W. Chan Kim




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W. Chan Kim

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W. Chan Kim is the Co-Director of the INSEAD Blue Ocean Strategy Institute and a Chair Professor of Strategy and International Management at INSEAD. His book Blue Ocean Strategy, co-authored with Renée Mauborgne, has sold 3.5 million copies and is a bestseller across five continents.
Kim is ranked no. 2 in The Thinkers50 listing of the World's Top Management Gurus and the Journal of International Management recognizes him as one of the world's most influential academic journal authors in global strategy. He was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and was named among the world's top 5 best business school professors by MBA Rankings. He also received the Nobels Colloquia Prize for Leadership on Business and E
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Average rating: 3.80 · 21,621 ratings · 446 reviews · 7 distinct works · Similar authors
Blue Ocean Strategy: How To...
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3.8 of 5 stars 3.80 avg rating — 21,588 ratings — published 2004 — 38 editions
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“Value innovation requires companies to orient the whole system toward achieving a leap in value for both buyers and themselves.”
W. Chan Kim, Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant

“An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti—a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high”—it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.”
W. Chan Kim, Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant

“Executives are paralyzed by the muddle. Few employees deep down in the company even know what the strategy is. And a closer look reveals that most plans don’t contain a strategy at all but rather a smorgasbord of tactics that individually make sense but collectively don’t add up to a unified, clear direction that sets a company apart—let alone makes the competition irrelevant. Does this sound like the strategic plans in your company?”
W. Chan Kim, Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant

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