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W. Chan Kim and Renée Mauborgne, professors of strategy at INSEAD and co-directors of the INSEAD Blue Ocean Strategy Institute, introduced and defined the theory and practice of blue ocean strategy – a unique methodology for creating commercially relevant new market space – in 2005. Despite the widespread interest in the concept, many managers still aren’t clear how blue ocean strategy differs from disruption theory, niche marketing, customer-focused innovation and other pioneering practices.

To better understand how to use blue ocean strategy methodologies and tools, the interviewer asked the researchers to explain some of the underpinning concepts.

Blue ocean strategy is about being first to get the customer offering right by linking innovation to value.

A blue ocean strategist gains insights about reconstructing market boundaries not by looking at existing customers, but by exploring noncustomers.

Managers will learn how to use blue ocean strategy to break the value-cost trade off, thereby opening up new market space.

To study blue ocean strategy (value innovation management), which not only reframes the strategic challenge – from competing to making the competition irrelevant – but also provides a series of tools and frameworks to act on this insight in a way that maximizes the opportunity and minimizes the risk.

This interview with Professors W. Chan Kim and Renée Mauborgne considers the concept of value innovation management and examines the ideas and tools they developed in their book Blue Ocean Strategy (Harvard Business School Press, 2005), the product of a successful twenty‐year research and consultancy partnership.

Blue ocean strategy is applicable across all types of industries from typical consumer product goods to b2b. It offers an alternative approach to the existing strategic planning process, one that is based not on preparing a spreadsheet document but on drawing a strategy canvas.

The interview gives professors Kim and Mauborgne an opportunity to summarize many of their recent research findings.

As blue ocean strategy represents a significant departure from the status quo, managers typically face four hurdles to execution: first, cognitive: waking employees up to the need for a strategic shift; second, limited resources: the greater the shift in strategy, the greater the resources needed to execute it; third, motivation: inspire key players to move fast and tenaciously to carry out a break from the status quo; and fourth, organizational politics. Leaders must identify and effectively deal with internal opponents to change.

Provides a unique overview of value innovation management, its principles, tools, and techniques.

To present a holistic picture of the three paths to new market creation, what leads to one form of market creation over another, and how each path triggers a different balance between disruptive and nondisruptive growth.

The authors present “A Growth Model of Market-Creating Innovation Strategy” based on their three decades long research journey from blue ocean strategy to what Kim and Mauborgne have come to call “nondisruptive creation,” creation without destruction or disruption.

The authors’ found that what triggers one type of market-creating innovation over another comes down to the type of problem or opportunity an organization sets out to address. Offering a breakthrough solution to an industry’s existing problem is the path to disruptive creation and disruptive growth. Identifying and solving a brand-new problem or seizing a brand-new opportunity outside existing industry boundaries sets you on the path to “nondisruptive creation” and nondisruptive growth. Between these two ends of the market-innovation spectrum is redefining an existing industry problem and then solving the redefined problem. This is the essence of blue ocean strategy, which generates a more balanced blend of disruptive and nondisruptive growth.

Leaders can be more intentional and move beyond chance to consciously direct their efforts to the type of market innovation they choose to nurture, and deliberately put their resources behind it. Leaders learn the path to nondisruptive creation where their current business is not disrupted by the initiative and where economic growth and social good are not trade-offs.

The article offers a unique overview of the three dominant paths to market-creating innovation – disruption, blue ocean strategy, and nondisruptive creation – and their different impacts on growth.

The purpose of this paper is to examine the effects of inhibiting, motivating, and technological factors on users’ intention to participate in the sharing economy.

A self-reported online survey was conducted among Uber users in Hong Kong. A total of 295 valid responses were collected. The research model was empirically tested using the structural equation modeling technique.

The results suggested that perceived risks, perceived benefits, trust in the platform, and perceived platform qualities were significant predictors of users’ intention to participate in Uber.

This study bridged the research gaps in the sharing economy literature by examining the effects of perceived risks, perceived benefits, and trust in the platform on users’ intention to participate in the sharing economy. Moreover, this study enriched the extended valence framework by incorporating perceived platform qualities into the research model, responding to the calls for the inclusion of technological variables in information systems research.

The findings provided practitioners with insights into enhancing users’ intention to participate in the sharing economy.

This study presented one of the first attempts to systematically examine the effects of inhibiting, motivating, and technological factors on users’ intention to participate in the sharing economy.

This masterclass examines the blue ocean value innovation process, how it works in practice and how it has evolved since the publication of Blue Ocean Strategy (2005) by W. Chan Kim and Renee Mauborgne as explored in their new book their new book Blue Ocean Shift (2017).

The main focus is the value innovation methodology that underlies blue ocean strategy.

Blue ocean strategy is a process of value innovation that uncovers new aggregations of demand by redefining the offering category.

Blue ocean strategy tends to focus on value innovation that uncovers new aggregations of demand by redefining the category while disruptive innovation tends to concentrate on new demand-creation that expands the current served market.

Blue ocean strategy sets out to reconfigure value propositions in compelling new ways that can deliver a quantum leap beyond the current red ocean value-cost frontier through raising buyer value and lowering company costs simultaneously. The emphasis on both value and innovation is essential to the creation of new “blue ocean” market spaces.

