Conclusion bos

Conclusion :The Sustainability and Renewal of BOS

Consequence of BOS IMITATION

Mango Drink

1985 Parle Agro

1993 PepsiCo India

1976 and acquired by coca cola in 1993

Toothpaste Market1937

1990

19932003

2004

1967


• Value innovation does not make sense to a company’s Conventional logic.

• Virtual Classroom/ online education

• Blue ocean strategy may conflict with other companies’ brand Image.

• The market often cannot support a second player.


• Patents or legal permits block imitations.

• High volume leads to rapid cost advantage for the value innovator, discouraging followers from entering the market.

• Network externalities discourage imitation.


• Imitation often requires significant political, operational, and cultural changes.

• Companies that value-innovation earn brand buzz and a loyal customer following that trends to ignore imitators.

But still almost every Blue Ocean Strategy will be imitated

• Monitor Value curve on the strategy canvas.

• Pursuing another Blue ocean.

• Another value innovation for another blue ocean.

• Obtain high performance in the overcrowded market.

Education

Conclusion bos