainly, they won’t sense the threat of being pulled into red ocean again. Furthermore, they can’t consider overall situations when they formulate strategies next time. In this study, we generalize previous studies then propose framework of enterprise competitive environment changes and new conception of competitive positioning. We compare successful cases about blue ocean strategy in Taiwan and analyze the common strategy of conventional industries, retail business, and the industry with network technology. The results provide related enterprises as a reference when they formulate strategies. There are also new conceptions of competitive positioning in this study, we have four levels of swim into blue ocean. We also provide many factors to estimate which level should the enterprise be. Finally, we have ten cases of competitive positioning as a reference.
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Feng, Yu-Chia, and 馮宥嘉. "The Research of Discussing the Competitive Strategy of Taiwan Vehicle Industry -Red Ocean Strategy and Blue Ocean Strategy." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/07423110814684098953.
Full textAbstract:
碩士國立屏東科技大學
企業管理系所
99
Competitive Strategy has developed for nearly thirty years, and the one brought up by Porter (1980) is the main. Afterwards, the point of Resource-Base View appears and the concept of Blue Ocean Strategy also grabs much attention in recent years. However, there are different arguments among these theories and they are even against each other. Therefore, this paper is based on the two competitive strategy approaches in the findings of Tsai(2005). One is position approach, and the other is resource approach which is combined with the theory basis of blue ocean strategy by Kim & Mauborgne (2005). Position approach and resource approach are considered opposite while red ocean strategy and blue ocean strategy constructed by these two remarkable approaches are in confronting positions too. Hence, this paper applies to the methods of industrial analysis and case study to probe into the present situation of how competitive Strategy works in Taiwan vehicle industry and how brand “L “successfully enters Taiwan vehicle market by blue ocean strategy, additionally, it also re-inspects whether there is the opposition relation between the two approaches and the strategies of red ocean and blue ocean or not. Last, the paper would make use of the real diagnosis result of these three different competitive strategies to modify the theory construction of blue ocean strategy and propose a model of blue ocean strategy which can be more close to practice application.
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Cheng, Hai-Peng, and 鄭海鵬. "From Red to Blue Ocean - Competitive Strategies for Photovoltaic Industry Development in Taiwan and China." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/6v7qj3.
Full textAbstract:
碩士國立交通大學
管理學院管理科學學程
101
In recent years, the problems of global warming and energy crisis are becoming increasingly severe. Therefore, governments have begun to review the impact of using the fossil energy on the global environment and pay much more attention to energy saving and carbon dioxide emissions reduction. The renewable energy sources or the green energies are thus becoming the most potential alternatives to replace the traditional fossil energy sources. Among so many renewable energy choices, solar energy is regarded as one of the unlimited and continually replenishable energy source. Consequently, institutes and industries are actively developing the photovoltaic technologies and related supply chains. The Feed-in-Tariff policy had accelerated the photovoltaic industrial development as the Germany government was the first to introduce it into the industries. Thus, from year 2004 to 2008, the flourish of the photovoltaic industry attracted lots of firms from Taiwan and China invested into the related supply chains. However, the global solar industry has encountered the oversupply of products offering an unprecedented decline in module prices more than 50% since 2011. As the major markets in Europe have faced a serious debt crisis and thus the European governments have reduced the subsidies and thus worsened the industrial economic. All of sectors in the industry are facing unprecedented challenges. In this study, we seek to pursue Blue Ocean Strategies for those who concern the development of photovoltaic industries in Taiwan and China via reviewing and analyzing the results of some key aspects including the market supply and demand, industrial value chain, technologies development and government subsidies of the industry to facilitate organizations creating new demands in the "Blue Ocean" market space, rather than to compete with other rivals in the existing Red Ocean markets.
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Yu, Wen-Lang, and 余文郎. "The Red Oceans、the Blue Oceans—To explore the Blue Oceans World of the IT industry based upon the co-opetition between the Hon Hai Precision Industry Co. and the Quanta Computer Inc." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/j46ytv.
