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In this week’s reflection I’d like to focus on: ‘blue ocean strategy’ by applying four steps of reflection process which was presented by Daudelin (1996): a) articulation of problem; b) analysation; c) application of theories and d) explication of solutions.

What really is the ‘blue ocean strategy’?

In week 4’s reflective journal I’ve mentioned what Kim and Mauborgne (2004) suggested, the “blue ocean strategy” includes ‘development of the market and protection of own competitiveness to potential rivals, and focus on creating customer value and lower the company costs at the same time.’ I didn’t take this very serious, but I’ve realised that because we haven’t utilised this strategy well, so we’ve lost a lot of advantages regarding this strategy.

Thus, I want to reflect the problem relates to the implementation of  the 'blue ocean strategy.'

a) In the last few rollovers, I’m always having a perception of the current market, which is a ‘saturated market’. It means I think the market doesn’t really have space for 'blue ocean'. b) I think the reason is what I’ve recognised from the beginning about the ‘blue ocean’ is wrong: space which has no competitions. Because I’ve framed in the circumstances that every market segment is having 4 to 5 companies competing already. I think there is no place to create ‘blue ocean’ and the boundary to enter a new segment is heavy. c) However, to deeply understand what Kim and Mauborgne suggested as ‘blue ocean,’ it is necessary to truly understand the example of Cirque which they’ve used in the article. Also, from other examples, nearly half of the ‘blue ocean’ company are created by incumbent company, and one key component for ‘blue ocean strategy’ is to create and capture new demand, by the meantime pursuit differentiation and low cost. (Kim & Mauborgne, 2004, p79) d) In terms of the MBs simulation, my definition of ‘blue ocean’ was a new market. However, after launching more bikes in the same market, I come to understand the other type of ‘blue ocean’ is to transfer existing costs with higher demand, in other words, utilise current company value to create and attract more customer. By differentiating the same type of product, there are more choices and opportunities to create more customer value. Although it is a bit late to implement ‘blue ocean strategy’, I think we will make sure to optimise this theory in the last few rollovers.

Daudelin, M. W. (1996). Learning from Experience Through Reflection. Organizational Dynamics24(3), 36–48.

Kim, W. C., & Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Review82(10), 76–84. Retrieved from


  1. Hey Lin,

    Good effort on finding an issue that you've faced in terms of the readings but potentially relating your problem as an individual back to your teams success or failure within the simulation would help the structure and usefulness of the journal and its reflection. Also, expanding on the problem and how it has effected your success within the team or something along the lines of that, would help when trying to visualise why this problem is adversely affecting your success. You've more or less just explained the reading and your struggles with understanding the reading in terms of the simulation. In future, I would try to relate the problem to more something based around the simulation.

    Overall, this was a good journal and i hope you implement the blue ocean strategy well and your team does brilliant!

  2. Hey Lin, 

    First of all, you talk about it at the beginning to make it easy for readers to keep up with your logic and know the key points you are discussing. Secondly, I can see your efforts to think about the blue ocean strategy and try to apply MBs. You said in this journal that there is an understanding error in the Blue Ocean strategy, but is it correct to pass some new results? I feel that in the stage of our study, we should consider using theory as much as possible to use the resources around us, that is, teachers.

    In short, great summaries and reflections, I wish you good luck.