Part 1, Chapter 1

Chapter 1 explains what blue oceans are and how they are created. It begins with Cirque du Soleil as an example of a successful case of <a data-internal-link data-link-type="Index of Terms" href="https://www.supersummary.com/blue-ocean-strategy/index-of-terms/#488317">blue ocean</a> creation. The company broke out of a <a data-internal-link data-link-type="Index of Terms" href="https://www.supersummary.com/blue-ocean-strategy/index-of-terms/#488326">red ocean</a> by expanding the existing boundaries of the declining circus industry. At a time where alternate sources of live entertainment were on the rise and animal rights activists decried the mistreatment of circus animals, Cirque du Soleil created a blue ocean by merging traditional circus acts with theater. Unlike the traditional business model pursued by circus groups such as the Ringling Bros. and Barnum &amp; Bailey, Cirque du Soleil’s model did not employ animals, did not fight to hire more renowned circus actors, and did not cater to children as their primary <a data-internal-link data-link-type="Literary Device" href="https://www.supersummary.com/audience/">audience</a>. By targeting adults, theatergoers, and corporate clients, they could sell tickets at a markup and keep their costs down while still capturing the traditional circus market.&nbsp; Red oceans are defined as industries whose boundaries and competitive rules are known and accepted. Companies caught in cutthroat competition in these spaces attempt to gather a greater share of the market by using traditional strategies, such as cost reduction, to outperform rivals.

Part 1, Chapter 1 Summary: “Creating Blue Oceans”

Part 1, Chapter 2

Part 1, Chapter 2 Summary: “Analytical Tools and Frameworks”

Part 1 Part 1 Analysis

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Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant

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