blue-ocean-strategy · diff
v1.1.0 to v1.2.0
74 added, 357 removed. Audit A to A.
---
name: blue-ocean-strategy
description: 'Create uncontested market space using value innovation instead of competing head-to-head. Use when the user mentions "blue ocean", "red ocean", "strategy canvas", "ERRC framework", "value innovation", "non-customers", "buyer utility map", "eliminate-reduce-raise-create", or "uncontested market". Also trigger when comparing pricing strategies, exploring new market categories, finding underserved customer segments, or asking how to stop competing on price. Covers the Four Actions Framework, buyer utility map, and value-cost trade-offs. For tech adoption strategy, see crossing-the-chasm. For product positioning, see obviously-awesome.'
license: MIT
metadata:
author: wondelai
- version: "1.1.0"
+ version: "1.2.0"
---
# Blue Ocean Strategy Framework
- Strategic framework for creating uncontested market space that makes the competition irrelevant, based on simultaneous pursuit of differentiation and low cost.
+ Strategic framework for creating uncontested market space that makes the competition irrelevant, based on the simultaneous pursuit of differentiation and low cost.
## Core Principle
- **Don't compete in bloody red oceans. Create blue oceans of uncontested market space.**
+ **Don't compete in bloody red oceans. Create blue oceans of uncontested market space.** Most companies fight for share in existing industries; winners create new market space where competition is irrelevant by delivering a leap in value for both buyers and themselves. Competition-based strategy is zero-sum — value innovation creates new demand and breaks the value-cost trade-off.
- Most companies fight for market share in existing industries (red oceans). Winners create new market space where competition is irrelevant (blue oceans) by delivering a leap in value for both buyers and themselves.
+ ## Scoring
- **The foundation:** Competition-based strategy is zero-sum. Value innovation creates new demand and breaks the value-cost trade-off.
+ **Goal: 10/10.** Rate any business strategy or value proposition 0-10 against blue ocean principles: clear value innovation, elimination of unnecessary factors, and creation of new demand. Report the current score and the specific moves needed to reach 10/10; low scores mean competing in a red ocean.
- ## Scoring
+ ## Framework
- **Goal: 10/10.** When evaluating business strategy or value proposition, rate 0-10 based on blue ocean principles. A 10/10 means clear value innovation, elimination of unnecessary factors, and creation of new demand; lower scores indicate competing in red oceans. Always provide current score and improvements to reach 10/10.
+ ### 1. Red Ocean vs. Blue Ocean
- ## Red Ocean vs. Blue Ocean
+ **Core concept:** Red oceans are existing market spaces where rivals fight over shrinking profits; blue oceans are new market spaces where the competition is irrelevant.
| Red Ocean Strategy | Blue Ocean Strategy |
|-------------------|---------------------|
| Compete in existing market space | Create uncontested market space |
| Beat the competition | Make competition irrelevant |
| Exploit existing demand | Create and capture new demand |
- | Make value-cost trade-off | Break value-cost trade-off |
- | Align whole system with strategic choice of differentiation OR low cost | Align whole system in pursuit of differentiation AND low cost |
-
- **Examples:**
-
- **Red Ocean:**
- - Airlines competing on routes, amenities, price
- - Smartphone makers adding features competitors have
- - Restaurants in same category fighting for customers
+ | Make the value-cost trade-off | Break the value-cost trade-off |
+ | Align with differentiation OR low cost | Pursue differentiation AND low cost |
- **Blue Ocean:**
- - Cirque du Soleil: Not circus vs. circus, but new form of entertainment
- - Netflix: Not video rental, but streaming entertainment
- - Nintendo Wii: Not graphics power, but accessible motion gaming
+ **Examples:** Airlines competing on routes, amenities, and price are red ocean; Cirque du Soleil inventing a new entertainment form, Netflix replacing rental with streaming, and Nintendo Wii trading graphics power for accessible motion gaming are blue.
See: [references/blue-ocean-examples.md](references/blue-ocean-examples.md) for detailed case studies.
- ## Value Innovation
-
- **Value innovation = the cornerstone of blue ocean strategy.**
-
- **Definition:** Simultaneous pursuit of differentiation and low cost, creating a leap in value for both buyers and company.
+ ### 2. Value Innovation
- ```
- Value Innovation = Utility × Price × Cost
- ```
+ **Core concept:** The cornerstone of blue ocean strategy — pursue differentiation and low cost simultaneously, creating a leap in value for buyers and the company (Value Innovation = Utility × Price × Cost).