Full textAbstract:
碩士國立臺灣科技大學
管理研究所
94
The purpose of this study is to explore the blue oceans world of the IT industry based upon the co-opetition between the Hon Hai Precision Industry Co. and the Quanta Computer Inc. Since 2000, Taiwanese manufacturer has already surmount Japanese and has become the first place in the Notebook PC output in the world. In 2005, the Quanta company produced with 18 million sets of quantities lead any other competiting factories with a share of 25% in the global market. However, the Hon Hai Precision Industry., Ltd. Still owns the honor of the first major factory of private manufacturing industry of Taiwan, including desktop computer overlord with a significant share up to 50%. To examine the mutual independence between these two corporate, giants of I.T. industries certainly become the very much interest for this study. This is a case study to probe into the relationship changed under developing process between the Hon Hai group and the Quanta company, their relationship now becomes co-opetition state which has been changed from previous full cooperation state over the years. The major conclusion is that the Quanta can choose to cooperation with Hon Hai , sell the mobile department (WBU) to Hon Hai group and ask Hon Hai group to withdraw the Notebook PC OEM/ODM field, and in exchange Hon Hai group for withdrawing the Notebook PC OEM/ODM field, and also withdrawing the investment on the Uniwell company. If Hon Hai group can not agree then Quanta can also sell the Mobile department to Compal and Inventec and to make strategic alliance with both of them. In addition, based on this study that car electronics、Cellphone communication and digital TV industry field are the future three－ “blue ocean territory”, combine with the existing competitive advantage founded on the case study on the Hon Hai group and Quanta company, the major recommend action drawn from this study are：the Quanta should withdraw from the cellphone ODM/OEM industry and facus on the digital TV industry, the Hon Hai would give up their NB OEM business and focus on the cellphone OEM/ODM and car industry in return.
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Chou, Yu-mine, and 周育民. "Blue Ocean Tourism." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/03529745403028814855.
Full textAbstract:
碩士東吳大學
國際貿易學系
95
The Blue Ocean Tourism is one of the new thought of the Blue Ocean Strategy. The main point is making the development of the ocean tourism in Taiwan breaking of the cut-off competition no matter in the national or international market. Create .an advantageous position for the tourism in Taiwan, and make the business of the tourism depart from the muse of being the follower and forgetting the creativity and the value of business. The purpose of this study is combining the yacht manufacture business and the ocean tourism to a new Blue Ocean Tourism Strategy Model; it can not only upgrade the business but combine the different business. To study the ocean tourism in Taiwan, what the character and advantage is, and predict the future development though the environment. There are many fishing ports in Taiwan changing their types of business, but the change may not fit in with the needs of consumers or the global trend and cannot sustain forever. Besides the pattern of the Danshui 2nd Dock maybe not suitable for other docks. This research discusses the environment of the ocean tourism in Taiwan, analyzes the strategy of the Blue Highway, and compares the cases in Japan, in order to discuss the strategy and the purpose of ocean tourism management in Taiwan. The manufacture business of Taiwan is famous in the whole world, but there is seldom people know that the yacht export of Taiwan is world number 1. This study discusses the yacht export status, the national and international selling area, the turnover of yacht manufacture to further understand the advantage of Taiwan. And combine the Blue Ocean Strategy with the advantage of Taiwan yacht manufacture and the ocean tourism in Taiwan to a new Blue Ocean Tourism strategy curve, and add 4 active frameworks and assistant analyzing table to generalize the value and benefit of Blue Ocean Tourism. The final part of the study compare two real cases: the New Blue Ocean Tourism ROS Model( Zhuwei Yacht Club) and the Blue Ocean Tourism ROS Model( Danshui 2nd Dock), including the model definition, the case introduction, and the method of the case study to illustrate the differences of the two models and reciprocal compare the effects of the two models’ effect to the tourism business, the yacht manufacture business and the development of Taiwan. And bring up to a suitable tourism business model, list all the problems and the solutions of them. In other words, the business model of tourism can not be stick to one way, but join some creative thoughts and consider in many sides to satisfy the different demands of the market to obtain the real upgrade of business.
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Barge, Edoardo. "Indie campers: a blue ocean strategy." Master's thesis, 2016. http://hdl.handle.net/10362/18598.
Full textAbstract:
This work project provides a brief analysis of land tourism in Iberian Peninsula, looking for
the possibility to start and develop a new successful company. Despite the high competition
highlighted in Porter’s Six Forces analysis, it is possible to prove that the industry actually has
a strong attractiveness thanks to a Blue Ocean Strategy perspective. Using this approach it was
possible to redefine the boundaries of the market by adjusting the value proposition, in order
to provide an irresistible offer that avoids competition.
The work was based on the experience of a real case of success, Indie Campers.
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Chung, Chun-Chih, and 鍾春枝. "Is Solar Blue or Blue Ocean - Taking Germany As an Example." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/27422445440653645335.
