blue ocean strategy

This study aims to develop a roadmap for the growth of industrial startups using the Blue Ocean Strategy approach. 

This research is applied in nature and descriptive-survey in method. Initially, information was gathered from literature reviews, field studies, and comparative analyses. Then, 19 experts and specialists in the field of industrial startups were interviewed, selected through purposive sampling, to extract the components and variables of this domain. The obtained indices were screened using the fuzzy Delphi method over three rounds. In the quantitative section, the statistical population included managers and stakeholders of industrial startups, with 60 individuals selected through simple random sampling and Cochran's formula. The final Delphi questionnaire was distributed among this sample. The validity of the questionnaires was confirmed by six startup experts with PhDs and at least five years of managerial experience in the field. Reliability was tested using Cronbach's alpha and composite reliability. Data analysis was conducted using structural equation modeling and PLS software. 

The findings indicated that the derived indices were strongly validated. These indices included 38 indicators across 11 components and 5 dimensions, each playing a significant role in the development of industrial startups. Key components such as innovation, creativity, and the use of information technology and the internet showed a positive and significant impact on startup development. 

The results demonstrated that developing a roadmap for the growth of industrial startups using the Blue Ocean Strategy approach can significantly aid the growth and development of these businesses. Additionally, using this approach can reduce market competition and create new opportunities for startups. These findings underscore the importance of precise policymaking and effective support from both the government and the private sector to provide the necessary infrastructure for startup success.

 Work engagement has an effective role in improving other job and organizational functions. As a result, this research was conducted with the aim of providing work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers.

 This study in terms of purpose was applied and in terms of implementation method was cross-sectional from type of correlation. The present research population was non-government school managers of Tehran city in the academic years of 2023-24, which 400 people of them were selected as a sample by purposive sampling method. To collect data were used from questionnaires of work engagement (Salanova & Schaufeli, 2008), blue ocean strategy (Rajabi Farjad et al., 2019), organizational resilience (Prayag et al., 2018) and job self-efficacy (Riggs & Knight, 1994). For data analysis were used from methods of Pearson correlation coefficients and path analysis in SPSS-25 and Amos-25 software.

 The results indicated that the work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers had a good fit. Also, the variables of blue ocean strategy and organizational resilience on job self-efficacy and work engagement of non-government school managers and the variable of job self-efficacy on work engagement of them had a direct and significant effect (P<0.001). In addition, each of the variables of blue ocean strategy and organizational resilience with the mediation of job self-efficacy on work engagement of non-government school managers had an indirect and significant effect (P<0.001).

 According to the results of this study, the officials and planners of the educational system can improve the work engagement of non-government school principals by increasing their blue ocean strategy, organizational resilience and job self-efficacy.

Today, the use of floating thinking orientation has become a means to gain a competitive advantage in businesses. The new developments of the 21st century and the globalization of the blue ocean strategy andthe emergence of new methods of employee retention have taken place.

The current research is applied in terms of purpose and correlational in terms of descriptive method. The statistical population was made up of the customers of Mino Industrial Group, who were selected through the cluster sampling method by determining the sample size of 518 people and were surveyed. In order to collect data, a standard questionnaire was used and the data analysis was based on It was done through Lisrel software.

After analyzing the results and the importance of the components in order, increasing absenteeism, making things more agile and facilitating, increasing job burnout, reducing citizenship behavior among employees, reducing organizational commitment, increasing the level of organizational knowledge and gaining more experience. , reduction of organizational health, optimal use of organization resources, greater understanding between employer and worker, reduction of motivation and work morale, improvement of job adaptation, lack of understanding of organizational justice, reduction of job satisfaction and loyalty, improvement of performance, reduction of job security, improvement of job recognition, Reducing organizational trust, reducing costs and improving productivity from the perspective of Mino Industrial Group employees were prioritized respectively.

The analysis of the reseach hypotheses of the floating thinking orientation in the blue ocean strategy has a positive and significant effect on the retention of the employees of Mino Industrial Group and they were confirmed.

Today's business environment is very complex and dynamic. The competition to gain more market share has led to a fundamental challenge for businesses, and moving towards creating value and innovation is the only way to get rid of these challenges. No matter how good the formulation of the strategy is, it is not enough on its own, and its implementation in practice is an undeniable necessity. Based on this, the current research has been conducted with the aim of designing a model for the implementation of the blue ocean strategy in the dairy industry.

To carry out this research, which has an interpretative philosophical basis and an inductive approach, the qualitative method and systematic foundation data theory strategy have been used. Participants were selected based on purposeful sampling and snowball technique. The data collection tool was an interview with 9 experts working in the dairy industry of Hamadan province. Also, three-step coding method of open coding, central coding and selective coding was used to analyze the research data.

Research data after analysis in the form of blue ocean strategy implementation model as a central category, causal conditions (strategic alignment, interactions and communications, systems and technology, organizational structure, operational planning, culture of participation, management skills and human resources), background factors (management conditions, manpower conditions and organizational conditions), intervening conditions (influence of factors outside the industry, influence of factors within the industry), strategies (creation, elimination, reduction and increase) and consequences (achieving the goals of implementing the blue ocean strategy in the organization) , improving the effectiveness of activities and improving the performance of the organization) were categorized.