- **The value innovation logic:**
+ **Why it works:** Eliminating and reducing over-served factors cuts costs at the same time that raising and creating factors lifts buyer value — value rises more than cost, breaking the trade-off competitors assume is fixed.
| Traditional View | Value Innovation View |
|-----------------|---------------------|
- | High value = High cost | High value CAN = Low cost |
+ | High value = high cost | High value CAN = low cost |
| Differentiate OR cut costs | Differentiate AND cut costs |
- | Better performance on established factors | New factors, eliminate old factors |
-
- **How it works:**
- - **Eliminate** factors the industry takes for granted → Reduces costs
- - **Reduce** factors below industry standard → Reduces costs
- - **Raise** factors above industry standard → Increases value
- - **Create** factors industry has never offered → Increases value
-
- **Result:** Lower cost structure AND superior value proposition.
+ | Better performance on established factors | New factors; eliminate old factors |
- **Example: Cirque du Soleil**
- - **Eliminated:** Animal shows, star performers, multiple show arenas (reduced costs)
- - **Reduced:** Fun and humor, thrill and danger (less important for target audience)
- - **Raised:** Unique venue, artistic music and dance (differentiation)
- - **Created:** Theme, refined watching environment, multiple productions (new value)
- - **Outcome:** Higher prices than circus, lower costs than theater, new market created
+ **Example — Cirque du Soleil:** eliminated animal shows, star performers, multiple arenas (cost down); reduced thrill and humor; raised venue quality, artistic music and dance; created theme, refined environment, multiple productions. Outcome: priced above circus, costs below theater, a new market.
See: [references/value-innovation.md](references/value-innovation.md) for value innovation frameworks.
- ## Strategy Canvas
-
- **The diagnostic tool for understanding current strategic position and discovering blue oceans.**
-
- **How to create a Strategy Canvas:**
-
- ### Step 1: Identify Competing Factors
-
- List all the factors the industry competes on.
-
- **Example: Wine industry**
- - Price
- - Prestige/awards
- - Aging quality
- - Vineyard legacy
- - Marketing
- - Complexity (tasting language)
- - Range (selection)
- - Above-the-line marketing
-
- ### Step 2: Map Current State
-
- Plot how you and competitors score on each factor (low to high).
-
- **Typical result:** Everyone's curves look similar (red ocean).
+ ### 3. Strategy Canvas
- ### Step 3: Analyze
+ **Core concept:** The diagnostic tool — plot the factors an industry competes on against the offering level for you and competitors. Red oceans show everyone's curve looking the same; a divergent curve signals a blue ocean.
- **Questions:**
- - Which factors does the industry compete on but buyers don't care about?
- - Which factors could be eliminated or reduced?
- - Which factors could be raised or created?
- - Where are there points of pain in the buyer experience?
+ **How to use:**
+ 1. List the industry's competing factors (wine: price, prestige, aging quality, vineyard legacy, complexity, range, marketing)
+ 2. Plot your curve and competitors' — expect near-identical curves in a red ocean
+ 3. Ask: which factors do buyers not actually care about? What could be eliminated, reduced, raised, or created? Where does the buyer experience hurt?
- **Example: Yellow Tail Wine**
+ **Example — Yellow Tail wine:**
| Factor | Industry Average | Yellow Tail |
|--------|-----------------|-------------|
- | Price | Medium-High | LOW |
- | Prestige | High | LOW |
- | Aging quality | High | LOW |
- | Vineyard legacy | High | LOW |
- | Complexity | High | LOW |
- | Range | High | LOW |
+ | Price, prestige, aging quality | Medium-High | LOW |
+ | Vineyard legacy, complexity, range | High | LOW |
| Easy drinking | Low | HIGH |
- | Fun/adventure | Low | HIGH |
- | Accessibility | Low | HIGH |
+ | Fun/adventure, accessibility | Low | HIGH |
- **Result:** Different curve = blue ocean.
+ **Result:** A different curve = blue ocean.
See: [references/strategy-canvas.md](references/strategy-canvas.md) for templates and examples.
- ## Four Actions Framework (ERRC Grid)
-
- **The tool for creating value innovation.**
-
- **The framework:**
-
- ```
- ELIMINATE RAISE
- - Which factors the - Which factors should be
- industry takes for raised well above the
- granted should be industry standard?