Full textAbstract:
碩士國立交通大學
高階主管管理碩士學程
99
The Solar industry shall be one of the major contributor to Taiwan's future industry and also an important part of the development of green energy and environmental protection . In the past, Taiwan's semiconductor industry played an important role in the world with the economic scale formed by intensive capital investment. The scale would be also a key success factor for the solar industry, but with comparatively lower HR and resource threshold. The significant market growth pumped by government policy among many countries, has attracted many investors to delve into. Most believe the solar industry shall follow the similar market pattern of DRAM industry: securing the supply of material, lowering the cost, and competing with the economic scale. While many companies start from SME and grow up with the market, only those who can expand faster and adapt better to the market shall outperform others. The main purpose of this study is to explore solar industry's growth momentum by benchmarking the development of German solar industry in contrast with countries like Taiwan and others. Then the study continues analyzing the case company's development process, strategy, market position, competitiveness and the growth model selected, so as to reveal decision process, expected benefits, potential risks. Furthermore, a solar energy industry development strategy is proposed to be referenced by Taiwan's solar industry companies.
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Yeh, Cheng-Tung, and 葉震東. "Blue Ocean Strategy of Tablet in MSO." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/94104470819592225897.
Full textAbstract:
碩士國立交通大學
高階主管管理碩士學程
99
In mobile society, the tablet PC is the best mobile device to access to multimedia, information and communications, In 2010, iPad enabled the tablet market, many manufacturers have jumped into the tablet segment and developed many tablets. Among many tablets, which one will be the winner? The key point to win is not the hardware specifications, it is the competitiveness of the operating system and application software, Android will be the mainstream for tablet PC operating system. Also, when iPad 2 is announced, Apple states that "the best selling point of iPad 2 is price, " Apple is aware of the trend of value innovation". "Multiple Service Operator (MSO)" is the operator of cable television. In recent years, MSO provides Internet access service via Cable Modem, and becomes a multiple services operator, including cable television entertainment, broadband Internet and telecom services. Also MSO provides the digital home integration service, and further provides smart home Integration services. In this process, MSO needs the support of customization and integration solutions from its vendors of the supply chain..Analyzing the trend of tablet and the requirement of MSO, we re-define the new application for a tablet to embrace the new market. We also find out a business opportunity of customization and integration for us. MSO needs the support of customization and integration, that is the blue ocean as well as our core competence.
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Chang, Hung Mei, and 洪美嘉. "Blue Ocean Strategy for the Sustainable Management." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/12584077704500244905.
Full textAbstract:
碩士環球科技大學
環境資源管理所
100
This study was based on the key concept of blue ocean strategy-low-cost and differentiated value innovation. The framework of sustainable development of Shei-Pa National Park consisted of four actions, including “raise-national resources”, “eliminate-land use”, “reduce-environmental threat”, and “create-facilities and services, management, research in environmental protection, and international exchange”. For this national park, this study proposed three strategies respectively focused on ecology, production, and life: conduct research of environmental protection, engage in international exchange, and use catchy slogans, such as “The Holy Ridge underneath the Starry Sky-A Great Place for Leisure Tour”. Based on these characteristics, this study reviewed the six principles of blue ocean strategy, including reconstruct market boundaries, to propose the blue ocean strategy for sustainable management of Shei-Pa National Park. First of all, this study suggested the new service-oriented visitor management policy of the national park be focused on the concepts of sustainable development, namely life, production, and ecology, to combine (economic) production, life (social culture), and ecology (environment) in one body. As the National Park Administration might be established in the near future, this study suggested the authority concerned set up a national park management system first and amend National Park Law and related regulations to meet the needs of future organizational integration. To achieve sustainable management of Shei-Pa National Park, the authority concerned should apply dynamic blue ocean management mechanisms to maintain the balance between environmental protection and recreational development. Besides, it should engage in “national park diplomacy” by promoting international exchange and cross-domain cooperation and put more effort into personnel training.
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Chen, Chi-Ming, and 陳啟明. "Why Blue Ocean Is So Blue- from Acer and Nintendo Case study." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/63836068574337167222.
