The authors argue the best way to reach that blue ocean and beat the competition is to stop trying. That stands in contrast to “red ocean” market space, in which competitors fight tooth and nail over existing space and along common rules of engagement, turning the ocean blood-red. What’s a “blue ocean”? It’s undiscovered but highly profitable market space, according to Kim and Mauborgne, both professors at France’s INSEAD business school. “iTunes unlocked a ‘blue ocean’ in digital music.” Chan Kim and Renée Mauborgne in their new book, Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant. “Apple capitalized on this decisive trend ” say W. iTunes was convenient and bug-free, and its success fed into Apple’s hot portable MP3 product, the iPod. Until then, no company had been truly able to capture the online market, which consisted mainly of the illegal downloading of millions of songs at no cost. It created online store iTunes, from which people could download legal, high-quality song files at a buck a pop. decided to strike out into new territory: music distribution. In 2003, technology company Apple Computer Inc.
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