- eliminated?
-
- REDUCE CREATE
- - Which factors should - Which factors should be
- be reduced well below created that the
- the industry standard? industry has never
- offered?
- ```
-
- **How to use:**
-
- ### 1. ELIMINATE
-
- **Question:** What can we eliminate that the industry competes on but adds no value for customers?
-
- **Examples:**
- - **Cirque du Soleil:** Animals, star performers
- - **Southwest Airlines:** Meals, seat assignments, hub transfers
- - **IKEA:** Sales staff, assembly service, delivery
-
- **Benefits:**
- - Reduces cost structure
- - Simplifies operations
- - Often removes friction customers don't want anyway
-
- **Warning:** Don't eliminate factors buyers truly value. Test assumptions.
-
- ### 2. REDUCE
-
- **Question:** What can we offer well below industry standard?
-
- **Examples:**
- - **Yellow Tail:** Aging quality, prestige, complexity
- - **Jet Blue:** Route flexibility (focused on key routes)
- - **Salesforce:** Customization (v1.0 was simple)
-
- **Benefits:**
- - Lowers costs
- - Removes over-served aspects
- - Focuses resources on high-value factors
-
- ### 3. RAISE
-
- **Question:** What should we raise well above industry standard?
-
- **Examples:**
- - **Cirque du Soleil:** Artistic value, unique venues
- - **Dyson:** Suction power, design
- - **Apple:** User experience, design aesthetics
-
- **Benefits:**
- - Creates differentiation
- - Justifies premium pricing (if aligned with customer value)
- - Hard for competitors to match
-
- ### 4. CREATE
-
- **Question:** What new factors should we create that the industry has never offered?
-
- **Examples:**
- - **Cirque du Soleil:** Theatrical themes, refined environment
- - **Netflix:** Unlimited streaming, no late fees, recommendation algorithm
- - **Uber:** Real-time tracking, cashless payment, driver ratings
+ ### 4. Four Actions Framework (ERRC Grid)
- **Benefits:**
- - Opens new value sources
- - Attracts non-customers
- - Creates competitive moat
+ **Core concept:** Four questions that reconstruct buyer value — Eliminate and Reduce cut costs; Raise and Create lift value.
- **Putting it together:**
+ | Action | Question | Examples | Effect |
+ |--------|----------|----------|--------|
+ | **Eliminate** | Which taken-for-granted factors add no buyer value? | Cirque: animals, stars; Southwest: meals, seat assignments; IKEA: sales staff, assembly | Cost down; friction removed |
+ | **Reduce** | What can go well below industry standard? | Yellow Tail: prestige, complexity; Salesforce v1: customization | Cost down; over-serving stops |
+ | **Raise** | What should go well above industry standard? | Cirque: artistic value; Dyson: suction, design; Apple: UX | Value up; hard to match |
+ | **Create** | What has the industry never offered? | Netflix: unlimited streaming, no late fees; Uber: live tracking, cashless payment | New demand; attracts non-customers |
- | Action | Effect on Cost | Effect on Value |
- |--------|---------------|-----------------|
- | Eliminate | ⬇ Reduces | — (no loss if done right) |
- | Reduce | ⬇ Reduces | — (over-served area) |
- | Raise | ⬆ May increase | ⬆ Increases significantly |
- | Create | ⬆ May increase | ⬆ Increases significantly |
+ **Net result:** value increases more than cost — value innovation.
- **Net result:** Value increases more than cost (value innovation).
+ **Ethical boundary:** Don't eliminate factors buyers truly value (especially safety or accessibility) — test assumptions before cutting.
See: [references/errc-grid.md](references/errc-grid.md) for ERRC templates and exercises.
- ## The Six Paths Framework
-
- **Six ways to identify blue ocean opportunities by looking beyond existing boundaries.**
-
- ### Path 1: Look Across Alternative Industries
-
- **Principle:** Customers choose between alternatives in different forms.
-
- **Question:** What are the alternative industries to yours?
-
- **Example:**
- - Movie theaters compete with restaurants, bars, concerts (entertainment alternatives)
- - NetJets (fractional jet ownership): Alternative to commercial airlines AND owning private jets
-
- **How to apply:** Map alternatives → identify unmet needs across them → create solution
-
- ### Path 2: Look Across Strategic Groups
-
- **Principle:** Industries have clusters of companies pursuing similar strategies.
