If you want to learn how to create new market spaces that are untainted by competition, then The W. Chan Kim and Renee Mauborgne Blue Ocean Strategy Reader is the book for you. The collection of articles that make up the blue ocean strategy framework will give you new tools such as the Value Curve, Strategy Canvas, Price Corridor of the Mass, and the Business Model Guide. You will also learn about the "Red Ocean Traps" that can derail your strategy, and how to avoid them. This book will show you how to create a new market space for your organization, and help you stay ahead of the competition.

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The best of W. Chan Kim and Renée Mauborgne’s articles on blue ocean strategy, all in one place. The seminal book Blue Ocean Strategy has sold over 4 million copies globally and is in print in 46 languages. But much of W. Chan Kim and Renée Mauborgne’s work on creating new market spaces was originally published in the pages of Harvard Business Review . This book brings the best of those articles together all in one place. Piece by piece, these articles explain the process of creating “blue oceans”––uncontested market spaces, untainted by competition. Kim and Mauborgne introduce tools for exploring and exploiting these markets, such as the Value Curve, the Strategy Canvas, the Price Corridor of the Mass, and the Business Model Guide―tools that have come to make up the blue ocean strategy framework. This collection also features the authors’ latest Harvard Business Review article, “Red Ocean Traps.” Whether or not you’re familiar with blue ocean strategy, this book will give you a new perspective on this important framework―and help you implement it in your organization. This volume includes the articles “Value The Strategic Logic of High Growth,” “Fair Managing in the Knowledge Economy,” “Creating New Maket Space,” “Knowing a Winning Business Idea When You See One,” “Charting Your Company’s Future,” “Tipping Point Leadership,” “Blue Ocean Strategy,” “How Strategy Shapes Structure,” “Blue Ocean Leadership,” and “Red Ocean The Mental Models That Undermine Market-Creating Strategies.”

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