• 기술혁신연구
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• 제15권1호
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• pp.27-63
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• 2007

Recently, Kim and Mauborgne (2005a) has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy, and attempts to examine how much impact this blue ocean new product development strategy has on new product performance, compared to existing new product development strategy perspectives based on competitive strategy-based new product development strategy and resource-based new product development strategy, in an empirical way. The research results show that the blue ocean new product development strategy has a statistically significant impact on new product performance. In addition, it was revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the blue ocean new product development strategy and new product performance. The blue ocean new product development strategy is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• 지식경영연구
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• 제8권2호
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• pp.1-16
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• 2007

This paper describes the Blue Ocean Strategy and Business TRIZ (Russian Theory of Inventive Problem Solving) Tactics as one method for knowledge creation and innovation. The opening new market avoiding keen competition is very popular recently and is not just prosper, but survival problem. As one new strategy for finding new market, the Blue Ocean Strategy gives the big blueprint for new market, but has no enough tools to make more concrete ideas. In this paper, we suggest using the Strategy Campus and other tools in the Blue Ocean Strategy at initial stage and then, compensating the TRIZ principles to make more concrete ideas for new market as tactics. We applied it to find the new market for conventional newspaper industry and EBS (Education Broadcast System) management innovation in Korea as case studies and got better results comparing to using only the Blue Ocean Strategy.

• 경영과학
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• 제26권1호
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• pp.7-20
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• 2009

The framework of "blue ocean strategy (Kim and Mauborgne, 2005)" applies to not only business firm level but also region or regional industry level. The paper suggests an approach of survey-based blue ocean strategy formulation. The result from survey on customer group and non-customer group gives information on positions of value curves for regions on strategy canvas and hints on how to reposition the focal region's value curve for both increases in value for customers and decreases in cost for local government, i.e., value innovation. In the context of rafting industry in Korea, this study shows the process how blue ocean strategy can be formulated with results from the survey on customers and business people in rafting industry. Relative positions of value curves on strategy canvas and importance scores for strategy elements provides the local government in region A with implications on which elements to raise or to reduce to create "blue ocean" in rafting industry under fierce inter-region competition.

• 가정간호학회지
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• 제30권1호
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• pp.69-83
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• 2023

Purpose: This study aimed to present Blue Ocean strategies by deriving the strategic elements of a visiting nursing center and conducting a survey on the importance and satisfaction of care clients. Methods: First, a FGI was conducted targeting the head of the visiting nursing center to derive its strategic elements. Subsequently, importance and satisfaction surveys on the derived strategy elements were analyzed, an IPA matrix was derived, and an as-is ERRC Blue Ocean strategy was established. Kano's Three-Factor Theory was used to derive a competitive position matrix and establish a to-be ERRC Blue Ocean strategy. The Blue Ocean Strategy for Visiting Nursing Center Management is presented in this study. Results: Four as raise factors were derived from combining the results of the as-is, to-be ERRC strategy element analysis: retention of competent nurses, education in medication management, maintenance of high customer satisfaction, and prompt handling of customer complaints. Additionally, the customer's health condition evaluation was derived. Conclusion: Blue Ocean Strategies can be used to analyze, derive, and establish management strategies in various nursing-related entrepreneurship fields.

• 한국경영과학회:학술대회논문집
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• 한국경영과학회 2006년도 추계학술대회
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• pp.40-54
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• 2006

Recently, Kim and Mauborgne [40] has introduced the concept of blue ocean strategy that provides quantum leap in value innovation, thus creating new market space. This study, based on the blue ocean strategy concept, suggests blue ocean new product development strategy (BONPDS), and attempts to examine how much this BONPDS has impact on new product peformance, compared to existing new Product development strategy Perspectives (i.e., competitive strategy-based new product development strategy and resource-based new product development strategy) in an empirical way. The research result shows that the BONPDS has greater impact on new product performance than existing new product development strategies. In addition, it is revealed that such contingency variables as firm size and environmental dynamism have moderating effect on the relationship between the BONPDS and new product performance. The BONPDS is more effective in the small-sized firms than the large-sized ones, and its effect on new product performance is different according to environmental dynamism.