-
- **Question:** What are the strategic groups, and can you create a new one?
-
- **Example:**
- - Car industry: luxury vs. economy
- - Lexus: Created "luxury at accessible price" group
-
- **How to apply:** Map strategic groups → identify over/under-served needs → position between groups
-
- ### Path 3: Look Across the Chain of Buyers
-
- **Principle:** Who influences the purchase may not be the end user.
-
- **Question:** Can we target a different buyer in the chain?
-
- **Chain:** Purchasers → Users → Influencers
-
- **Example:**
- - Novo Nordisk insulin pens: Targeted doctors (influencers) not patients (users)
- - Bloomberg terminals: Targeted traders (users) not IT departments (purchasers)
-
- **How to apply:** Identify all buyers in chain → explore unmet needs of overlooked groups
-
- ### Path 4: Look Across Complementary Products/Services
-
- **Principle:** Value is often affected by complementary products.
-
- **Question:** What happens before, during, and after using your product?
-
- **Example:**
- - Babysitting is complementary to movie theaters → AMC: "Date night" package
- - Installation/training complements software → Salesforce: Built-in onboarding
-
- **How to apply:** Map customer's total experience → identify pain points → bundle solutions
-
- ### Path 5: Look Across Functional or Emotional Appeal
-
- **Principle:** Industries compete on either functional or emotional appeal, rarely both.
-
- **Question:** Can we add emotional appeal to functional industries (or vice versa)?
-
- **Examples:**
- - **Add emotion to functional:** Swatch (watches as fashion, not just time-telling)
- - **Add function to emotional:** The Body Shop (cosmetics with ethical sourcing story)
-
- **How to apply:** Identify current appeal → explore opposite dimension → create hybrid
-
- ### Path 6: Look Across Time
-
- **Principle:** Trends shape industries over time.
-
- **Question:** What trends are shaping your industry, and how can you act on them now?
+ ### 5. Six Paths Framework
- **Example:**
- - Apple iPod/iTunes: Anticipated digital music trend before others
- - Tesla: Bet on electric vehicles before mainstream adoption
+ **Core concept:** Six systematic ways to look beyond existing industry boundaries and spot blue ocean opportunities.
- **How to apply:** Identify irreversible trends → project future state → build for it today
+ | Path | Look across | Example | How to apply |
+ |------|-------------|---------|--------------|
+ | **1. Alternative industries** | Different forms solving the same need | NetJets: alternative to both airlines and jet ownership | Map alternatives → find unmet needs across them |
+ | **2. Strategic groups** | Clusters pursuing similar strategies | Lexus: luxury at accessible price | Find over/under-served needs → position between groups |
+ | **3. Chain of buyers** | Purchasers vs. users vs. influencers | Novo Nordisk insulin pens: shifted focus from doctors to patients; Bloomberg: traders, not IT purchasers | Identify every buyer in the chain → serve the overlooked one |
+ | **4. Complementary offerings** | What happens before, during, after use | Babysitting complements movies → "date night" packages | Map the total experience → bundle away pain points |
+ | **5. Functional ↔ emotional appeal** | Flip the industry's basis of appeal | Swatch: watches as fashion; The Body Shop: cosmetics as ethics | Identify current appeal → build the hybrid |
+ | **6. Time** | Irreversible trends | iPod/iTunes anticipating digital music; Tesla on EVs | Project the trend's endpoint → build for it today |
See: [references/six-paths.md](references/six-paths.md) for detailed path exercises.
- ## Three Tiers of Non-Customers
-
- **Blue oceans are created by converting non-customers, not stealing competitors' customers.**
-
- ### Tier 1: "Soon-to-be" Non-Customers
- - On the edge of your market
- - Minimally using offerings
- - Ready to jump ship
-
- **Opportunity:** Small shifts could win them over
-
- **Example:** Pret A Manger won busy professionals who were "soon-to-be" non-customers of fast food (wanted healthy, fast)
-
- ### Tier 2: "Refusing" Non-Customers
- - Considered your industry but consciously rejected it
- - See offerings as unacceptable or beyond their means
-
- **Opportunity:** Understand why they refuse, eliminate barriers
-
- **Example:** JCDecaux bus-shelter advertising—cities refused outdoor ads until JCDecaux offered free bus shelters in exchange
-
- ### Tier 3: "Unexplored" Non-Customers
- - In markets distant from yours
- - Never considered your offerings as an option
+ ### 6. Three Tiers of Non-Customers
- **Opportunity:** Reframe offering to serve distant needs
+ **Core concept:** Blue oceans are created by converting non-customers, not by stealing competitors' customers — non-customers reveal the demand the industry is leaving on the table.
