CONTENT ANALYSIS OF THE BLUE OCEAN STATEGY AS A TOOL OF GREEN MARKETING | ||||
| Journal of Environmental Science | ||||
| Volume 53, Issue 7, July 2024, Page 1882-1900 PDF (662.78 K) | ||||
| Document Type: Original Article | ||||
| DOI: 10.21608/jes.2024.261256.1714 | ||||
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| Authors | ||||
Nermin M. Ali  1; Mahmoud M. A. Sobh2; Amr M. Nahlaa3
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| 1Faculty of Graduate Studies and Environmental, Ain Shams University | ||||
| 2Faculty of Commerce, Ain Shams University | ||||
| 3Faculty of Graduate Childhood Studies, Ain Shams University. | ||||
| Abstract | ||||
| The current study adopted the concept of value innovation as the cornerstone of Blue Ocean Strategy. This concept is deeply embedded in marketing strategies, allowing companies and organizations to market their products more easily and efficiently. As a result, it reduces competition and empowers businesses to set pricing and monopolize, enabling them to establish their foundations and increase growth opportunities. The goal of value innovation is not just competition; it aims to minimize competition to the point where it ceases to exist. This is achieved by reducing costs through the removal of market-competitive elements and creating innovative elements that the market has not previously offered. The study aimed to introduce the Blue Ocean model and highlight its philosophy as one of the modern marketing approaches for environmentally friendly products within the context of Green Marketing. It also sought to showcase the experiences of some pioneering companies in creating unprecedented blue environments and leveraging them in marketing. These companies focused on key strengths to exceed expectations by using mechanisms to create innovative markets under the Blue Ocean strategy. The study found that the innovation element ranked first, representing 100% of the Blue Ocean strategy elements in all institutions that adopted its application. This indicates that innovation is the cornerstone of the Blue Ocean strategy. The elimination element ranked second, accounting for 20% as one of the ways to create new value for customers by eliminating costs and increasing efficiency without affecting the product’s quality or demand. Meanwhile, the reduction element came in third place at 16.7%, signifying the removal of non-value-added factors for customers while simultaneously not affecting demand. This reduction aims to minimize costs and enhance efficiency. The addition element occupied the fourth and final position, representing 13.33% of the strategy’s elements. It includes factors targeting the provision of new and innovative solutions to customers, enabling the organization to excel over competitors. The study recommended the deliberate application of the Blue Ocean strategy in business institutions, recognizing the challenge of finding markets devoid of competition. It also advised the adoption of sustainable methods for introducing non-traditional ideas and solutions. For organizations aspiring to implement the Blue Ocean strategy, patience, determination, and confidence are essential to reap its benefits. Additionally, building defensive strategic alternatives is crucial to safeguard institutions from competitive threats. In order to attract entrepreneurs from competitive markets (the Red Ocean), businesses should meticulously select the right Blue Ocean as their target market. By doing so, they can create appealing products that meet consumer needs | ||||
| Keywords | ||||
| Keywords: Content Analysis - blue ocean strategy; Green Marketing | ||||
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