The research model can be used as a guide for managers to plan and implement the blue ocean strategy in the dairy industry to enter new markets and eliminate or reduce competition.

The importance of strategic planning in any organization is undeniable, And the discussion of its evaluation is doubly important. Since in the dynamic environment of the present age, traditional approaches to strategic planning have lost their effectiveness, attention to new approaches has increased and one of these approaches is the Blue Ocean approach. The present study is supported by the National Iranian Petrochemical Company and has been compiled with the aim of assessing the degree of compliance and alignment of the strategic planning of this company with the blue ocean approach. In this research, which is a type of qualitative research, after selecting the appropriate model and indicators to evaluate it and then confirming the experts, using case study method and in-depth interviews with 9 experts of the National Iranian Petrochemical Company in Strategies were involved, the company's strategies were evaluated. The findings show that 55% of the strategic planning of the National Iranian Petrochemical Company reflects the Blue Ocean approach. Also, among the dimensions of the model to be evaluated, which include blue ocean perspective, humanness and the use of appropriate tools, the blue ocean perspective in the formulation of the company's strategies is in a better position than the other two dimensions.

The purpose of this study is to propose a new method for creating an uncontested market space by integerating the blue ocean strategy, Porter's competitive forces and group TOPSIS method. this research, is based on a three-stage method including “Creating a team of experts and determining the competitive position of the organization using the Porter Competitive Forces Model”, “Introducing alternatives to break free from competitive market using the Six Paths Framework of the Blue Ocean Strategy”, and "Weighting criteria and ranking alternatives using group TOPSIS method”. The proposed method has implemented for the IRAFA industry and management group. In this regard, the IRAFA team of experts, includes twelve senior experts are created. The results of the implementation of the proposed method show that among Porter's five competitive forces, “direct competition between existing organizations” is the main cause of threat to IRAFA. All six ways to redraw the boundaries of the blue ocean strategy, influences the value innovation of IRAFA. Finally, by using group TOPSIS method, average weighting and BORDA strategy, that “Complementary products and services” is defined as the best alternative for IRAFA.

The main purpose of this paper is to investigate the effect of using the Blue Ocean strategy on commercialization of production while using innovative production and systematic innovative production in Kaleh Amol Company. The research method is correlational. 89 experts of Kaleh Amol Dairy Products Company were selected as a statistical sample based on simple random sampling method using Karajsi and Morgan table. To collect data, there are four standard questionnaires, including the Kim and Maboren Blue Ocean Strategy (with a validity of 0.91), the David and North Production Commercialization Questionnaire (with a validity of 0.89), the Yadollahi Farsi Innovative Production Questionnaire, and Kalati (with validity). 0.87) and the Questionnaire for Systematic Innovative Production of David and North (0.96) were used. The research findings show that the use of the Blue Ocean strategy has a positive effect on the commercialization of innovative production and production, but the effect of using the Blue Ocean strategy on systematic innovative production has not been confirmed. It has also been shown that innovative production has a positive effect on systematic innovative production and systematic innovative production on commercialization of production.

To continue the life of organizations in today's global marketplace, finding solutions to the exit from the competition field. The purpose of this research is to provide an algorithm for the development of innovative measures by using Porter's competitive forces and the blue ocean strategy.This research is descriptive survey and in terms of applied purpose. In this research, by presenting a two-step algorithm, the competitive environment and industry structure are identified, while evaluating the attractiveness of the organization, a suitable strategy for leaving the competitive environment is presented. In order to implement the proposed algorithm in the IRAFA company, the first team of experts included all the experts and managers. In the second stage, using a questionnaire scan and performing statistical tests, it was determined that among five of Porter's competitive forces, the competition among existing organizations was the main cause of the threat. Also, Table Four Action of the Blue Ocean Strategy Plan was developed with an emphasis on value innovation for the IRAFA company. Emphasizing value innovation can be integrating and synchronizing with similar small organizations; creating targeted advertising; providing services through the Internet; careful operation of free consulting services; eliminating specialized vocabulary in advertising for the company.

Blue Ocean Strategy with Innovation in the field of strategy offers a set of specific tools and approaches to create value. Therefore, it is important to apply this strategy among market leaders who use a value creation strategy to maintain and maintain competitive advantage. The purpose of this paper is to design a Blue Ocean strategy model among market leaders in the food industry. This study has been conducted in two stages: firstly, studies on the strategy of the blue ocean in Iran and the world have been reviewed and its implications, implications and variables have been studied, and secondly, identification and ranking of indicators The Delphi technique has been used in conjunction with Delphi techniques to guide the implementation of the Blue Ocean strategy for the reconstruction of market boundaries. Thirty academics and food industry experts have been involved in the research. Overall, the Delphi method, after three stages, has led to the consensus of the participants and the presentation of the model. According to the results in the first stage, company characteristics as contextual factors, software and hardware developments as causal factors, and industry characteristics as moderating factors and increasing market share, increasing total market demand. , Market-making and market diversification have been identified as consequences of applying the Blue Ocean strategy. The results of the second stage show that companies can follow the paths of moving beyond alternative industries, considering strategic groups, customer chains, complementary products and services, functional or emotional appeal to buyers. And search in time to act as market leaders. Finally, this research has led to the design of a qualitative model of applying blue ocean strategy among market leaders, including the antecedents and moderating factors influencing the relationship between applying blue ocean strategy and achieving market leadership.

