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Hcs Using Core Competencies
Corporate– level –It is the level which always takes part in strategy decision–making, which interest
whole management. Example financial work performance and departments etc.
AHS has huge range of information technology which reach till the end an renew its contract. This
level includes people such as Lawyers, Doctors and other members like consumers who use AHS
services.
Business–level – This level is made for the benefit of the consumers and its increase the competitive
advantage using core competencies.
AHS was built in 1995 and was quite famous in his time. Today as there is increase in number of
healthcare business suppliers which are exceeding this market to every other part in USA. There are
225 healthcares who are giving same service
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Introduction:
Having a good strategy to maintain the sustainable competitive advantages for the firm is very
important. Resources and capabilities play the key factors in the every firm's operation. It is not
only a reflection of the firm's current situation, but also a useful tool for managers to have better
strategies for future growth (Grant, 2013, 112–113). Canon is an extraordinary example of using the
resources and capabilities theory to contribute its success. Producing a new product and promoting
in the market successfully while Xerox is a strong competitor is extremely difficult. Originally a
small organisation, now Canon has become the second largest copier distributor with revenue of
$5 billion (C1038). However, managing resources and capabilities still has some issues and it
could not be applied widely. Hence, this paper aims to explain the specific reasons of Canon's
success and provide an overview that support the firms to manage their resources and capabilities
more effectively.
How Canon created the sustainable competitive advantages based on Resource–based view (RBV)
theory?
Resources and capabilities play an important role in the firm's sustainability (Grant, 2013, 112). In
terms of ensuring firm's growth, the resource–based view (RBV) is the most approachable
framework for those firms having an effective strategic management. Emphasizing the importance of
the internal factor (firm's resource), on one hand, the RBV is not only evaluating the strengths and

What Are Strategic Capabilities
1.1 What are Strategic Capabilities?
In order for an organisation to survive and prosper it needs resources and competences, this is
strategic capability("The strategic position," 2007, pp. 94,110). It must use what we have e.g. human
side of an organisation uses resources of managers together with something we do well which could
be; building relationships together in order to create competitive advantage and ensure long–term
survival.(The strategic position:strategic capabilities.Lecture Notes, 2014–2015). Working within this
strategic management framework results in resources working as efficiently as possible inspired by
the construct design of a business and compelled for a reason to create or highlight skills to produce
an advantage competitively.("Glossary; Strategic–capabilities,").
Resource–based view (RBV) of strategy affirms the uniqueness of a firm's capabilities which
explains the high standard of performance and competitive advantage(The strategic position:strategic
capabilities.Lecture Notes, 2014–2015).
The ability of a firm to recreate and renew its strategic capabilities in order to keep up with the
changing environment is called Dynamic Capability.(The strategic position:strategic
capabilities.Lecture Notes,...show more content...
The importance of this study revealed customers enhanced morale and productivity influenced
turnover and ability to attract new employee talent therefore giving an organisation an advantage in
Human resources (Wan–Jing April & Tung Chun,

Knowledge Management At World Bank
MGT–703
KNOWLEDGE MANAGEMENT
CASE STUDY ON
KNOWLEDGE MANAGEMENT AT WORLD BANK
SUBMITTED TO:SUBMITTED BY:
JOANNA DAIWAQAS ALI 11200695
Executive Summary
The main concept of this report is to discuss the concept of knowledge management and identify the
existing knowledge reservoirs in World Bank. I will be focusing on Knowledge in people,
Knowledge in artifacts and Knowledge in organizational entities. After that, I will be discussing the
classifications of knowledge management in World Bank by using explicit or tacit knowledge,
declarative and procedural knowledge and general, contextually specific and technically specific
knowledge. Furthermore, the infrastructure used to support knowledge management will be
discussed followed by knowledge management solutions. I will be discussing some challenges and
giving some recommendations to be followed by knowledge management officer.
The objectives of the case study are
(a)To learn the thorough concept of knowledge management.
(b)To find the classifications of knowledge at World Bank.
(c)To learn how to use the concept of storing, sharing and communicate the knowledge.
Table of Contents
ContentsPage No.
The Executive Summary
Introduction.............................................................................................. 4
General Knowledge reservoirs existing at World Bank ........................................... 4
Classifications of knowledge management

