?\tIn the Kim and Mauborgne study of the launches of 108 companies, 86% = line extensions ( or Red Oceans)
\n?\tHowever, these only accounted for 62% of total revenues and 39% of total profits
\n?\tThe other 14% of launches were aimed at creating blue oceans and accounted for 38% of revenue and 61% of total profit
\nThe Profit and Growth Consequences of Blue Oceans
\nMove to an emphasis on strategy
\n?\tThe company is not the correct start point for blue oceans.
\n?\tBlue Oceans focus on the strategic initiatives rather than company or industry tradition.
\n?\tThis book focuses on 150 strategic moves made from 1880 to 2000 in various industries.
\n?\tBlue Oceans were found in: new and existing firms, attractive and unattractive industries, and the private and public sector.<\/p>\n
Value Innovation: The Key to Blue Ocean Strategy
\n?\tValue creation improves value to customer but does not make firm stand out.
\n?\tInnovation alone does not create demand
\n?\tValue innovation occurs only when companies align innovation with utility, price, and cost positions
\n?\tValue innovation:
\n\u2013\tMakes the competition irrelevant
\n\u2013\tCreates a step in value over competition and for customers
\n\u2013\tOpens up new and uncontested market space and segments<\/p>\n