Full textAbstract:
碩士國立交通大學
高階主管管理碩士學程
99
Acer announced that CEO Gianfranco Lanci left Acer on 2011 Mar, 31th. This news shocked the PC industry. About a year ago(2010, Apr), Acer claimed to be the no.1 supplier by 2012 as long as she was at the no2 supplier position, 4% market share behind HP. Almost at the same time, Apple launched her tablet PC-iPad. With her user-friendly interface, easy access to internet, iPad sold 18 million sets in 2010. iPad is no doubt a disruptive innovation to notebook. This study analyzes why the market leaders usually fail to see the paradigm shift fact. As an excellent example of blue ocean strategy, Wii successfully opened a new market for customers who did not play console games. This study used Wii to explore the challenges of blue ocean strategy. Lastly, this study proposes a strategy to be alerted for disruptive innovation.
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王姿珺. "Incentive Travel in China: Blue Ocean Strategy Approach." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/27577131692054099130.
Full text
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Yu, Wen-Shen, and 余文生. "A Case Study of the Blue Ocean Strategy." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/03198221496531798084.
Full textAbstract:
碩士國立臺灣科技大學
管理研究所
99
The purpose of this research is investigating the blue ocean strategy of case company. By the four actions framework： eliminate、reduce、raise、and create to improve industrial competitiveness. The study period covered the innovation strategy of the case company from 2008 through now. This case uses case study, which is a qualitative research method. According to four actions framework of blue ocean strategy, analyzing related information of the case company, and interviewing the key decision-makers of the case company, we hope to provide domestic game industry a brand-new thinking of entering global market strategy. As a result, we may create more value and efficiency on blue ocean market. This case have conclusions below： 1.Eliminate：blind or crudeness investment decision, the business model formed with agent relationship or counterfeits the product . 2.Reduce：focus on human resources, reduce the rate of agent product, complete R&D process, reduce the default rate of product. 3.Raise：respect intellectual property rights, use separate management system to satisfy different customers, respect people with professional skill, expand product line aggressively. 4.Create：form a borderless entertainment industry, steady financial background, follow market changing pace, better the product quality, held competition to build customer relationship, use ordnance bench mark to market globally, build industrial social image.
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謝永達. "A Case Study of Blue Ocean Strategy：Kingston Technology." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/29748284926425548056.
Full textAbstract:
碩士國立交通大學
管理學院高階主管管理碩士學程
94
This research is exploring the development strategy of the memory module (DRAM Module and NAND Flash Cards) industry. In recent years, the development of the memory module industry has appeared robust with the memory module industry playing an increasingly important role in the food chain from the fabrication of wafers to the consumption by end-users. After a through study, however, the constitution of the whole industry is not so solid as it appears. In fact given that this industry has its own characteristies. For instance, the technology level is not high; required investments are not big; participation in the food chain is not long. As such, the memory module industry is susceptible to volatility in prices. Therefore there is a need to conduct a study the business model of a successful player. This theirs begins from the analysis of its market characteristics, exploring and opportunities, followed by the analyses of the industry, suppliers, and industry dynamics etc. It is clear up to now that there are difficulties for the memory module industry and many players' businesses are tough. To analyze competition strategy and blue ocean strategy of for Kingston’s, Kingston, coupled with the analysis of its strategic map winning strategy as a reference for relevant players in this industry especially in Taiwan. This theirs mainly highlights the strategy of the company studied, and rarely compares information on its competitors, considering that the company studied is an existing and proven leading player in the field. Highlighting its strategy hopefully could actually better provide relevant players in this industry with more learning and thinking opportunities.
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Jui-Ching, Wu, and 吳瑞卿. "Blue Ocean Strategy Analysis of the Construction Companies." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/45390312260057316621.
Full textAbstract:
碩士國立成功大學
土木工程學系碩博士班
94
Taiwan construction industry entered the heyday in 1980s. but decline gradually from late 1990s due to the shrunk market. According to the information by the Construction and Planning Agency under Ministry of the Interior, the number of registered construction companies amounted to 12,210 in 2002 but shrank dramatically to 9,009 in April 2006, Therefore, in order to ensure company’s successful presence in the marketplace, it is crucial and significant for the company management to know the market and determine the business strategy. The Blue Ocean (BO) strategy, a strategy theory recently getting popular, suggests that enterprises should create a competition-free market rather than compete in a bloody “red ocean” of rivals’ fighting over a shrinking profit pool. The BO strategy provides a systematic approach to create an uncontested arena and to make competition irrelevant. First, corporations are suggested to analyze competitive factors of the industry and to identify similarities of market and resources from the targeted competitors. Next, they should analyze value curve, and deliberate the four actions: eliminating, reducing, raising and creating. Finally, they are expected to draft the future strategy matrix and value. This research used the concept of BO strategy to analyze Taiwan’s construction companies. It started with theoreies of macro-environment, industrial structure, market characteristics, company competitiveness, and business development, selected 6 construction companies with business information from 1986 and interviewed the companies’ decision makers, screened out 8 successful periods with 5%-and-above profit and continual grouth, and adopted SWOT analysis and BO strategy was used to investigate the strategies being implemented in those periods. In comparison with tradional SWOT strategy analysis, BO strategy method provides a more tangible picture to analyze business and operations, and help companies to differentiate themselves from the competitors in the marketplace. Moreover, we discover in the construction industry that a strategy must take a new direction in order to be in line with the changing business environment. It is an actual example of “strategy follows environment.” A competition-free market by the BO strategy cannot be easily created in the construction industry. However, the BO strategy offers a practical model for business strategy analysis.
