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Hernandez, P. (2022, junio 13). Harvard Business Review. Recuperado de: https://hbr.org/2022/06/want-to-excel-in-esg-craft-a-green-ocean-strategy

Blue Ocean. https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/

Roy, S. (2021, 2 diciembre). What Is Red Ocean Strategy? Harappa. Recuperado 26 de junio de 2022, de https://harappa.education/harappa-diaries/red-ocean-strategy/

Understanding the Calm Waters of Blue Ocean Market Opportunities. (2022, 14 enero). Investopedia. Recuperado 26 de junio de 2022, de https://www.investopedia.com/terms/b/blue_ocean.asp

The Explainer: Blue Ocean Strategy

https://www.youtube.com/watch?v=sYdaa02CS5E&t=7s

What is Blue Ocean Strategy?

https://www.youtube.com/watch?v=8ExRnpy4rPE

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RELIANCE JIO

Reliance Jio entered a red ocean market in telecommunication with strong, established players Airtel and Vodafone. Well-versed with the red ocean strategy meaning, they offered unique deals and generous internet packs that eventually made Jio a market leader.

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RYANAIR

Ryanair is a European airline that used the red ocean strategy to operate in a saturated market. They chose a low-cost model to offer basic air services and cheap airfares compared to their competitors.

It is difficult to challenge established competition. But, red ocean strategy examples such as Jio are proof that an organization can be successful in a red ocean market with the right strategies and products.

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Ganarle a los competidores

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Explotar la demanda existente

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Competir en el mercado existente

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Crear y capturar nueva demanda

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Hacer que la competencia sea irrelevante

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Crear un mercado sin competencia

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Son todas las industrias ya existentes (el mercado conocido). Las reglas del juego están definidas y aceptadas. Es un espacio competitivo donde las compañías tratan de vencer a sus rivales al conseguir mayor porcentaje de participación en la demanda existente.
Mientrás más atestado se vuelva el mercado, menor serán las utilidades y el crecimiento lo que desemboca en una competencia sangrienta.

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Son todas las industrias que no existen hoy en día, es el mercado desconocido, sin rastros de competencia. Aqui, la demanda se crea en lugar de pelearse por ella.
Hay un amplía oportunidad de crecimiento tanto en útilidad como en rapidez. La ompetencia es irrelevante.
Es una analogia que describe un gran potencial a encontrarse en un mercado no explorado.

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Es la búsqueda de la diferenciación al crear y capturar un mercado completamente nuevo, haciendo que la competencia sea irrelevante.

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For many managers ESG competition leaves them feeling overwhelmed and under-equipped. It’s not surprising. This is a new type of competition, one that often means competing across industries. This means that it requires a new strategy — one that the authors call Green Ocean Strategy. For those companies with stakeholders that care about ESG, Green Ocean strategy is the ideal way to compete in the new and increasingly important arena of ESG performance. The manager who can find an ESG space where their competitor is absent and yet they can excel, execute upon it, and then effectively communicate that performance to their stakeholders, will help ensure the ESG success of their company.

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The field on which companies compete on their environmental, social, and governance (ESG) performance is vast, making it all but impossible for any company to successfully excel across all areas. A bank, for example, is competing with other banks for ESG-conscious consumers, but it is also competing with other companies across industries for ESG-conscious talent. At the same time, many investors are allocating capital based on a firm’s ESG performance.

For many managers this is a new type of competition, one that often means competing across industries. And so, it is unsurprising that many of them often feel overwhelmed and under-equipped. Others, though, have found a way out. They are identifying spaces to thrive where competitors are absent. We call this a Green Ocean.

In much of our research we have explored the link between ESG and successful firm outcomes. Inspired by the idea of Blue Ocean Strategy, which pursues uncontested market space to create and capture demand, our Green Ocean Strategy helps find space away from competition where a company can excel in ESG. We have learned that companies can thrive in the Green Ocean by taking these three steps: Explore, Examine, and Execute.