Core Competencies Of An Organization
Core competencies of any company are based around what make that company uniquely competitive
within an industry. Boston Scientific's core competencies are innovation, focus product and global
growth. Innovation at Boston Scientific is based around two things, their products, and trying each
year to be the leader in medical technology (Boston Scientific, 2014). Second, within Boston
Scientific annual report for 2013 under the heading "Innovation that Matters" it discusses the shift in
the health care market to "value–based health care, and they are looking for a solution in clinical and
economical ways." (Boston Scientific, 2013). With the changes upon us now having a new health
care reform in place this is a great standpoint to have, setting Boston Scientific apart from their
competitors. Focus product is a great strength of Boston Scientific because of how limited it is.
While many competitors focus to be involved in many segments of health care, Boston Scientific has
limited themselves to three segments which include MedSurg, Rhythm Management and
Cardiovascular (Boston Scientific, 2014). This allows Boston Scientific to spend their time, money
and energy to constantly improve each segment. Global growth continues to be a focus of Boston
Scientific to strengthen their company. In 2014 Boston Scientific was able to grow there emerging
markets by 18% growing to 10% of the company's total annual sales (Boston Scientific, 2014). This
comes of high importance based on the

Internal Analysis of Rolls Royce
ROLLS–ROYCE: INTERNAL ANALYSIS For the purpose of internal analysis, I have selected civil
aerospace SBU of Rolls–Royce. This analysis has been done considering the fact that the case study
was published in year 2005. Financial Analysis: Rolls–Royce has been generating higher margins in
past few years. In last four years i.e. from 2002 to 2006 the operating profit has grown from ВЈ168
million to ВЈ692 million with the annual growth rate of 42.5%. The net profit has also increased at
compound annual growth rate of 71.3% from ВЈ53 million to ВЈ998 million in these four years.
These figures are the indicators of a strong financial performance. It is evident from the figures that
the high levels of margin in their field of operation are very...show more content...
He suggested that sustained competitive advantage derives from the resources and capabilities a
firm controls that are valuable, rare, imperfectly imitable, and not substitutable. He further added
that the resources and capabilities can be viewed in form of tangible and intangible assets. There
are four different categories of resources financial, physical, human, and organization. Barney and
Hesterly (2006), describe the VRIO framework as a good tool to examine the internal environment
of a firm. They state that VRIO "stands for four questions one must ask about a resource or
capability to determine its competitive potential: 1. The Question of Value: Does a resource enable
a firm to exploit an environmental opportunity, and/or neutralize an environmental threat? 2. The
Question of Rarity: Is a resource currently controlled by only a small number of competing firms?
[are the resources used to make the products/services or the products/services themselves rare?] 3.
The Question of Imitability: do firms without a resource face a cost disadvantage in obtaining or
developing it? [is what a firm is doing difficult to imitate?] 4. The Question of Organization: Are a
firm's other policies and procedures organized to support

28
IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 49, NO. 1, FEBRUARY
2002
Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying
Core Competence
Khalid Hafeez, YanBing Zhang, and Naila Malak
Abstract–Core competencies are the crown jewels of a company and, therefore, should be carefully
nurtured and developed. Companies can determine their future business directions based on the
strengths of competencies. However, because generalized terms such as resource, asset, capability,
and competence are not clearly explained in connection with competence theory, these posing
difficulties in understanding many contemporary management concepts. In this paper, we provide a
summary of the recent...show more content...
III. CAPABILITY IS FORMED BY THE INTEGRATION OF RESOURCES Table I shows that
competitive advantage is gained by the strategic deployment of some resources, capabilities, and/or
competencies. Literature review suggests that concepts such as resources, capabilities,
competencies, and core competencies are not clearly defined. We have found that only the resource
itself is defined with a wide range of meanings. On one hand, resources are defined as "anything
which could be thought of as a strength or weakness of a firm" [9]. This "anything" may include
physical resources (e.g., raw materials, equipment, financial endowment, etc.), human resources
(e.g., training, experience, skills, etc.), as well as organizational resources (e.g., firm image,
process, routines, etc.) [4], [14]. Note that with this definition, capabilities are considered as part of
resource. On the other hand, capabilities are not part of resource because of their dynamic "doing"
nature. Many authors argue that capabilities are the result of resource deployment and
organizational processes. Capabilities use resources and, therefore, are more dynamic and complex
entity and should be treated independent to resources [15]. We feel more comfortable with Grant [5]
definition who argues: "Resources are inputs into the

