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The seminal book "Blue Ocean Strategy" has sold over 3.5 million copies globally and is in print in forty-three different languages. But much of W. Chan Kim and Renée Mauborgne's work on creating new market spaces was originally published in the pages of Harvard Business Review. This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of focusing on noncustomers and creating "blue oceans": uncontested market spaces, untainted by competition. They also introduce tools for exploring and exploiting these markets, such as the Strategy Canvas, the Six Paths Framework, the Four Actions Framework, the Pioneer-Migrator-Settler Map, the Buyer Utility Map, the Price Corridor of the Mass, and the Business Model Guide--the tools that have come to make up the Blue Ocean Strategy framework. This collection also features Kim and Mauborgne's latest Harvard Business Review article, "Red Ocean Traps." Whether or not you're familiar with Blue Ocean Strategy, this book will give you another perspective onto this widely accepted framework--and help you implement it in your organization.--

Following up on 2015's Blue Ocean Strategy, Drs. W. Chan Kim and Renée Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth. They guide you step-by-step through taking your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools, Kim and Mauborgne deliver a guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disruption in seizing new growth. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process

How can a multinational formulate an effective global strategy? This paper attempts to address this question by assessing the effect of a procedural justice model of strategic decision making (Kim and Mauborgne [Kim, W. C., R. A. Mauborgne. 1991. Implementing global strategies: The role of procedural justice. Strategic Management J. 12125–143.], [Kim, W. C., R. A. Mauborgne. 1993a. Procedural justice theory and the multinational corporation. S. Ghoshal, D. E. Westney, eds. Organization Theory and the Multinational Corporation. Macmillan, London, UK.]) on the multinational's ability to formulate effective global strategies. There are five designing principles that define a procedural justice model of strategic decision making. These are: bilateral communication between the head office and subsidiary units; the subsidiary units' ability to challenge and refute the strategic views of the head office; head office familiarity with the local situation of subsidiary units; a full account for the head office's final strategic decisions; and application of consistent decision making procedures across subsidiary units. To examine the above effect, here we introduce information processing as an intervening concept to assess the match between the information processing requirements of multinationals' global strategic objectives and the information processing capabilities provided by the proposed procedural justice model of strategic decision making. Here multinationals' global strategic objectives are defined as global learning, the balancing of global efficiency and local responsiveness, global strategic renewal, and rapid global strategic decision making. The underlying assumption in this analysis is that if the dimensions of procedural justice facilitate the kinds of strategic information necessary to achieve the multinational's global strategic objectives, the exercise of procedural justice can be judged to have a salutary effect on the content of global strategies. The results of this study, which are based on the experiences of 63 global strategic decision units, provide support for the effectiveness of this model of strategic decision making.

Intro -- Contents -- Introduction -- Ch 1: What Is Strategy? -- Ch 2: The Five Competitive Forces That Shape Strategy -- Ch 3: Health Care Needs Real Competition -- Ch 4: Building Your Company's Vision -- Ch 5: Reinventing Your Business Model -- Ch 6: Will Disruptive Innovations Cure Health Care? -- Ch 7: Blue Ocean Strategy -- Ch 8: Rediscovering Market Segmentation -- Ch 9: The Office of Strategy Management -- Ch 10: The Strategy That Will Fix Health Care -- About the Contributors -- Index