- **Example:** Callaway Big Bertha golf clubs—expanded market to beginners and occasional golfers (unexplored)
+ | Tier | Who they are | Opportunity | Example |
+ |------|--------------|-------------|---------|
+ | **1. Soon-to-be** | Edge of your market, minimally using, ready to jump ship | Small shifts win them over | Pret A Manger: professionals who wanted fast AND healthy |
+ | **2. Refusing** | Considered the industry and consciously rejected it | Remove the barrier behind the refusal | JCDecaux: cities refused outdoor ads until bus shelters came free |
+ | **3. Unexplored** | Distant markets that never considered you an option | Reframe the offering for their needs | Callaway Big Bertha: beginners and occasional golfers |
- **Process:**
- 1. Map all three tiers
- 2. Find commonalities across tiers
- 3. Identify what would unlock massive demand
- 4. Build offering to convert non-customers
+ **Process:** map all three tiers → find commonalities across tiers → identify what would unlock massive demand → build the offering to convert them.
See: [references/non-customers.md](references/non-customers.md) for non-customer analysis frameworks.
- ## Sequence of Blue Ocean Strategy
-
- **The right strategic sequence:**
-
- ```
- 1. Buyer Utility → 2. Strategic Price → 3. Target Cost → 4. Adoption
- ```
-
- ### 1. Buyer Utility
-
- **Question:** Is there exceptional utility?
-
- **Test:** Does your offering unlock a leap in buyer utility for each of the six utilities?
-
- **Six utility levers:**
- - Customer productivity
- - Simplicity
- - Convenience
- - Risk reduction
- - Fun and image
- - Environmental friendliness
-
- **Buyer Experience Cycle:** Purchase → Delivery → Use → Supplements → Maintenance → Disposal
-
- **Goal:** Identify where the biggest blocks to utility are, and solve them.
-
- ### 2. Strategic Price
-
- **Question:** Is pricing accessible to mass of buyers?
-
- **Approach:** Price against alternatives (not costs or competitors in same industry)
-
- **Steps:**
- 1. Identify alternatives (different forms, not just direct competitors)
- 2. Map price/performance of alternatives
- 3. Price within reach of mass buyers
-
- **Example:** Cirque du Soleil priced higher than circus, lower than theater
-
- ### 3. Target Cost
-
- **Question:** Can we achieve target cost while preserving utility?
-
- **Formula:** `Strategic Price - Target Profit Margin = Target Cost`
-
- **Approach:**
- - Work backward from price
- - Use ERRC to eliminate/reduce costs
- - Partner to achieve cost target
- - Refuse to sacrifice utility
-
- **Anti-pattern:** "We'll achieve cost target later" (usually doesn't happen)
-
- ### 4. Adoption
-
- **Question:** What are the adoption hurdles?
+ ### 7. Strategic Sequence: Utility → Price → Cost → Adoption
- **Common hurdles:**
- - Employees resist change
- - Partners resist change
- - General public resists
- - Regulatory/legal barriers
+ **Core concept:** Validate a blue ocean idea in strict order — exceptional buyer utility first, then accessible price, then profitable cost, then adoption hurdles. Failing any gate means rework before proceeding.
- **Solutions:**
- - Educate stakeholders on benefits
- - Build pilot programs
- - Engage partners early
- - Proactively address concerns
+ | Step | Question | How |
+ |------|----------|-----|
+ | **1. Buyer utility** | Is there exceptional utility? | Check six levers (productivity, simplicity, convenience, risk reduction, fun/image, environmental friendliness) across the buyer experience cycle (purchase → delivery → use → supplements → maintenance → disposal); solve the biggest blocks |
+ | **2. Strategic price** | Is it accessible to the mass of buyers? | Price against alternatives in other forms, not your costs or direct competitors — Cirque priced above circus, below theater |
+ | **3. Target cost** | Can we profit at that price? | Strategic price − target margin = target cost; hit it via ERRC and partnering — never by sacrificing utility, never "later" |
+ | **4. Adoption** | Who will resist — employees, partners, public, regulators? | Surface hurdles upfront: educate stakeholders, run pilots, engage partners early |
- **Goal:** Clear path to scalable adoption.