Objective of this work is to Identification investigation of action factors for developing the Oceanic Strategy in Iran's distribution Industry Using Marketing Mix of Service (8P) and Four Actions Framework. Given that the distribution industry is a service activity. Of the elements service marketing were used as basic indicators of the industry. A questionnaire has been made, distinguishing 34 item Related to this industry with comments and interviews with some professors and distributing industry managers and 162 questionnaires were diffusion among industry activists and Data were analyzed using SPSS software for the mean of each index and it was ranked according to the score.The results obtained showed that the Four Actions Framework tool (Eliminate, Reduce, Increase and creation) can have a significant impact on appropriate resource allocation and the determination of important indicators. Overall, the most effective product index and most important items were identified as product quality, online feedback system, cost and waste reduction and product basket variety.

Today, competitive strategies have got accepted as one of the most important means of manager to compete in markets. In the strategic management process, development of the strategic quantitative objectives based merely on the experts’ ideas.In this research, after reviewing the BSC,SWOT, judo strategy model and blue ocean strategy model, the concepts are applied to increase quality of strategic management process in BSC strategic framework model and introducing the Creative BSC framework. To investigate applicability of the presented model, the Creative BSC framework is implemented in designing and development process of competitive strategies in the Z Company and the results are presented. Finally, for future studies in improvement of strategic models, some research proposals have been proposed.

Companies for survival and the presence of strong and innovative strategies are needed in the global market, thus to achieve profitable growth opportunities and create new blue ocean. Blue ocean Created of red ocean weakness (focusing too much on competition and lack of attention to the creation of a new market without competition) comes. While the Blue Ocean Strategy to industries that do not exist today and in the future are created. Blue ocean market space not capture growth opportunities and profitability are very high definition. In the present study to explain the model to identify important aspects have been addressed in the implementation of Blue Ocean Strategy. The main aspects of the book Blue Ocean Strategy Kim and Maborn model, derived model barriers blue ocean strategy. The main aspects of this model include cognitive, sharing resources, and political motivation. In the present study to determine the importance of each of the dimensions, in terms of strategy experts and academics as well as non-linear modeling fuzzy. The results of mathematical modeling suggests that cognitive dimension is in the first place.

The purpose of this study was to determine the most effective ways to create differentiation in the mobile industry is based on Blue Ocean Strategy. The research population includes cellphone sellers in major cellphone selling centers of Tehran and their customers. Research data was collected by means of researcher made questionnaire completed through surveying. To test the hypothesis, parametric test (t) was used. Based on research results effect of four variables of simultaneous consideration of emotional and functional aspects, consideration of complementary products and services, consideration of the common requirements of customers and consideration of the alternative industries on significant increase in sale growth related to variable pioneering the use of new technologies was proved.

The blue Ocean Strategy aims to creat business in the fields which dont exist before. This research has been developed with the aim of designing a blue ocean strategy as a modern solution. The current study is a functional one and it situated in the Descriptive Survey group، considering the nature of the subject and the goals. The judgement sampling is applied to determine the criteria frameworks and develop survey process according to the views of Sakoo experts. To perform survey process، the reasercher tries to promote the competitive situation of Sakoo Consulting Engineers by applying ERRC model. According to Experts’ views، the related criteria of ERRC model that should be considered in the field of Sakoo Consulting Engineerrs are as follows: Omitting the services that there are no space for them according to business market conditions، Promoting company financial status، decreasing the project profit withdrawal by project managers، decreasing company costs and increasing productivity.

The present research is done with the aim of developing blue ocean strategy in banking industry in a quantitative method with practical orientation and comparative approach as a single cross-sectional survey. The population of this research is 837 individuals including all of manager and staff working in city of Ilam’s banks. The sample size، equal with 150 persons is used from formula of restricted society and from random sampling method. The main tool for data collecting is the questionnaire provided by the researcher، whose validity was confirmed by experts in the field of management and bank marketing specialists. Its reliability was obtained by Cronbach’s alpha. Data analysis has been done through confirmatory factor analyzing and structural equations. Findings of the study show that a bank may implement blue ocean strategy in four stages including: 1. Elimination (extensive marketing with pervasive media، delay in presenting services and applying specialized (technical) terms in advertising)، 2. Reduction (personnel costs، inefficient actions، monitoring costs)، 3. Increasing (facility in work، security in procedures، phases، and credit)، 4. Creation (modern bank services، costumers'' classification، and variety in services). It should be noted that these results do not generalize to state banks.