An Introduction to Blue Ocean Strategy

Blue Ocean Strategy

Blue ocean strategy was coined by professors W. Chan Kim and Renée Mauborgne in their book “Blue Ocean Strategy: How to Create Uncontested Market Space and the Make Competition Irrelevant” (2005). Based on 15 years of research, the authors used 150 successful strategic moves spanning 120 years of business history and across 30 industries to bring the Blue Ocean Strategy theory to life. This strategy gives a new approach to the formation of new business strategies for all businesses. Blue ocean strategy is a way to make the competition irrelevant by creating a leap in value for both the company and its customers.

Blue ocean strategy is to defined, in red oceans, existing industries and businesses, an unknown market space that has never been tapped by any player in the current industry. In Red oceans, competition is severe; existing players try to outperform their rivals by using a “zero-sum game”; the market place is defined and exploited by all players; industry boundaries are defined and accepted by all players. Products become commodities, and cutthroat competition turns the Red Ocean bloody.  Hence, the term “red” oceans. Blue oceans are markets that have never been created. Therefore, competition is irrelevant; market potential is vast and has never been exploited by existing players. Like the “blue” ocean, it is untouched, vast and deep in terms of profitable growth.

Blue Ocean Strategy provides a systematic approach to break out of the Red Ocean of severe competition and make the competition irrelevant by reconstructing market boundaries to create a leap in value for both the company and its buyers. … Read the rest

Project Risk Management

Risk can be defined as uncertainty of outcome, whether positive opportunity or negative impact. Some amount of risk-taking is inevitable, whatever the project. There has to be a deliberate acceptance of some degree of risk because the value to the business makes it worthwhile. Project risk management includes the processes concerned about conducting risk management planning, identification, analysis (both qualitative and quantitative), responses, and monitoring and control on a project; most of these processes are updated throughout the project.

Risk management in projects involves identifying and assessing the risks in terms of impact and probability, establishing and maintaining a joint risk register, agreed by the integrated project team, establishing procedures for actively managing and monitoring risks throughout the project and during occupation on completion, ensuring that members of the team have the opportunity to engage in a dialogue that will promote agreement of an appropriate allocation of risk, updating risk information throughout the life of the project, ensuring control of risks by planning how risks are to be managed through the life of the project to contain them within acceptable limits, allocating responsibility for managing each risk with the party best able to do so. Management of risk is an ongoing process throughout the life of the project, as risks will be constantly changing. Risk management plans should be in place to deal quickly and effectively with risks if they arise.

Risks should be allocated to individual risk owners within the integrated project team, who should fully understand the risks for which they are responsible.… Read the rest

Knowledge Management Cycle

In today’s business scenario where there is lot of competition, only source of lasting is Knowledge. It is argued that knowledge management is a necessity due to changes in the environment such as increasing globalization of competition, speed of information and knowledge aging, dynamics of both product and process innovations, and competition through buyer markets. Knowledge management promises to help companies to be faster, more efficient, or more innovative than the competition. Also, the term ‘‘management” implies that knowledge management deals with the interactions between the organization and the environment and the ability of the organization to react and act

Various researchers then gave the various definitions on Knowledge Management and still it’s the buzzword today. Knowledge management is the process through which we can manage human centered assets efficiently and effectively. The function of knowledge management is to guard and grow knowledge owned by individuals, and where possible, transfer the asset into a form where it can be more readily shared by other employees in the company. KM refers to activities aimed at enhancing knowledge processing. These activities are interventions designed to affect how knowledge processing is done. The tools, techniques, and strategies to retain, analyze, organize, improve, and share business expertise. Knowledge management promotes an integrated approach to identifying, capturing, retrieving, sharing and evaluating enterprise information assets. These information assets may include database, policies, procedures and documents and as well as uncaptured tacit expertise and experience stored in the heads of individual workers.

Knowledge management is the information having some intent that can be interpreted and made available.… Read the rest

Disaster Recovery Plan (DRP) in Business

Fire, flood, earthquake and accidental deletion of data are all acts that can cause disastrous consequences on data. Such disasters can prevent the network from operating normally, which in turn can hamper the organisation’s business. These disasters can be classified into man-made disasters and environmental disasters. Man-made disasters are intentionally or unintentionally caused by humans. For example, a user accidentally deletes the data, virus and malicious programs can damage data and various other events can cause data loss and downtime. Environmental disasters are non-preventive but can be reduced if appropriate precautions are taken. Environmental disasters include fire, flood, earthquake, tornado and hurricane.