Blue Ocean Strategy
Blue Ocean Strategy – Term Paper Texas A&M University–Commerce MGT 528 Table of contents
Introduction3 Identification of Critical Issues & Analysis 3 Literature Review 4 Structuralist
Views5 Reconstructionist Views8 Evaluation of Alternatives10 Pro's and Con's of Both Views 11
Business Model 13 Most Effective Strategy 14 Recommendations15 Conclusion 15 References 17
Appendices 20 Introduction Corporate Strategy is an important part of the theory and practice of
management. For top management, strategy is what a map or a compass is to a sailor on a ship; it
is a map for navigating the corporate ship...show more content...
Inasmuch, the reconstructionist's entire theory rests upon the principle of value innovation which,
according to Kim & Mauborgne (2005), is a matter of creating powerful leaps in value for the firm
and its buyers, rendering rivals obsolete and unleashing new demand. In direct support, Halligan
(2006) espouses, "The only way to beat the competition is to stop trying to beat the competition."
Converse leanings rest with the structuralist's school of thought which favors ferocious
head–to–head competition. Structuralist Views According to Ormanidhi & Stringa (2008), how
firms compete and what strategies they choose are imperative questions for companies in every
sector of the business world. Their writings state that improved understanding of a firm's
competitiveness would serve as input to improve policies concerning competition and related issues;
and improved policies, will provide valuable support to efforts to continuously develop markets and
businesses. Within, the author's place significant emphasis on the concept of competition with
echoes from Porter's five forces model (see Appendix 6). The model illustrates the five forces, which
hinge on the determinants of the industry's overall competitiveness and profitability, which are:
threat of new entry, intensity of rivalry among existing firms, pressure from substitute products,
bargaining power of buyers, and bargaining power of suppliers. Richard Randall

Business Strategy Of Nandos
Section 1: Strategy and Sustainability: The Expression of Organizational Values and Vision
Introduction For this Business Strategy Report, I have selected a restaurant chain named Nando's. It
was established in 1987 by two friends, Fernando Duarte and Robert Brozin (Nando's.com, 2017).
Although being a South African brand it has Portuguese influence and the restaurant chain depicts
these designs. Nando's specialty is flame–grilled chicken spiced with their unique selection of
marinade sauces and spices ranging from mild to extra hot and for those individuals not into the
hot stuff, there's a lemon and herb option. It also has other selected food options to choose from in
their attractive menu. Its niche market is working middle class male and female customers who
enjoy spicy food and casual dining. It also caters for kids and families. Analysis of Nando's For a
business to be successful and have a competitive advantage, it is important to evaluate the company's
resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive
assets owned (tangible or intangible) whereas capabilities are what the company can do with this
(Grant, 2010). "Establishing competitive...show more content...
Nandos Vision is "to take the world's best tasting chicken to the world" (cite here....) Authenticated
by its current presence in 30 countries and about a 1000 outlets globally (Nando's.com, 2017).
Supporting its mission and vision is its core values which are "passion, pride, integrity, courage and
family" (Omarjee,

might suggest that the best way in which to gain knowledge on a candidate is through reference
checking with previous employers.
As stated in the literature review, social media is considered more exponential than the traditional
one (Cover, 2004). This exponential change seems to have escalated to the point where almost all
recruiting is done online, with some opinion that even job sites will diminish in upcoming years.
Leader–Chivee and Cowan (2008) reported that this has changed the face of industry alongside the
face of social networking in general, while interviewees also had recommendations for improvement
of social networking for business practices. In the minds of the experts, making an online solution
that is not limited to the features of sites such as LinkedIn or Facebook is the best option....show
more content...
Meanwhile, the research objectives were to: i) assess the effectiveness of social media use in
recruitment, ii) examine trends in using the technology, iii) examining the role of social media in
job–hunting from the job–seekers position and iv) provide recommendations for improving practice
or gaining more knowledge through additional research efforts; here it is evident that the first four
were met, while the fifth is addressed through the following

Btec Core Competencies
The skills which I have gained in my BTEC National Diploma are transferrable and can be put
into practise during my degree. I have developed team working skills which are essential when
working with tasks and presentations. I have also gained report writing skills as within my course
I will be required towrite reports and extended essays. I have become an organised individual who
pays attention to detail and can manage my time according to prioritised tasks. These are all
attributes which I believe will support me as a strong and independent learner.

