author_facet Kulkarni, Bindu
Sivaraman, Vasant
Kulkarni, Bindu
Sivaraman, Vasant
author Kulkarni, Bindu
Sivaraman, Vasant
spellingShingle Kulkarni, Bindu
Sivaraman, Vasant
Journal of Business Strategy
Making a Blue Ocean Shift: Tata Ace captures a new market
Strategy and Management
Management Information Systems
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spelling Kulkarni, Bindu Sivaraman, Vasant 0275-6668 0275-6668 Emerald Strategy and Management Management Information Systems http://dx.doi.org/10.1108/jbs-03-2019-0057 <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>This paper aims to understand how organizations can apply the Blue Ocean Shift process to achieve profitable growth and make competition irrelevant.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This paper uses a case study approach. Based on interaction with the senior management of an organization and secondary sources, this paper presents an application of the Blue Ocean Shift process on a strategic move by an organization to achieve value innovation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>This paper presents a case of how Tata Motors Ltd. applied Blue Ocean Shift process to come up with the product Tata Ace, which achieved value innovation while making competition irrelevant. From assessing the current state of play to forming a motivated team, working with suppliers and fulfilling the needs of the non-customers and unhappy existing users, they were able to create a strong position for themselves.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Blue Ocean Strategy, through a process defined as Blue Ocean Shift, can be applied by organizations to achieve value innovation, change market boundaries and achieve profitable growth through their strategic offerings. It can help them get out of “red oceans” which may be a way to view the existing hypercompetitive world.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>This paper contributes to the application of the Blue Ocean Shift process in the Indian context while studying a strategic move of an Indian firm. It showcases an example of how large Indian organizations can successfully apply the process to achieve value innovation.</jats:p> </jats:sec> Making a Blue Ocean Shift: Tata Ace captures a new market Journal of Business Strategy
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title Making a Blue Ocean Shift: Tata Ace captures a new market
title_unstemmed Making a Blue Ocean Shift: Tata Ace captures a new market
title_full Making a Blue Ocean Shift: Tata Ace captures a new market
title_fullStr Making a Blue Ocean Shift: Tata Ace captures a new market
title_full_unstemmed Making a Blue Ocean Shift: Tata Ace captures a new market
title_short Making a Blue Ocean Shift: Tata Ace captures a new market
title_sort making a blue ocean shift: tata ace captures a new market
topic Strategy and Management
Management Information Systems
url http://dx.doi.org/10.1108/jbs-03-2019-0057
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description <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>This paper aims to understand how organizations can apply the Blue Ocean Shift process to achieve profitable growth and make competition irrelevant.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This paper uses a case study approach. Based on interaction with the senior management of an organization and secondary sources, this paper presents an application of the Blue Ocean Shift process on a strategic move by an organization to achieve value innovation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>This paper presents a case of how Tata Motors Ltd. applied Blue Ocean Shift process to come up with the product Tata Ace, which achieved value innovation while making competition irrelevant. From assessing the current state of play to forming a motivated team, working with suppliers and fulfilling the needs of the non-customers and unhappy existing users, they were able to create a strong position for themselves.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Blue Ocean Strategy, through a process defined as Blue Ocean Shift, can be applied by organizations to achieve value innovation, change market boundaries and achieve profitable growth through their strategic offerings. It can help them get out of “red oceans” which may be a way to view the existing hypercompetitive world.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>This paper contributes to the application of the Blue Ocean Shift process in the Indian context while studying a strategic move of an Indian firm. It showcases an example of how large Indian organizations can successfully apply the process to achieve value innovation.</jats:p> </jats:sec>
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spelling Kulkarni, Bindu Sivaraman, Vasant 0275-6668 0275-6668 Emerald Strategy and Management Management Information Systems http://dx.doi.org/10.1108/jbs-03-2019-0057 <jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>This paper aims to understand how organizations can apply the Blue Ocean Shift process to achieve profitable growth and make competition irrelevant.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>This paper uses a case study approach. Based on interaction with the senior management of an organization and secondary sources, this paper presents an application of the Blue Ocean Shift process on a strategic move by an organization to achieve value innovation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>This paper presents a case of how Tata Motors Ltd. applied Blue Ocean Shift process to come up with the product Tata Ace, which achieved value innovation while making competition irrelevant. From assessing the current state of play to forming a motivated team, working with suppliers and fulfilling the needs of the non-customers and unhappy existing users, they were able to create a strong position for themselves.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>Blue Ocean Strategy, through a process defined as Blue Ocean Shift, can be applied by organizations to achieve value innovation, change market boundaries and achieve profitable growth through their strategic offerings. It can help them get out of “red oceans” which may be a way to view the existing hypercompetitive world.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>This paper contributes to the application of the Blue Ocean Shift process in the Indian context while studying a strategic move of an Indian firm. It showcases an example of how large Indian organizations can successfully apply the process to achieve value innovation.</jats:p> </jats:sec> Making a Blue Ocean Shift: Tata Ace captures a new market Journal of Business Strategy
spellingShingle Kulkarni, Bindu, Sivaraman, Vasant, Journal of Business Strategy, Making a Blue Ocean Shift: Tata Ace captures a new market, Strategy and Management, Management Information Systems
title Making a Blue Ocean Shift: Tata Ace captures a new market
title_full Making a Blue Ocean Shift: Tata Ace captures a new market
title_fullStr Making a Blue Ocean Shift: Tata Ace captures a new market
title_full_unstemmed Making a Blue Ocean Shift: Tata Ace captures a new market
title_short Making a Blue Ocean Shift: Tata Ace captures a new market
title_sort making a blue ocean shift: tata ace captures a new market
title_unstemmed Making a Blue Ocean Shift: Tata Ace captures a new market
topic Strategy and Management, Management Information Systems
url http://dx.doi.org/10.1108/jbs-03-2019-0057