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Lee, Han-Yuan, and 李漢源. "Using KeyGraph to Discover Hidden Blue Ocean Strategies." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/38262254074889131272.
Full textAbstract:
碩士真理大學
管理科學研究所
94
Abstract： Blue ocean strategy（BOS） is a methodology of strategy planning and proposed by Kim and Mauborgne（2005）. To eliminate competition is the centre logic of strategic thinking and value innovation is the cornerstone of BOS. To build the value curve of blue ocean strategy canvas with the six principle and four action framework, and think about how to provide a leap in value to the customers and firms. The strategic choices for firms are to achieve both differentiation and low cost and break the existing value-cost trade-off. To create uncontested market space across divers industry domain, and verified the structure of BOS with the best practical case, It is different to the red ocean strategy（ROS）of cutthroat competition. Yukio Ohsawa（2005）proposed the KeyGraph algorithm, that is a graphical method for data mining originally developed for indexing a document, and recently utilized for chance discovery. The viewpoints of document are visualized with KeyGraph and link the high frequency terms of document to co-occurrence terms in a sentence, through KeyGraph to analyze the finished graph and determine the conclusion of document. The KeyGraph have two characteristic as : visualized graph and weak relationship. In this paper, the first is changed the content of article of BOS to visualized graph, and analyzed the events and contents for discovering the BOS framework and hidden implications, and the second is finding weak relationship to analyze the some scenarios in these graphs for discovering chance of BOS. Usually, the input data of Keygraph is text file direct changed from the articles, and performed KeyGraph process after document pre-processing. Due to limitations of pre-processing affect the result of KeyGraph process so that the content of document exchanged to code （coding mode）, and design the principle of BOS architecture. Then coding the context of BOS by the coding principle, one practical case one sentence, and any code just occur one time in the sentence. To collect the text file after coded case and analyze the finished graph through KeyGraph algorithm for examine the purpose of this paper, and that is discovering common scenario and hidden strategic chance of BOS architecture. The result is find as: BOS scenario-1 is common scenario of BOS, and that is composed by value innovation, the four action framework, and the fourth principle of the six principle（customer utility, strategic pricing, and target cost）. BOS scenario-2 is established by （1） look across alternative industry,（2） to challenge the conventional strategy practices and （3）to address adoption hurdles. And BOS scenario-3 is established by（1）look across complementary product and service offerings, （2）to challenge the conventional strategy practices, （3）look across the noncustermers, or （1）look across complementary product and service offerings, and （2）target cost. The BOS scenori-2 and -3 are hidden strategy chance in addition to common scenario of BOS. It was examined with practiced case. In this paper, the result of this study, and this methodology can be used to future research directions in different fields.
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Chen, Shih-Yen, and 陳詩硯. "Red & blue micro LED photoelectric characteristics analysis." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/t64365.