My Fall Score Analysis
For me personally, I have never reflected on my STAR Reader results as I have this year. I seemed
to be more consistent than in the past and because of this I can give an accurate explanation for
my scores. My fall score was an 11.4 which I was happy with, but I was not necessarily too
surprised. I really wanted to see if I could show some improvement next time I took it or at least
not show a loss in comprehension like in previous years. My winter score was an 11.8 which, to
my satisfaction, was higher than my previous score. My spring score was where I really made
some reflection. Upon getting the same exact score as in the winter (an 11.8), I thought about why I
may not have improved but earlier I had. At first is was difficult to see a...show more content...
As someone who wants to become a doctor, reading comprehension, writing, and grammar are
extremely crucial. Every year I want to increase my vocabulary (especially in the scientific field),
improve my grammar, and be able to apply themes in books to real life situations easily.
Improvement of my skills will increase with the continuation of being an avid learner, but focus on
improvement during my own time is a must for noticeable short term improvement. I think that
"Duolingo" will help with my improvement in grammar. This is because I noticed rapid
improvement in grammar upon greater comprehension of latin–based languages. Duolingo will be a
great way to improve my French, while also improving my english grammar. I think "Free Rice" is
a good website for improving my vocabulary because not only does it have levels allowing for a
wide range of comprehension and availability for improvement, but it gives a motivation to continue
learning in that they donate rice for each question you get right. I think that "Upworthy" is a good
tool for increasing my real world application. Using this site, I can learn about important matters
and as I improve my reading comprehension, I hopefully will be able to apply themes to these
matters and gain a new point of view. Using these resources is important not only because many
students lose much of

Is Nordstrom Core Competencies
(P1.1) In formulating a business strategy, it is a crucial factor to determine what the organization's
mission, vision, objectives and core competencies are because it sets an idea on what the
organization should do and what purpose do they have in the industry to contribute to their
customers. It also helps what markets should they target and what action should they plan to have a
competitive advantage. The mission of Nordstrom is to provide outstanding service every day, one
customer at a time by offering the customer the best possible selection, quality and value. And their
vision is to serve their customers better, to always be relevant in their lives and to form lifelong
relationships and while serving their customer face–to–face is the foundation of how they've
historically served them. Today, customers seek their...show more content...
Nordstrom has its objectives in developing their organization which are to increase frequency of
visits and leverage new fashion lines, appeal to the socialization needs of suburb, and draw more
social–oriented traffic. The core competency of an organization shows what makes them unique in
order to have an advantage in competing with competitors in the same industry. Nordstrom's core
competency is rooted in its strategy providing superlative customer service. Nordstrom values their
employees as their most valuable asset or capital in the organization. The competitive advantage of
Nordstrom is that they have extraordinary services, high wages, promotion possibilities, product
availability, their image, customer loyalty, and patronizing sales in which source is superior
customer service. Their current competitive strategy is broad differentiation strategy where
Nordstrom seeks to differentiate their product or offering from competitor in ways that will appeal
to a broad range of

V.R.I.O. Analysis
A FRAMEWORK FOR ANALYSIS : VRIO
В•Resource–based analysis of the firm determines which resources and capabilities result in which
strengths or weaknesses
В•Strategies are to be implemented which exploit (or build) strengths and avoid (or eliminate)
weaknesses
В•What constitutes a strength or weakness is partially a function of the external environment
В•Framework for analysis: VRIO – resources and capabilities should be o Valuable o Rare o
Inimitable o Organization can effectively exploit them
VALUE of resources and capabilities
В•A VALUABLE resource or capability (or a combination thereof) must o Contribute to fulfillment
of customer 's needs o At a price the consumer is willing to pay, which is determined by
...show more content...
Rare? Costly to Imitate ?Exploitable by the Organization?Competitive implicationsEconomic
performanceStrengths or Weaknesses
No––NoCompetitive DisadvantageBelow normalWeakness
YesNo– toCompetitive ParityNormalStrength
YesYesNoTemporary competitive advantageAbove normalStrength and distinctive competence
YesYesYesYesSustained competitive advantageAbove normalStrength and sustainable distinctive
competence
Source : Barney, 1997, Tables 5.2 and 5.3, p.163.
Threats to sustainability
В•Imitation or substitution
В•Market entry
В•Powerful buyers and suppliers
В•Unpredictable changes in external environment
В•Factors beyond a firm 's control (bad luck)
Limitations of the RBV
В•Presented as static concept – however, many firms need to be able to cope with turbulent
environments
В•Suggests that managers may have limited ability to create sustained competitive advantages
(empirical support by "perpetually failing firms" – firms that consistently earn normal or
below–normal returns
В•Difficult to test empirically – data problem (at the level of the unit of analysis, Le., resources and
capabilities)
В•What is the appropriate level of analysis? How deeply does one have to look?
Principles of capabilities–based competition
Goal : Build difficult–to–imitate organizational capabilities that distinguish a company from its
competitors
Principles

