How Blue Ocean Strategy helps innovate social inclusion.

Abstract

This article aims to explore the techniques and features of the Blue Oceans Strategy and provide insights into the applicability of this famous approach. The paper analyzes the concept of the Blue Ocean strategy, its origins and development, the relation of the Blue Ocean's metaphor to innovation, the relation between the Blue Ocean and the Red Ocean strategy, the Blue Ocean strategy, social entrepreneurship, and social inclusion. The article examines examples of the application of the Blue Ocean Strategy in Lithuania and abroad. The scientific discussion on the issue of the Blue Ocean strategy (further -BOS) covers certain benefits present in each manifestation of the examined strategy. For instance, "value innovation" is one of the topics that has developed rapidly over the last two decades. The "value creation" (or "innovation") aims to create new demand through transforming user experience by offering 'scalable personalization' and using ubiquitous smart technologies to turn traditional products into interactive, information-rich inclusion platforms. Therefore, the Blue Ocean strategy presents a systematic approach to making the competition irrelevant. It outlines the principles and tools that any organization can use to create and capture its undiscovered blue oceans. The scope for defining entrepreneurship is broad and results in many definitions. The discussion turns around the concept of entrepreneurship, and the article's authors also engage themselves in the questions of whether and how to confirm the inter-relation of the BOS and entrepreneurial activities. The authors attempt to prove the principle of the Blue Ocean strategy to be perfectly adaptable to non-profit companies. A case study of the arts agency "Artscape" is provided, and the conclusions are drawn from this part. The authors claim that the theory of the Blue Ocean strategy is still relevant and motivating for the current companies, regardless of their legal statusbudgetary or NGO.

Analysis of Blue Ocean Strategies on the Performance of Roofing Sheet Manufacturers in Kenya

“…Furthermore, the Blue Ocean theory's competitor elimination strategy is instrumental in crafting a market that is formidable and challenging for potential competitors to breach (Išoraitė & Alperytė, 2022). This strategy, as outlined in the literature, entails strategic brand positioning, a commitment to continuous product innovation, and the deliberate placement of products within the market landscape.…”

“…Customer acquisition strategy seeks to use target marketing, rewarded referrals, and in-time responses to inquiries to acquire new customers and convert non-customers by creating new demand (Alam & Islam, 2017). Earlier research conducted by Kadam (2023); Goodarz & Samin (2022); Išoraitė & Alperytė (2022) suggests that customer acquisition strategies can provide companies with insights into non-customers and enable them to tap into latent demand, thereby creating real demand. However, these studies were done in different context and scopes, far off the roofing sheet manufacturing industry.…”

Crisis and Resilient Response

“…There can be infinite reasons for it, both on the global level, e.g. war, global crises, global warming, pandemics (Išoraitė & Alperytė, 2023;Beshir, 2022;Somogyi & Nagy, 2022;Župerkienė et al, 2021;Bilczak, 2021;Buzzanca, Conigliani & Costantini, 2023 ) or on the personal level, e.g., illness, separation, death, loss of sense of security due to loss of job (Jankelová et al, 2021;Ighoshemu & Ogidiagba, 2022;Rak et al, 2022).…”

Exploring Digital Entrepreneurship and the Development of Entrepreneurial Skills in General Studies Students

“…In relation to creativity, Išoraitė & Alperytė (2023) concluded that it is an inherent ability of human beings that allows them to see a phenomenon in a different way and to solve problematic situations. Also, De Caleya Dalmau, (2023) concluded that being creative emerges when the team uses its knowledge, experience, skills, and abilities to highlight a problem, communicate and work collaboratively.…”

“…Creativity is also considered an ability to observe an event and identify a need to generate a solution. (Išoraitė & Alperytė, 2023). However, Nguyen et al (2021) state that although creativity is an important characteristic of the entrepreneur because it leads him/her to be more innovative, it is often not directly related to entrepreneurial intention.…”