Explore

The first step is to explore the ESG landscape to see where your competitor is weak. Find the ESG space(s) where your competitor is not reporting. Because most ESG reporting is voluntary, areas not reported on tend to be where a company is not able to compete.

One of the most helpful guides for exploration is simply your competitor’s sustainability report, which is almost always posted on its website. This report is free, and, in fact, most rating agencies use it as a primary source for their ratings. There are also fee-based commercial sources, such as rating agencies and aggregators, from which to obtain indepth information on a competitor’s ESG. However, these sources can be quite expensive and require long-term subscriptions of $50,000 to $100,000 (or more) annually. Many other less costly information sources are available, including government filings, web searches, non-governmental organizations, and niche providers (e.g., Glassdoor).

To illustrate this first step, consider the CEO of Redde Payments, a payment processing company, whose primary competitor is Block, formerly Square Inc. We examined the companies’ performance using publicly available sources, both free and paid (e.g., Bloomberg). We did this to illustrate how anyone — whether they are a professor of strategy, a company manager, or a competitor — can find Green Oceans.

We learned, from searching the website of CDP — a not-for-profit that runs a global disclosure system for organizations’ and governments’ environmental impacts — that its system has identified Block as having historically poor environmental disclosure. This omission suggests that Block is historically weak in the dimension of environmental performance. Indeed, when we reviewed Block’s 2020 and 2021 sustainability reports, we found that Block has only recently committed to reducing net emissions while it creates a new challenge by pursuing energy-intensive cryptocurrency. To the extent that Redde’s stakeholders care about environmental impact, this presents a potential opportunity for Redde.

Examine

The second step involves examining your own company’s core capabilities and resources. Find areas of ESG where your company has the resources to generate strong performance and where such ESG is an integral part of your company’s overall performance. This is your Green Ocean.

Returning to our Redde example, a payment company’s energy usage is integral to its operations, as it must consume large amounts of energy to transact, manage, and store payments. Thus, if Redde is responsibly sourcing its energy and limiting its carbon footprint, it has a meaningful opportunity to tout its synergistic environmental performance.

In contrast, if Redde was making large contributions to help indigenous people in New Guinea with food security, although a great cause, it would not clearly link to its core operations; even if this was an area in which Block made no efforts, this would not be considered a Green Ocean.

It is essential to also find that space where your competitor is not performing. For example, assume Redde discovered 15% of its programmers — a core part of its operations — were of Hispanic or Latino ethnicity compared to the national average of about 7%. Although Redde would be, technically, outperforming on diversity, this would not be a Green Ocean space if, hypothetically, 20% of Block’s programmers are Hispanic/Latino. So, even though Redde’s performance in this ESG category is strong and linked to its core operations, it is directly competing with Block’s stellar performance. This point reminds us that even if your company excels in a particular aspect and that aspect is linked to your core operations, it is still not a Green Ocean if your competitor excels at it as well.

Execute

Once you have found a Green Ocean, you have to sail there. To execute effectively, you not only have to perform well on the ESG goal, but also effectively communicate this performance to your stakeholders. After all, it is impossible to grow and improve your reputation if your most important stakeholders don’t know about your achievements.

If a company has already identified a Green Ocean, the next step is to identify key stakeholders. Ask: Who in this company does this issue matter to? In the case of energy usage, it could be the company’s engineers. But it could also be customers, and others.

Next, pinpoint how you can reach those stakeholders. Options include marketing emails, internal reporting through company announcements, and well-placed press releases.

Finally, don’t stop with a single announcement. Consistently highlighting your ESG accomplishments to create momentum and build reputation is important, as consistent exposure is necessary to secure mental shelf space.

The Competition for ESG Success

For those companies with stakeholders that care about ESG, Green Ocean strategy is the ideal way to compete in the new and increasingly important arena of ESG performance. The manager who can find an ESG space where their competitor is absent and yet they can excel, execute upon it, and then effectively communicate that performance to their stakeholders, will help ensure the ESG success of their company.