Full textAbstract:
碩士國立交通大學
光電科技學程
107
This thesis studied the photoelectric characteristics of the micro LEDs, light-emitting diodes with chip sizes down to the micron scale, and discussed the differences between the micro LEDs and the traditional ones. Firstly, blue and red micro LEDs with chip sizes of 10um x 10um, 30um x 30um and 50um x 50um were fabricated, and then the photoelectric properties of these micro LEDs were measured by integrating spheres, and the measured data were analyzed. In order to measure the light output without the influence of the soldering pad, each micro LED with vertical structure was fabricated, the electrode was made by plating ITO on top of the chip with its plating area larger than the light emitting area. The soldering pad was placed on the ITO film at the position out side the light output area. By utilizing the transparent and conductive characteristics of ITO film, this kind of soldering pad arrangement does not obstruct the grain luminescence and hence does not affect the photoelectric characteristics measurement. The measured data shows that both blue and red micro LEDs exhibit the same trend that the smaller the chip size the lower the voltage at the same current density.The analysis shows different trend on the external quantum efficiency. The smaller the chip size of blue micro LED the higher the external quantum efficiency. At the same current density of 20A/cm2, the external quantum efficiency of 10um x 10um blue micro LED is 9.45%, compare to that of 100um x 100um blue LED is only 5.13%. Contrary to blue micro LED, the smaller the chip size of red micro LED the lower the external quantum efficiency. The external quantum efficiency of 10um x 10um red micro LED is only 1.33%, while that of 100um x 100um red LED is 4.92% at the same current density of 20A/cm2.As the current density increases, the wavelength of all sized blue LEDs will first appear the phenomenon of blue-shift and then the red-shift, while the larger the chip size of blue LEDs the more obvious the red-shift. The wavelength of red LEDs is continuously red-shifted, the larger the chip size of red LEDs the more obvious the red-shift. The experiment successfully made the blue and red micro LEDs with chip size as small as 10um x 10um, and analyzed the photoelectric characteristics. It has taken a big step in the research of micro LEDs.
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Yang, Cheng-Chuan, and 楊正釧. "Taiwan Specialty DRAM Industry Analysis by Blue Ocean Strategy." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/32630621681523517201.
Full textAbstract:
碩士國立交通大學
管理學院管理科學學程
99
Taiwan’s DRAM industry during the 8 inch fab era, the globalwise DRAM production increased significantly. However during the past decade (2000~2010), the worldwide semiconductor industries suffered an economic recession, especially in 2008. To keep competitive and surviving , most of DRAM manufacturers still expanded the capacity and invested advance technology for 12 inch fab then result in supply increasing sharply. Under such conditions, global DRAM market always in oversupply situation, most of DRAM manufacturers can not gain the money from the market. As for Taiwan DRAM manufacturers, the technology all reply on world-wide leaders and need to share the capacity and profit with the technology providers, the market share is small and hard to compete with world-wide leaders. During this period, WEC (Winbond Electronic Corporation) changed her strategy and concentrate on specialty DRAM market. With own 12 inch fab and advance technology, provide complete product portfolio and product long term support to fulfill customers. In 2010, she really became a specialty memory company and leader in Taiwan specialty memory industry. In this thesis, we study the competitive environment for DRAM manufacturers and try to use blue ocean strategy to find out the key factor why WEC success.
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Chen, Ming-An, and 陳明安. "Blue Ocean Strategy of Chang An Construction Co.,Ltd." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/50244800626235919374.
Full textAbstract:
碩士國立臺灣科技大學
管理研究所
104
Everyone wants to successful create own business but to build up a real successful entrepreneurship which must develop great working attitudes, honest personality and willing learning attitudes before start up own business. These characteristics are worth to study due to it will support entrepreneur overcome daily operation challenges and risks control to define correct strategies. This study utilized Harvard case-writing method which illustrates a small and medium construction contractor entrepreneur suffered harsh conditions before create own business. The entrepreneur uses blue ocean strategy to build the difference marketing strategies which become the key success factor for enterprise. Meanwhile this study will present through risk management to conquer economic crisis impact and partner revolt issues. There are two parts in this study which includes case description and teaching manual. This study is combined with career experiences, knowledge, and own business creating processes of researcher so it is a virtual case which did not project to any company or organization. The study is able to help small and medium entrepreneur judges how to implement entrepreneurship to reduce crisis impact, applying workable blue ocean strategy in dynamic market.
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TANG, Hsiu-Pang, and 湯修邦. "The Study of Blue Ocean Policy-Example of Securitys." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/82762283510109858259.
Full textAbstract:
碩士玄奘大學
資訊傳播研究所
96
With the progress of technologies, people tend to have a great demand of information grasping. During the industrial times, people who can get hold of information are winners. Yet, it does not seem enough nowadays. A precise way to describe it will be: he who can get a hold of information at any place and any time is the winner. Hence, this exhibits the fact that the gathering of information only is insufficient. The invention and development of wireless communication technologies have changed our social and economic mode. The current scientific technologies have leaped from the audio-only services to multi-media interactive digital services. The old-fashioned security services are not big on marketing strategies and public relations. However, after the birth of new telecommunication technologies: Wimax, how to utilize telecommunication technologies and the business transformation and management have gradually become the major issues of the lasting management for security service industry. The application of marketing strategies is a conceptual management issue. Thus, The research will use the depth interview. The research interviewed four CEOs of different security service agencies. Through case analysis and the frame work of blue ocean strategy, The research will induce and analyze how old-fashioned security agencies transform themselves from the stereotype of patrolling, residential security, and neighborhood watch to the current service oriented industry by applying the marketing strategies of WIMAX. Some related suggestions will also be raised.