Amana Takaful Core Competencies
Doyle & Stern (2006) explains that a competitive advantage needs to be meticulously crafted over a
period of time by channeling the organizations resources and selecting carefully crafted marketing
strategies. Figure 1.1.1 illustrates the organizational resources of Amana Takaful as derived from
the strategic audit (Appendix 1) which can enable the company to outperform its competitors and
earn the share of hearts, minds, markets and higher than average profits. Figure 1.1.1 Resources of
Amana Takaful These resources generally show and direct the company of how and what to use, in
order to create value and earn returns above average by methodically leveraging their resources,
core competencies and capabilities to take advantages of the opportunities arising in the external
environment. The role of the firm's resources is to provide a foundation for...show more content...
It may often seem too easy to think of a whole list of things that a company could do well, however;
the 2 authors go on two give 3 ways of identifying core competencies as mentioned below. Relevance:
ability to significantly add value to the customers Difficulty to imitate: difficulty to imitate and build
upon sustainable advantage Accessibility to wide range of markets: should be able to open up to a
few potential markets Asset ValuableRareInimitableNon SubstitutableImplications for
competitiveness Takaful Excellence for 17 yearsYesYesYesYesSustain CA Skilled employees with
specialist competencies YesYesYesYesSustain CA Sales and channel
effectivenessYesNoNoNoCompetitive parity Marketing capability ( shariah complaint)
YesYesYesNoSustainable

Organization's Core Competencies
Vision, and Values
"FPS is the model law enforcement and critical infrastructure protection organization for the Nation's
homeland security enterprise, protecting people and Federal facilities, sharing intelligence and threat
information, ensuring that Federal facility security investments are based upon risk, and measuring
and reporting on outcomes", (U.S. Department of Homeland Security, 2015, p.12)
What are your organization's core competencies, and what is their relationship to your mission?
Customer Service: Enhance customer relations by effectively addressing security concerns with
increased response times insuring that services rendered are effective and efficient for mitigating
vulnerabilities.
Representing the agency? Develop

The Blue Nile Strategy: Global Marketing Strategy
3.1 Blue Nile Strategy Blue Nile's strategy is designed to increase their brand recognition through
their product and sales, and invest to expand their operation internationally. Besides that, Blue Nile
do offer lower price for their product where employ efficient of their supply chain to decrease their
overhead cost while maintain its equity quality to produce more customer traffic and to promote
repeat purchase which target current customer than create new customers. Besides that, Blue Nile
has also provide well educate information about diamond and rich information online shopping
experience for new customer to increase consumer knowledge to increase their internet traffic too.
3.2 Generic Competitive Strategies use by Blue Nile Generic...show more content...
This strategy make Blue Nile manage well in inventory management and merchandising which
allows Blue Nile to cut off those diamond prices in order to boost their sales which lead them
success.
3.2.2 Focus Strategy Blue Nile has applied focus strategy as one of the generic competitive strategy
which target on specific customer to satisfy their needs in niche market. Although Blue Nile able to
offer low price of diamond, but they believe that still not everybody could able to purchase diamond
or gems, so they rather focusing expand in niche market but not in differentiate market which they
believe could bring them more profit with effective less advertisement and operating cost.
3.2.3 Differentiation Strategy Blue Nile able to form a good relationship with suppliers and they
could obtain offer from those suppliers who just provide to them of some unique jewellery or gems
where customer cannot purchase or order it from other their competitors. Blue Nile also provide
various of contact method to let consumer could contact them through various of ways which can
found on their website which include, email, phone and live chat which Blue Nile has provide
professional training to their staff which is unique compare to other

