Blue Ocean, Red Ocean 2600-MSz2BOROen
The aim of this course is to familiarize students with the essential differences between blue and red ocean strategies and then mobilize students to apply this distinction to Chinese business expansion abroad, from Eurasia to Europe, Africa, North and South America by state-owned enterprises under direct supervision The Central Committee (yangqi), state-owned enterprises supervised at the provincial or local level (guoqi), and the small and medium-sized enterprise sector (SME sector). The United States regularly conducts entrepreneurial activities at home and abroad, as do Chinese companies; for this reason, it is impossible place a one size fits all blue or red ocean strategy label solely in a geographic, political or industrial context.
Blue and red ocean strategies were first highlighted in a Harvard Business Review article by W. Chen Kim and Renée Mauborgne (2004). In this article, red ocean strategies are presented as competing in the existing market to beat competitors, exploiting existing demand by focusing on existing customers, balancing production costs with product value, and directing the entire company system and activity towards the need to choose between differentiation or low cost products. Contrary to the red ocean strategy, the blue ocean strategy is presented as companies creating a free and undeveloped market space by focusing on new customers (making competition irrelevant). to create and win new demand, and to break the cycle of choice between production costs and product value by directing the entire system of the company and its activities towards achieving product differentiation and low cost (Kim & Mauborgne, 2004, 2015). In other words, following the red ocean strategy requires a company to enter the territory of another company with the intention of taking part of the market share by producing similar products and selling them at a lower price than the competition, or by producing substitutes for existing products that differ in modernity, speed, weight or materials suitable for processing. On the other hand, the blue ocean strategy inspires the company to define its own territory by going "where no human has gone before", as aboard the USS Enterprise in the Star Trek movies and series. Over the past few decades, Chinese companies have successfully introduced the blue ocean strategy by entering the international market. This strategy seems to be the overarching goal of China's One Belt One Road (OBOR) strategic economic project that aims to expand the network linking China, South Asia, Eastern, Central and Western Europe.
Following the red ocean strategy, regardless of the industry, the company must try to enter the territory of another company in order to take a part of the market share by producing similar products and selling them at a lower price than the competition or producing substitutes for existing products that differ in modernity, speed, weight or recyclable materials. On the other hand, the blue ocean strategy inspires the company to define its own territory by going "where no man has gone before" as aboard the USS Enterprise in the "Star Trek" movies and series. Over the past few decades, Chinese companies entering the international market have implemented the blue ocean strategy, consisting of the following important publications. In this way, China tried to maintain a positive foreign economic policy and avoid confrontation with existing markets, while creating new markets for itself. Probably soon companies from other countries will be able to compete with China, but by then China will move to other "blue oceans". In this course we will look at economic sectors in which China is leading with little or no competition: "clean," "green," and "new" technologies such as solar power generation.
Red Ocean Strategy and Blue Ocean Strategy
Compete in your existing market space. Create an undeveloped market space.
Beat your competitors. Make competitors irrelevant.
Take advantage of the existing demand. Create and maintain a demand.
Create a compromise between value and price. Break the tradeoff between value and price.
Direct the company's system and its activities towards the need to choose between product differentiation and low cost. Drive the company's system and activities towards achieving product differentiation and low cost.
Kim and Mauborgne undoubtedly identify red and blue ocean strategies as involving private sector enterprises in many industries. However, China's foreign economic policy encompasses a group of state-owned companies, collectively known as State Enterprise (PP), and their entry into the international market may be seen as following the blueprint and red ocean strategy models. 112 state-owned enterprises known as yangqi are under the supervision of the Central Committee of the Communist Party of China. They are the recipients of President Xi Jinping's recent reforms. Many other SOEs are known as guoqi, but in both cases they operate nationally and internationally, either on their own behalf or through intermediaries (Cendrowski, 2015; Leutert, 2015; Liu, 2015).
Type of course
Mode
Learning outcomes
Upon successful completion of this course, the student should be able to:
1. Highlight "blue" from "red" ocean strategies and recognize the same distinction in practice in any industry or territory.
2. Understand and be able to explain the difference between a "differentiate" strategy and a "cheap" supplier strategy.
3. Identify the business goals of each country as it undertakes to do business in a foreign territory and distinguish between "Blue" and "Red" ocean strategies in this regard.
4. Recognizing the likelihood that companies from China or any country, including the United States, may start operating overseas using a "blue" offshore strategy, and then actively or reactively change the "red" offshore strategy as competition emerges become more intense or transforms its character.
5. Explain and explain some reasons why a Chinese state-owned enterprise (SOE) may be more likely than a Chinese small and medium-sized enterprise (SME) to enter a foreign market, including the US, following the ocean's "blue" strategy and then silently turn his business plan into a "red" naval strategy.
6. Explain and explain some reasons why Chinese small and medium-sized enterprises may be more inclined to enter the foreign market, including the US one, in line with the "Red" strategy.
7. Explain why China's Foreign Direct Investment (FDI) may be well suited to ocean "blue" strategies, especially in "clean", "green" or "new" technology industries.
8. Draw the correlations between the "blue" ocean strategies and Chinese state subsidies, then link the strategies and subsidies to World Trade Organization (WTO) regulations, disputes and mutual disputes between China and the United States.
9. Propose more effective, efficient WTO dispute prevention and settlement methods, and the role of "blue" ocean strategies should be possible.
10. Identify an additional "color" to add to "ocean" strategies, involving business carried out between or between nations, meaning strategies that go beyond "red" or "blue".
11. Explain the laws that countries can impose to influence "blue" or "red" marine strategies.
12. Discuss the factors that may induce China or the United States to adopt "blue" as opposed to "red" ocean strategies, or that may cause them to change their strategy.
Assessment criteria
Term Paper 50% due at end of Course. Uploaded PowerPoint Presentation due on week to be selected by student in consultation with Instructor.
Bibliography
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Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: