Finding uncontested markets for European fruit and vegetables through applying the Blue Ocean Strategy

Abstract

PurposeThe purpose of this paper is to discover an uncontested market space in the European fruit and vegetables industry (EFVI), and thereby assess the ex‐ante applicability of the Blue Ocean Strategy of Kim and Mauborgne.Design/methodology/approachThe search for an untapped market space made it necessary to first configure the logic of the Blue Ocean Strategy, which the authors coined the BOS‐framework. Next, the application to the EFVI required a two‐stage research strategy, namely desk research with six case studies, and a large survey.FindingsThe findings confirm that the Blue Ocean Strategy‐framework enables one to identify ex ante an untapped market space, characterized by the combination of sweeties' attributes with fresh fruit. The revolutionary untapped market space which the authors arrived at is “Youngfruit”, targeted at the new buyer group children and teenagers.Originality/valueThe research provides important insights in future key success factors to set oneself apart from competitors and change the rules of the game in the very competitive EFVI. Furthermore, this paper is (one of) the first to assess empirically the qualities and limitations of the Blue Ocean Strategy.

Kajian Penerapan Blue Ocean Strategy Pada Pembiayaan Sindikasi Skim Musyarakah Mutanaqishah

“…al., 2014). Penentuan competing factors disepakati jika hasil wawancara mendalam kepada partisipan diperoleh hasil jawaban yang sama atas mayoritas partisipan (Wubben et. al, 2012).…”

“…Tahap berikutnya yaitu memenuhi rangkaian syarat untuk menentukan ide blue ocean strategy agar layak secara komersial, yang terdiri dari manfaat untuk pembeli, harga, biaya dan adopsi. Jika telah memenuhi keempat aspek tersebut, maka ide blue ocean strategy layak secara komersial dan dapat diterima oleh pasar (Wubben et. al, 2012).…”

“…Penentuan faktor-faktor yang harus dihilangkan (eliminate), dikurangi (reduce), ditingkatkan (raise) dan diciptakan (create) tersebut didapatkan dengan in-depth interview kepada partisipan. Faktor-faktor tersebut ditetapkan jika hasil in-depth interview kepada partisipan diperoleh hasil jawaban yang sama atas mayoritas partisipan (Wubben et. al., 2012).…”

Strategic orientation of Croatian companies: Blue or red oceans?

“…Ovaj revolucionaran i sustavnim pristupom vođen pogled na konkurenciju i tržišta u kratko je vrijeme izazvao veliki interes među znanstvenicima i poslovnim ljudima (npr. Druehl & Schmidt, 2008;Kim, Hoon Yang & Kim, 2008;Burke et al, 2009;Sheenan & Vaidyanathan, 2009;Emiel, Düsseldorf & Batterink, 2012;Todd, 2016;Mebert & Lowe, 2017). Ovaj rad nastoji pridonijeti boljem razumijevanju strategije plavoga oceana, te empirijski ispitati stratešku orijentaciju hrvatskih poduzeća, odnosno jesu li istraživana poduzeća sklonija plavim ili crvenim oceanima.…”

Think Tank—Beyond the Five Forces Model and Blue Ocean Strategy: An Integrative Perspective From Sun Zi Bingfa

“…Leather () argued that innovation resulting from new ways to create, deliver, and capture value is the way to grow—the essence of blue ocean strategy. Other scholars have also recorded evidence of the successful use of the blue ocean strategy to identify new markets and products to compete in various settings (for example, Becker, ; Dusseldorf & Wubben, ; Rawabdeh, Raqab, Al‐Nimri, & Haddadine, ; Sharma, Seth, & Niyazi, ; Wubben, Dusseldorf, & Batterink, ).…”