This report on the Fifth Annual Conference of the Association of Strategic Planning (ASP), “Strategy in action: lessons from practice,” was held in Long Beach, California. This report covers the two keynote speakers plus highlights from a selection of the presentations (for more information see the ASP website: www.strategyplus.org). Purpose – The article summarizes the highlights of the Association for Strategic Planning's 2006 Annual Conference held on February 28, 2006 in Long Beach, California, one of the premier strategic‐planning conferences in the US. Design/methodology/approach – This is reportage on the annual ASP conference. Findings – The remarks of the two keynote speakers are summarized: W. Chan Kim's on “blue ocean strategy” that makes the competition irrelevant, and Milind Lele's remarks on situational monopolies that also, for a time, gets rid of competition. Both authors' remarks were based on recently published best selling books. In addition, of 40 other presentations offered in concurrent sessions, the article highlights a select few, enough to give a flavor of the conference theme of “Strategy in action – lessons from practice”. Practical implications – The actual conference (and this report) was targeted both to practitioners and strategic consultants eager to learn about the latest methods and pitfalls in doing strategic planning. Originality/value – Both audiences will benefit from reading this article principally by learning about the experiences, experiments, and successes of other companies' and consultants' efforts in actually doing strategic planning.

E-commerce live streaming is a new influencer advertising method that allows influencers to interact directly with consumers on e-commerce platforms. Although evidence suggests that influencer live-streaming advertisements (ads) on social media can increase consumers’ buying impulses, little research examined how this similar but new advertising method on e-commerce platforms may influence consumers’ urge to buy impulsively. This study explores the role of influencer credibility, celebrity effect, perceived entertainment, trust and perceived usefulness on consumers’ attitudes toward influencer ads and their urge to buy impulsively.

A questionnaire containing seven constructs was developed and distributed to participants using a convenient sample and snowball sampling approach. The constructs were measured based on validated measurement items from the literature and adjusted according to this study’s focus. A total of 236 valid responses were obtained from the survey and used for data analysis. A partial least squares structural equation modeling approach was employed for parameter estimation and model testing.

The empirical results show that all constructs influenced consumers’ urge to buy impulsively via attitude toward influencer ads. The proposed research model explains 61.7% of the variance in attitude toward influencer ads and 19.4% of the urge to buy impulsively.

This is an early study investigating the relationship between influencer advertising and impulse buying. The results provide valuable insights into improving the design of influencer ads and marketing strategies.

1. I-eIB model tests the mechanism of influencer ads on consumers’ buying impulse.

2. Consumers’ attitude towards influencer ads affects their urge to buy impulsively.

3. Influencer credibility affects consumer attitude via celebrity effect as a mediator.

4. Trust affects consumer attitude via perceived usefulness as a mediator.

5. Entertaining ads help develop favorable consumer attitude.

I-eIB model tests the mechanism of influencer ads on consumers’ buying impulse.

Consumers’ attitude towards influencer ads affects their urge to buy impulsively.

Influencer credibility affects consumer attitude via celebrity effect as a mediator.

Trust affects consumer attitude via perceived usefulness as a mediator.

Entertaining ads help develop favorable consumer attitude.

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.

As the market competition becomes increasingly intensive and the profit from traditional voice services margins gradually decline, 3G telecom operators must provide various value‐added services to enhance the ARPU (average revenue per user). The purpose of this paper is to recognize the factors infecting the adoption of 3G value‐added services.

The TAM (technology acceptance model) was used as the foundation to further understand consumer's behavioral intention to use 3G value‐added services. Structural equation modelling (SEM) was used to develop a conceptual model of customer adoption and nine important factors were proposed. The authors conducted a questionnaire investigation, using a large sample, in the Chinese 3G value‐added service market. SPSS and AMOS were applied to analyze the survey data.

The empirical findings are: security and social influence are two of the most important factors in 3G market; 3G value‐added services must be perceived as enjoyment and useful; using context should be friendly and compatible; and in a whole view, the influence from gender, ease of use and need for unique to adoption intention is not significant, but to separate as two models, the difference is huge – the female group considers more about price and usefulness, while the male group thinks about enjoyment and compatibility.

The sample of this study is limited at the range of empirical data; the development of 3G technology has not yet been perfected in China and this study fails to include all of the 3G value‐added services, some of which are still in the exploratory phase of development. At the same time, the cities in this study cannot be said to represent the present stage of the whole of China.

The paper develops a conceptual structural equation model on the area of 3G value‐added services in China. The findings in the paper would help 3G providers to improve their services.

Pro-poor innovations are innovations targeted at economically poor consumers. These innovations have the potential to improve consumer wellbeing. However, while take up of some such innovations has been rapid (e.g., mobile phones) take up of others has been slower (e.g., fuel efficient stoves). What explains why some pro-poor innovations fail and some succeed? While the literature on consumer innovation adoption in economically wealthy countries is vast, there is very little literature in the context of the “bottom-of-the-pyramid” (BoP) and subsistence marketplaces. This chapter aims to begin answering this question through a review of the extant literature in the area of consumer innovation adoption, which is integrated with literature in the area of consumption within subsistence marketplaces and the BoP. A conceptual model is proposed which outlines key parameters for marketers and managers. The chapter closes by outlining implications and a future research agenda.