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Ju, Li Hsiao, and 李筱茹. "Blue Ocean Strategy of Taiwanese Physical Fitness Equipment Industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/32267953115327526833.
Full textAbstract:
碩士東海大學
國際貿易學系
94
The new business strategy, Blue Ocean Strategy, revealed by Professor W. Chan Kim and Professor Renée Mauborgne fix everybody’s eyes upon in 2005. In the past, most of the strategy theories stress on the industry structure and emphasize on the importance of a firm’s capabilities and market share which turns out to be stuck in the red ocean. Make efforts to maintain the existing competition positioning and attempt to lead the profitability in the profit diminished market. This strategy tries to remind and help enterprise create value innovation for customers through the four action framework of eliminate, reduce, raise, create. Break the dilemma of traditional competitive strategy in value-cost trade-off situation and create a new market space. Physical fitness equipment industry in Taiwan is now facing the price competition situation, and this present condition conforms to the definition of red ocean by W. Chan Kim and Renée Mauborgne. This research takes J.H.T and Joong-Chenn as the representitives of Taiwan, and discovers what the whole environment is about the industry. How does J.H.T systematically use Blue Ocean Strategy to become one of the big names successfully? How does Joong-Chenn respond to this new competition situation and adjust itself to maintain its own competitive advantage? And find out the suitable innovation strategy for the case and several suggestions for future researches. The results show that J.H.T plays a value integration role to control lower production factors and brands, tunnels through out the global logistic system and thus reach cost down and differentiation at the same time. Thus, J.H.T can grasp the opportunity of emerging market, and make foresightedness plan in accordance to the whole world demand change in the future. If Joong-Chenn tries to follow the pattern of J.H.T, it must make efforts on the timing of entry, the control ability of key components, key techniques and the differentiation of products to meet customers’ needs. The business-level strategy operates with value innovation and develops toward “Integrating Cost Leadership and Differential Strategy.” If Joong-Chenn wants to create another blue ocean, the first step is to build the steady foundation and accumulate enough resources and capabilities. Once Joong-Chenn discovered the blue ocean opportunity, it has the ability to put to the implementation. Otherwise, Joong-Chenn would unable fully achieve differentiation and low cost simultaneously, even easily stuck in the middle risk by its present condition.
48
Hsueh, Chou-Kai, and 薛州凱. "An Appication of Game Theory on Blue Ocean Strategy." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/14387202186282581424.
Full textAbstract:
碩士國立屏東科技大學
企業管理系所
96
Blue Ocean Strategy has been paying much attention recently. Since innovative science and technology made suppliers develop numerous products and services, it resulted in most correlative industries developed. Even some of those have exceeded the customer’s demand (Richard & Robert, 1995), and became the inundant phenomenon of commercialization, which made the war of cost increased seriously but the profit declined gradually. To avoid sinking into keen competition, Business only has to break the industry situation of exchange relationship between the cost and value (Kim and Mauborgne, 2005). After the blue ocean strategy was announced by Kim and Mauborgne, every domain is zealous to research how the blue ocean is in its industry. Unfortunately, these researches rarely adopt the strategy procedure form the book to completely imitate and analyze. These almost specialized in drawing up strategy draft and using four strategy schemes to adjust the value curve, even using the concept of strategy gateway to discuss and comment. Except the most variables from industry situation, every industry not all faces the problems from the customer or cost dimension, so it’s hard to conclude a common step on the method to execute the blue ocean strategy. The great contribution of Game theory is to help people find the core of question and supply the strategy model to solve the competition problem (Kreps, D. M., 1990). Besides, the blue ocean strategy uses four strategy schemes to know how the business should stride forward the blue ocean. According to this similar strategy purposes, this rearch will adapt case study to analyze what the competition strategy that adapted by the business having blue specialities is and develop a confirmation model of game theory to conclude different kind of cases efficiently, making the blue ocean strategy apply widely and simply. Based on three different industry cases, this research will develop six different game models to prove the realistic situation. The period of case will discriminate two types, long-term and short-term. Then, this rearch will build the game model according to the information which every case released and expect to supply the common step of strategy analysis.
