Blue Ocean Strategy for small and mid-sized companies in Germany :

Siegemund, Carsten.

Blue Ocean Strategy for small and mid-sized companies in Germany : Development of a consulting approach. - 1st ed. - 1 online resource (85 pages)

Blue Ocean Strategy for small andmid-sized companies in Germany Development of a consulting approach -- Table of contents -- I Preface -- II Acknowledgement -- 1. Introduction -- 1.1. Aims and Objectives -- 1.2. Structure -- 1.3. Methodology -- 1.4. Research and Procedure -- 1.5. Limitation -- 1.6. Resources -- 2. Market Theory and Business Strategies -- 2.1. The Market Dynamics -- 2.2. Business Strategy - Generic Strategies -- 2.2.1. Ansoff Matrix -- 2.2.2. Porter's Generic Strategies -- 2.3. Business strategy - Analytical Approaches -- 2.3.1 Porter's Five Forces -- 2.3.2 Value Chain Model -- 2.3.3 Hamel's Core Competency and Innovation -- 2.4. Types of Innovation Which Follow These Business Strategies -- 2.5. Management Consulting Approaches -- 2.5.1. Market-growth-market-share Matrix -- 2.5.2. Market-attractiveness-competitive-strength Matrix -- 3. Why does Industries Named Red Oceans? -- 4. Blue Ocean Strategy -- 4.1. The Idea Behind the 'Blue Ocean Strategy'? -- 4.2. Value Innovation: The Cornerstone of Blue Ocean Strategy -- 4.3. Analytical Tools and Frameworks -- 4.3.1 Strategy Canvas -- 4.3.2 Four Actions Framework -- 4.3.3 Eliminate-Reduce-Raise-Create Grid -- 4.4. The Six Principles of Blue Ocean Strategy -- 4.4.1 Formulation Principles -- 4.4.2 Execution Principles -- 4.5. The Market Dynamics of Value Innovation -- 4.6. Key Success Factors -- 4.7. Blue Ocean as a Special Kind of Differentiation -- 4.8. Strength and Weaknesses -- 4.9 Results from the Questionnaire/ Interviews -- 5. Small and Medium-Sized Enterprises in Germany -- 5.1. Definitions of SMEs -- 5.2. Current Situation of SMEs -- 5.2.1 Results from the Literature Research -- 5.2.2 Results from the Interviews -- 5.3. Innovation Behaviour and Strategies -- 5.4. The Consultant-client Relationship -- 6. Consulting Approach Based on Value Innovation. 6.1. Definition of Management Consulting -- 6.2. Excursion: General Consulting Process -- 6.3. Consulting and Consulting Concept Characteristics -- 6.3.1. Results from the Literature Research -- 6.3.2 Results from the Interviews and the Questionnaire -- 6.4. Consulting of SMEs -- 6.5 Design of Consulting Concept ‚Value Innovation' -- 6.5.1. Framework -- 6.5.2. Consulting Concept „Value Innovation" -- 6.5.3. Summary of Phases and Tools -- 7. Conclusion -- III Bibliography -- IV Appendices.

Why does 'value innovation' play an important role for small and medium-sized enterprises (SMEs)? Innovation, besides imitation, is the foundation to conduct business and produce goods and services. Each company needs at least at one point or another during its lifecycle innovation to stay competitive within a market. Its importance increases throughout time because of new companies accessing existing domestic markets by overcoming the market barriers and the international integration of markets for global trading. Aside the well-known forms of innovation, a new type called 'value innovation' was developed and published in 2005. This new category is embedded as an essential part in a strategy theory recognized as 'Blue Oceans'. This blue ocean strategy challenges companies to break out of their current market space.But is this kind of innovation really new and usable for general management consulting? The term 'value innovation' is not new within business science. However value innovation is used at a smaller scale. Nevertheless its meaning within the new theory which defines a new way to develop previously unidentified markets is crucial. It requires an overall new perspective of the management to plan and carry out its business processes. Therefore its advantages are only evident in a general strategy approach. Can this concept be turned into a consulting model to support SMEs? Why are SMEs the right target group? Small companies often seek a market niche which can be attained by differentiation in order to survive in competitive markets. Usually the managers are using business strategies like cost cutting or differentiation of products, processes or services to find this niche. This approach originates from the assumption that a group of buyers within the market is accessible or need the traded goods or services at another level of quality, prize, design or function. Could this new theory help establish new niches?The study will find answers to the questions mentioned above.


Marketing -- Germany.

Electronic books.

HF5415.12.G3 -- S54 2008eb