+ **Ethical boundary:** Win adoption by genuinely addressing stakeholder concerns, not by steamrolling the employees and partners who bear the costs of the shift.
- See: [references/sequence.md](references/sequence.md) for detailed sequence templates.
+ See: [references/sequence.md](references/sequence.md) for sequence templates; [references/implementation.md](references/implementation.md) for execution and organizational alignment.
## Common Mistakes
| Mistake | Why It Fails | Fix |
|---------|-------------|------|
- | **Competing on same factors** | Stuck in red ocean | Use ERRC to eliminate/create factors |
+ | **Competing on the same factors** | Stuck in the red ocean | Use ERRC to eliminate and create factors |
| **Differentiation without cost focus** | Not value innovation | Eliminate/reduce while raising/creating |
| **Incrementalism** | No leap in value | Aim for 10x improvement on key factors |
- | **Imitating competitors** | Red ocean thinking | Look across six paths for alternatives |
+ | **Imitating competitors** | Red ocean thinking | Look across the six paths for alternatives |
| **Ignoring adoption** | Great idea, no execution | Plan for adoption hurdles upfront |
## Quick Diagnostic
- Audit any strategy:
-
| Question | If No | Action |
|----------|-------|--------|
- | Does Strategy Canvas show different curve? | Still in red ocean | Apply ERRC framework |
+ | Does the Strategy Canvas show a different curve? | Still in the red ocean | Apply the ERRC framework |
| Are we eliminating AND creating? | Not value innovation | Use all four actions |
- | Are we breaking value-cost trade-off? | Traditional competition | Identify over-served factors to cut |
- | Are we converting non-customers? | Fighting for share | Map three tiers of non-customers |
- | Is there a leap in buyer utility? | Incremental improvement | Aim for 10x on key utility factors |
+ | Are we breaking the value-cost trade-off? | Traditional competition | Identify over-served factors to cut |
+ | Are we converting non-customers? | Fighting for existing share | Map the three tiers of non-customers |
+ | Is there a leap in buyer utility? | Incremental improvement | Aim for 10x on key utility levers |
## Reference Files
- [blue-ocean-examples.md](references/blue-ocean-examples.md): Cirque du Soleil, Netflix, Yellow Tail, Nintendo Wii case studies
- [value-innovation.md](references/value-innovation.md): Value innovation frameworks and formulas
- [strategy-canvas.md](references/strategy-canvas.md): Templates, examples, how to create
- [errc-grid.md](references/errc-grid.md): Four Actions Framework exercises and templates
- [six-paths.md](references/six-paths.md): Detailed exercises for each path
- [non-customers.md](references/non-customers.md): Three-tier analysis frameworks
- [sequence.md](references/sequence.md): Utility, price, cost, adoption templates
- [implementation.md](references/implementation.md): Execution, organizational alignment
## Further Reading
- This skill is based on Blue Ocean Strategy developed by W. Chan Kim and Renée Mauborgne. For complete methodology:
+ Based on Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne:
- [*"Blue Ocean Strategy"*](https://www.amazon.com/Blue-Ocean-Strategy-Expanded-Uncontested/dp/1625274491?tag=wondelai00-20) by W. Chan Kim & Renée Mauborgne (Expanded Edition)
- [*"Blue Ocean Shift"*](https://www.amazon.com/Blue-Ocean-Shift-Competing-Confidence/dp/0316314048?tag=wondelai00-20) by W. Chan Kim & Renée Mauborgne (practical guide to making the shift)
## About the Authors
- **W. Chan Kim** and **Renée Mauborgne** are professors of strategy at INSEAD and co-directors of the INSEAD Blue Ocean Strategy Institute. Their research on value innovation and blue ocean strategy has been published in top academic journals. *Blue Ocean Strategy* has sold over 4 million copies, been translated into 46 languages, and is one of the best-selling business books of all time. They work with companies and governments worldwide on strategic renewal and growth.
+ **W. Chan Kim** and **Renée Mauborgne** are professors of strategy at INSEAD and co-directors of the INSEAD Blue Ocean Strategy Institute. *Blue Ocean Strategy* has sold over 4 million copies in 46 languages, making it one of the best-selling business books of all time.