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Purpose: The banking sector took the initiative to improve it by releasing a new blockchain application. This innovative approach connects customers from various geographic locations and also gives them a sense of banks’ global presence. Competition is one of the most important market factors because consumer tastes, interests and demands constantly change, making it difficult to meet these problems.

Methodology: Blockchain develops a Blue Ocean Approach in this competitive climate by enticing numerous market segments and giving the financial industry a fresh perspective that benefits the potential consumer. This chapter illustrates how the Blue Ocean Approach can be unlocked by a disruptive technology called blockchain, which generates value innovation and renders the competition obsolete.

Findings: This paradigm shifts the emphasis away from the present competition and generates value and demand for the product. The researcher advises that the Blue Ocean Strategy in retail banking, which uses blockchain technology, works very well since it eliminates cut-throat competition and favours costs, operations, and meeting financial targets on time.

Practical Implications: The study focuses on the bank’s real-world application of the Blue Ocean Strategy and the discovery of sustainable marketing strategies that will aid in their pursuit of innovation. It also highlights the elements introduced in the banking industry to support innovation and the development of long-lasting markets.

COVID-19 is a pandemic that is a black swan event that has disrupted the economic activities in the whole world. Organization for Islamic Cooperation (OIC) is the second largest international organization that unites Muslims to collectively protect their interest by having a global platform to voice out their concerns. This is an exploratory research of which the objective is to understand the implication of this pandemic on OIC countries to suggest ways in which pandemic related economic challenges facing these countries could be resolved. This research identifies four key economic challenges faced by the OIC countries: challenges in adapting to new normal in in re-starting the economic activities; issues in formulating effective plans for economic recovery; increase in poverty, unemployment and inequality in societies; and disruption to global economy chains. To overcome these economic challenges identified, fives recommendations are proposed via which OIC could play the leading role in ensuring that OIC countries could leverage each other to rebound the respective economies in the shortest possible time. The recommendations proposed are made not to gain short term benefits; but they are proposed considering the long-term benefits it will give to the economies of member countries of OIC. The recommendations proposed are: creating a fintech ecosystem for financial services and introducing OIC electronic commerce market; formulating strategies to implement shared prosperity via effective implementation of Islamic social finance; adopting Blue Ocean Strategy; promoting Islamic economic principles; and implementing circular economy concept. It is anticipated that through this research the economic challenges faced by Muslim countries due to the pandemic can be understood and the recommendations proposed could be utilized by the government and policymakers of the respective countries to resolve the challenges identified.

The chapter presents a mechanism of innovational development of cluster of the hospitality industry in the system of region's economic security, which formation takes place in the conditions of complex turbulent state of economy, which leads to crises of various scales and volumes. Cluster is treated as a platform that unifies efforts and partnership interactions between large, medium, and small business and synthesizes expectations of consumers on the basis of territorial concentration of readiness to care about a customer in the form of provision of the need: (1) selection and readiness of consumer to accept a specific complex service of the hospitality industry (with tourist service complexes); (2) movement (with transport complex); (3) accommodation (with hotel complex), (4) readiness for catering (with catering complex); (5) entertainment (with participation of complex of entertainment); (6) security (with security complex). The process of clustering leads to a new treatment of the notion of competition, development of capabilities to be a business partner, and finding advantages in generation of innovations together with intermediaries and neighbors.

The predominant view of positioning in both the literature and practice – a remarkably uni- or two-dimensional view – asks these questions: (1) What dimension should the product or service be positioned on, for example, unique styling, design, performance, and quality? (2) What category does the product or service compete in or belong to? So marketers therefore ask: Should the computer brand be positioned as reliable (Dell), or faster (Toshiba)? Research on economic value is well established in the pricing literature, especially in business-to-business pricing. Most of this literature focuses on differentiation value, that is, how to calculate the worth of the differential benefits a customer receives from using the firm's product versus the competitive substitute. But a much less studied area of this research deals with the price of the competitive reference product, or competitive frame of reference. Rarely do marketers extend positioning strategy to the level of economic value, asking: How is the product framed, and how valuable is the frame? The purpose of this chapter is to explore competitive frames of reference in business-to-business positioning. Specifically, what are alternative types of frames of reference? What is the role of the reference price in frames of reference? What are the implications of choosing one type of frame of reference versus another?