A Guide to Case Analysis
I keep six honest serving men (They taught me all I knew); Their names are What and Why and
When; And How and Where and Who. Rudyard Kipling
2
STRATEGY: Core Concepts and Analytical Approaches
I
n most courses in strategic management, students use cases about actual companies to practice
strategic analysis and to gain some experience in the tasks of crafting and implementing strategy. A
case sets forth, in a factual manner, the events and organizational circumstances surrounding a
particular managerial situation. It puts readers at the scene of the action and familiarizes them with
all the relevant circumstances. A case on strategic management can concern a whole industry, a
single organization, or some part...show more content...
Usually, case discussions produce good arguments for more than one course of action. Differences of
opinion nearly always exist. Thus, should a class discussion conclude without a strong, unambiguous
consensus on what do to, don't grumble too much when you are not told what the answer is or what
the company actually did. Just remember that in the business world answers don't come in
conclusive black–and–white terms. There are nearly always several feasible courses of action and
approaches, each of which may work out satisfactorily. Moreover, in the business world, when
one elects a particular course of action, there is no peeking at the back of a book to see if you
have chosen the best thing to do and no one to turn to for a provably correct answer. The best test of
whether management action is "right' or "wrong" is results. If the results of an action turn out to be
"good," the decision to take it may be presumed "right." If not, then the action chosen was "wrong" in
the sense that it didn't work out Hence, the important thing for you to understand about analyzing
cases is that the managerial exercise of identifying, diagnosing, and recommending is aimed at
building your skills of business judgment. Discovering what the company actually did is no more
than frosting on the cake–the actions that company managers actually took may or may not be

3.1.3Firm Capabilities
A firm possesses two different kinds of capabilities, the so called ordinary capabilities and the
dynamic capabilities. They are quite distinct in theory and in practice:
The ordinary capabilities of a firm refer to its ability to use and coordinate tangible and intangible
resources with the aim to reach a desired goal (Teece, 2014).
The dynamic capabilities of a firm refer to its ability to build upon existing capabilities and at the
same time to develop new capabilities (Teece, 2014).
The basic distinctions are outlined in Table 3 below from a practical point of view: Ordinary
CapabilitiesDynamic Capabilities
PurposeTechnical efficiencyCongruence with opportunities
Mode of attainabilityBuy or buildBuild
Tripartite schemaOperate, administrate, governSense, seize, transform
Key routinesBest practicesSignature processes
Managerial emphasisCost controlEntrepreneurial leadership
PriorityDoing things rightDoing the right things
ImitabilityRelatively imitableInimitable
ResultEfficiencyInnovation
Table 3: Some Differences between Ordinary and Dynamic Capabilities (Teece, 2014)
Ordinary capabilities are focused on the allocation of...show more content...
Sustained competitive success requires continuous sensing, seizing, and transforming in order to
overcome the challenges that changing customers, competitors and technologies brings (Teece,
2014). Such changes in the environment of the company usually occur over time. This means that
while making the transition companies in such industries have to maintain certain former core
competencies while building up new ones. The core competencies are defined as a combination of
tangible and intangible resources and skill which distinguishes the company from other market
players. The concept of core competencies foresees that

Blue Ocean Strategy Tools Analysis
Real–world Business Analysis:
Blue Ocean Strategy Tools Analysis Paper
MMBA–6570 Business Strategy for a Competitive Advantage
Dr. Schulz
Stephenie Wegmann
April 15, 2013
Introduction
The purpose of the blue ocean strategy is to focus on making the business itself better without
focusing on the competition. Kim and Mauborgne (2005) state that "blue ocean strategy challenges
companies to break out of the red ocean of bloody competition by creating uncontested market space
that makes the competition irrelevant" (p. x). There are several analytical tools that have been
created to challenge companies to become part of the blue ocean.
Reconstructing market boundaries to break from the competition is the first principle of the blue
...show more content...
Companies have to apply the six paths framework to their current business strategy. They must
systematically look across these concepts by considering alternative industries, strategic groups,
buyer groups, complementary and product service offerings, functional–emotional orientation of an
industry and time (Kim & Mauborgne, 2005). While taking this systematic approach,
companies can focus on the four actions framework to determine the aspects that can be eliminated,
reduced, raised or created. Companies can also integrate the strategy canvas and target noncustomers
by creating products that sets them apart from competitors and brings them to be recognized as
alternatives versus substitutes.
In order to build blue oceans, it is crucial for companies to get the strategic sequence right.
According to Kim & Mauborgne (2005), "companies need to build their blue ocean strategy in
the sequence of buyer utility, price, cost, and adoption" (p. 117). The starting point is to determine if
the company has an exceptional utility; second, the company needs to set a strategic price that the
customer can afford; third, the company must set a cost to still earn a profit; lastly, the company
must address adoption hurdles (Kim & Mauborgne, 2005). These four factors of the blue ocean
strategy can assist in attracting the mass of the target buyer.
Testing for exceptional utility can be done with

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