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Holmes, Susan. "Blue Collar, Red Dress: A Novel and Critical Commentary." 1998. http://eprints.vu.edu.au/318/1/318contents.pdf.
Full textAbstract:
This submission for a Master of Arts by research is comprised of a novel, 'Blue Collar, Red Dress' and a Critical Commentary. 'Blue Collar, Red Dress' is a work of fiction, based on my own experiences of growing up in Housing Commission flats in the 1960s. It is the story of Linda and Heidi, their friendship and their lives as they both make transitions across social classes, one through further education and the other through her work. Ultimately they both realise you cannot eradicate your past, but for one of them the journey ends in tragedy. The Critical Commentary, the theoretical component of the Masters, explores representations of class, and particularly Anglo working-class women, in a range of Australian women's novels from the 1930s to 1960s, and the 1970s to 1990s. My hypothesis is that these representations have taken on a particular focus, and sites of reference, due to the class background and experience of the writers themselves. This thesis involved using an range of qualitative research methods, including the use of both primary and secondary sources. The novel, whilst drawing on my own lived experience, also required historical and social research. The critical commentary was completed using more trdditional research including analysing a range of sources on class issues, analysing literary theory (particularly relating to class, race and gender), searching of literature data bases, and analysis of novels (and reviews of those novels) in the two key periods. I also referred to various sources regarding the background of the writers studied, including autobiographies and directories of Australian writers.
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TSAI, LI-FEN, and 蔡麗芬. "An Investigation on the Blue Ocean Strategy of product Placement." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/57689807207598643503.
Full textAbstract:
碩士華梵大學
工業設計學系碩士班
96
The application of product placement means not only the use of audio and video media but also the diversification of marketing. In a new way, it can help with the marketing and enhance the visibility of products in the competitive market. From the perspectives of consumers and business managers, methods of product placement were explored by questionnaire survey. Special emphasis is placed upon the application of marketing strategies, organizational communication and marketing cooperation in enterprises to search for business management approaches that meet the consumers’ expectation. Behaviors that transmit value chains and organizational cooperative marketing ways were explored for their effectiveness from the viewpoints of consumers. From literature review, business manager’s and consumer’s marketing strategies in product placement can be categorized into five dimensions: enterprise commission, marketing planning, management behavior, product value, and market mechanism. Opinions form administrators and consumers were organized and arranged in these five dimensions to investigate marketing opportunities of product placement. From the planning of product placement, marketing promotion ability is emphasized to build up the management of outer risks. In addition to the post-sale services, an effective management of the inner information in an enterprise is strengthened to win the consumer’s confidence. Business managers should understand the consumer’s practical needs and build up their product values. Moreover, patents of products should be set as goals to pursue another source of profits. In this way, new opportunities in marketing can be expected through the integration of concepts, behaviors, attitudes and services for the promotion of product value and market direction. To trigger the consumer’s intention of purchase, product placement should meet the consumer’s benefits and needs. It is up to the resolution of an enterprise to develop their marketing promotion including post-sale services, close interaction between products and consumers. Only through the recognition of consumer’s rights and benefits will it be possible to win the consumer’s confidence. Consumers usually have high expectations towards the responsible attitudes of enterprises. They expect from enterprises a clear description of rights and duties between enterprises and customers. Moreover, consumers seek to find risk management services from the enterprise to avoid the consumption orphan. In consumer behaviors, they will try hard to protect their benefits and emphasize that product value comes from the thoughtful services. They are sophisticated in using their six senses to tell the product value and to obtain their practical benefits. Consumers consider mechanisms important. Through consensus from manufacturers, users, and marketing personnel, the enterprise business concepts will be formed to get the agreement from the consumers. More importantly, the consumption loss can be reduced by the survey and evaluation in enterprises. Consumers can push enterprises to build a quality consumption environment from their practical behaviors in order to reach a win-win goal on the basis of blue ocean marketing strategy. At last, a marketing strategy evaluation model was offered from AHP concept in which lists and examples were integrated to help business managers select strategies efficiently. Besides, three case studies were used to illustrate the application of product placement in different product lines. It is hoped that enterprises can be more aggressive in their actions in addition to the innovation thinking. In this way, industries will be promoted on a right way and practical benefits can be seen for consumers as well as manufacturing and marketing sectors.