• 마케팅과학연구
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• 제16권2호
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• pp.55-75
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• 2006

본 연구는 블루오션 전제조건의 하나인 고객가치혁신과 더불어 블루오션의 또다른 조건을 확인하고자 함을 목적으로 하고 있으며, 또한 시장을 세분화하고 적절한 전략을 수립함으로서 기업으로 하여금 블루오션 시장에 진입할 수 있도록 하고자 함이다. 이러한 목적을 위해 본 연구에서는 차별화된 가치혁신 요소를 지닌 시장에서의 접근, 가치혁신에 의한 시장세분화, 블루오션 착시시장의 특성을 가진 주요변수, 블루오션 시장진입을 위한 후발기업의 전략등의 문제를 다루고 있으며, 또한 가치와 관련된 문헌고찰, 블루오션 전략, 실제사례에서의 객관적 자료의 활용 등을 통해 분석을 수행하였다. 본 연구에서는 내구재와 비내구재의 대표적 사례로 껌과 냉장고 시장을 선정하였고, 가치혁신을 기준으로 시장을 분류한 결과 블루오션 시장과 블루오션 착시시장의 존재를 확인할 수 있었다.

• 한국콘텐츠학회논문지
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• 제15권12호
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• pp.534-540
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• 2015

오늘날 기업들이 가장 중요시 여기는 주제 중 하나는 치열한 레드오션(red ocean)이 아닌 경쟁자가 없는 블루오션(blue ocean)을 찾는데 많은 노력을 기울이고 있다. 본 연구에서는 이러한 블루오션을 이용하여 성공한 인도네시아의 버스회사의 사례(case study)를 통해 알아보고자 한다. 본 연구에서 사례로 제시한 기업의 경우 전략 캔버스, Kano 모델, 4가지 행동 프레임워크를 바탕으로 Kano 블루오션 전략모델 모델을 제시하여 치열한 경쟁이 벌어지는 레드오션에서 경쟁우위를 점하고 이를 통해 블루오션으로 전환하는 유용한 방법론을 알아보고 이를 통해 마케팅 및 경영혁신을 이루고자 하는데 기여하고자 한다.

• 산업경영시스템학회지
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• 제35권3호
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• pp.210-216
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• 2012

Recently, it is not sufficient that contemporary firms satisfy customers to be really successful, they must create new value. To do so, many firms focus on the blue ocean strategy. The blue ocean strategy proposed the strategic canvas as a main tool for identifying the opportunities for value differentiation. It is easy to understand and for the use, but has weakness that is a unclear procedure to make it done. To complement its weak point, this study proposes a refined strategic canvas based on the concept of the business evolution that comes from a discontinuous evolution trend of 5 stages known as customer expectation.

• 시스템엔지니어링학술지
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• 제2권1호
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• pp.11-17
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• 2006

According to the change of customer needs, integration with other systems, and the advent of new technology, it is inevitable for the existing system requirements to be requested to redesign. However, there are actually no methodologies and processes to be able to reorganize the existing requirements or integrate a number of requirements different from each other. The traditional requirements processes do not work when solving such problems. Thus, since the existing approaches to develop requirements are not helpful, many traditional requirement engineering processes can not help falling in Red Ocean. In this paper, in order to solve such the problems, we propose a novel requirements engineering process applying Blue ocean strategy which is used to open a non-competition market not discovered yet. Blue Ocean approach is a novel effective method to elicit and build up new requirements from customers. In order to accomplish the strategy, this paper presents a framework and processes to discover new perspectives and analyze the corresponding requirements. In addition, some pieces of case study are presented to introduce how our approach is applied to practical system developments and the evaluation analysis for how valid it is.

• 한국문헌정보학회지
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• 제42권3호
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• pp.189-205
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• 2008

전문도서관의 사서직 업무가 도서관의 패러다임이 전환됨에 따라 그 성격이 어떻게 효율적으로 변하여야 할것 인가에 대한 연구를 하였다. 전문도서관에 근무하는 사서가 전통적인 도서관업무외에 수행할 새로운 영역과 역할이 무엇인지에 대하여 조사를 하였다. 전문도서관의 블루오션 전략을 도출하기 위하여 SWOT분석을 하여 도서관 내 외부 환경변화를 파라하였다. 전문도서관의 업무 개선을 위하여 ERCR 분석을 하여 각 업무에 대한 효율성을 분석하였다. 조사와 분석 결과를 근거로 하여 전문도서관 사서의 역할과 업무 영역 다변화 전략을 제시하였다.