Disaster recovery deals with recovery of data that is damaged due to destructive activities. The time required to recover from a disaster depends on the disaster recovery plan implemented by the organisation. A good disaster recovery plan can prevent an organisation from any type of disruption.

Disaster Recovery Plan/Business Continuity Plan

A Disaster Recovery Plan (DRP) helps to identify threats to an existing business such as terrorism, fire, earthquake and flood. It also provides guidance on how to deal with occurrence of such events. Disasters are unpredictable; hence, planning for the worst is important for any business. A DRP is also called a Business Continuity Plan (BCP). The only difference between Disaster Recovery Plan and Business Continuity Plan is the focus. The focus of Business Continuity Plan is to provide continuity of operations in the organisation. Whereas, Disaster Recovery Plan focuses on recovery and rebuilding of the organisation after a disaster has occurred.

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Business Intelligence (BI)

Business Intelligence is the process of discovering and analyzing data to make informed business decisions. The management in any business needs this aspect of management as part of the companies integral infrastructure in today’s world in order for the business to succeed. The data collected from many of the data collecting sources is used to determine trends, or measure, manage and improve on the performances of individuals, processes, teams and business units. The enterprise refers to any business organisation that uses computers as an integral part of their business and relies on it for that businesses development.

The History Of Business Intelligence

The term Business Intelligence was coined by the Gartner group in mid-1990s. But Business Intelligence was around before that, it originated in the Management Information Systems reporting systems of the 1970s. Reports in this era was only two fold, there was no analytical dimension to reporting. In the early 1980s, Executive Information Systems emerged. This introduced ad hoc (on demand) reporting forecasting, prediction, trend analysis, drill down to details, status access and critical success factors. It was available to top level managers who were the ones to make decisions for the businesses future. Some of the capabilities from the 1990s appeared in products along with some new ones and it was called Business Intelligence. A good Business Intelligence based enterprise information system contains all the information executives need. By 2005 Business Intelligence systems started to include artificial intelligence capabilities and more powerful analytical capabilities. The most sophisticated Business Intelligence Products include most of these capabilities.… Read the rest

Case Study: Success Story of Google Search Engine

One of the most popular search engines is Google. Unknown to many, the term is coined by Milton Sirotta, the nephew of Edward Kasner who is an American Mathematician. The term is in reference with the number which is represented by the number 1 followed by 100 zeros. The same utilization of the term reflects the mission of the company to deliver immense and infinite resources to be available online.

The founders of the company, Larry Page and Sergey Brin, were not in good terms back then when they met as graduate students of computer science in Stanford University in 1995. They used to argue on everything that they are discussing. The strong personalities always clashed. But eventually, they have found a common ground. The retrieving of various yet important information from massive set data has been the big challenge that they were up to at that time. So, on January 0f 1996, they began the collaboration of BackRub, the name they have formulated because of the unique approach to back links to a given website. Larry procured the use of low-end PCs instead of the big yet very expensive machines. After a year, the news about the newest search engine spread around the campus. Then, they began to search for the perfection of their technology. They were encouraged to put up their service of a search engine company by themselves.

They talked to Andy Bechtolsheim, one of the founders of the Sun Microsystems, after the demo, he thought that Google has a lot of potential so he decided to lend them $100,000.… Read the rest

Case Study of Zara : Application of Business Intelligence in Retail Industry

ZARA is a Spanish clothing and accessories retailer based in Arteixo, Galicia.  Founded in 24 May ,1975 by Amancio Ortega and Rosalía Mera, the brand is renowned for it’s ability to deliver new clothes to stores quickly and in small batches. Zara needs just two weeks to develop a new product and get it to stores, compared to the six-month industry average, and launches around 10,000 new designs each year. Zara was described by Louis Vuitton Fashion Director Daniel Piette as “possibly the most innovative and devastating retailer in the world. The company produces about 450 million items a year for its 1,770 stores in 86 countries.

The Zara has made of use of Information Systems (IS) and to advance in many areas. This has resulted in huge success for the company. This included application of Business intelligence (BI) involves technologies, practices for collection, integration and applications to analyze and present business information. The main aim of business intelligence is to promote better business decision making.

BI describes a group of information on concepts and methods to better decision making in business. This is achieved by employing a fact based support systems. The intelligence systems are data-driven and sometimes used in executive information systems. Predictive views on business operations can be provided by use of BI systems. predictive views on business operations can be provided by use of BI systems since historical and current data has been gathered into a data bank performance management benchmarking is done whereby information on other companies in the same industry is gathered.… Read the rest