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Want to Excel in ESG? Craft a “Green Ocean” Strategy.

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For many managers ESG competition leaves them feeling overwhelmed and under-equipped. It’s not surprising. This is a new type of competition, one that often means competing across industries. This means that it requires a new strategy — one that the authors call Green Ocean Strategy. For those compa…

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Apple Inc.

Apple Inc. found a blue ocean with its iTunes music download service. While billions of music files were being downloaded each month illegally, Apple created the first legal format for downloading music in 2003.

It was easy to use, providing users with the ability to buy individual songs at a reasonable price. Apple won over millions of music listeners who had been pirating music by offering higher-quality sound along with search and navigation functions. Apple made iTunes a win-win-win for the music producers, music listeners, and Apple by creating a new stream of revenue from a new market while providing more convenient access to music

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Ford Motor Co.

In 1908, Ford Motor Co. introduced the Model T as the car for the masses. It only came in one color and one model, but it was reliable, durable, and affordable.

At the time, the automobile industry was still in its infancy with approximately 500 automakers producing custom made cars that were more expensive and less reliable. Ford created a new manufacturing process for mass producing standardized cars at a fraction of the price of its competitors.

The Model T's market share jumped from 9% in 1908 to 61% in 1921, officially replacing the horse-drawn carriage as the principal mode of transportation.

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BLUE OCEANS, in contrast, denote all the industries not in existence today - the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid.

In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. A blue ocean is an analogy to describe the wider, deeper potential to be found in unexplored market space. A blue ocean is vast, deep, and powerful in terms of profitable growth.

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What is Blue Ocean Strategy | About Blue Ocean Strategy

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BLUE OCEANS, in contrast, denote all the industries not in existence today - the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid.

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Best seller en los 5 continentes

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Traducido a más de 47 idiomas

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Más de 4 millones de copias vendidas

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The Business School for the World | INSEAD

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As one of the world's leading and largest graduate business schools, INSEAD brings together people, cultures and ideas to change lives and to transform organisations. A global perspective and cultural diversity are reflected in all aspects of our research and teaching.

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OVER 4 MILLION COPIES SOLD
WALL STREET JOURNAL AND BUSINESSWEEK BESTSELLER
RECOGNIZED AS ONE OF THE MOST ICONIC AND IMPACTFUL STRATEGY BOOKS EVER WRITTEN

The global phenomenon that has sold over 4 million copies, is published in a record-breaking 46 languages and is a bestseller across five continents--now updated and expanded with new content. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. A strategy classic.

In this perennial bestseller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renee Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, BLUE OCEAN STRATEGY , now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating "blue oceans"--untapped new market spaces ripe for growth.

BLUE OCEAN STRATEGY presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes:

A new preface by the authors: Help! My Ocean Is Turning Red

Updates on all cases and examples in the book, bringing their stories up to the present time

Two new chapters and an expanded third one--Alignment, Renewal, and Red Ocean Traps --that address the most pressing questions readers have asked over the past 10 years
A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space--and making the competition irrelevant.

To learn more about the power of BLUE OCEAN STRATEGY , visit blueoceanstrategy.com. There you'll find all the resources you need--from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.

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Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant

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OVER 4 MILLION COPIES SOLDWALL STREET JOURNAL AND BUSINESSWEEK BESTSELLERRECOGNIZED AS ONE OF THE MOST ICONIC AND IMPACTFUL STRATEGY BOOKS EVER WRITTEN The global phenomenon that has sold over 4 million copies, is published in a record-breaking 46 languages and is a bestseller across five continents--now updated and expanded with new content.

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La teoría quedó plasmada en el 2005 en el libro
Blue Ocean Strategy

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Ambos son profesores en la
Escuela de Negocios INSEAD

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Es una teoría desarrollada por Renée Mauborgne y  W. Chan Kim