Businesses have long been looking for better and best strategies for growth, suc

cess, competing and profit making. Many decades of modern business have witnesse
d change and upgrading in modern business thought. Strategies have coped with to
o. The biggest breakthrough in strategic business thought was Michael Porter's g
round breaking book "The Competitive Strategy" which was published in 1979. For
the first time ever, Porter set the rules of business and successfully transform
ed Competition into Startegy. For many years to come, both of the words were con
sidered synonyms. Though it has been a wrong idea as not all businesses were str
iving in competition, many giant businesses had monopolies and many new start up
s had innovaiton, so what about their strategic moves? Competition was not strat
egic choice for everyone to fight for. The foundaiton that Porter laid with his
first book was further strengthened in 1985, when his another blockbuster book g
ot published. It was "The Competitive Advantage". For next two decades to come,
managers and leaders followed what Porter recommended. However, the big change i
n the stagnant winds came in 2005 when W. Chan Kim and his associate Dr. Reene c
ame up with the idea of "Blue Oceans vs. Red Oceans". Their book Blue Ocean Star
ategy swept the minds and markets and became a bestseller eversince. Translated
in 43 languages and with over 3.5 million copies sold, Blue Ocean Strategy chang
ed the focus of business leaders upside down. Instead of fighting in intense com
petition which Dr. Chan refers as Red Ocean, he recommended companies to make th
eir own markets, free of competition which he refered as Blue Oceans. The underl
ying principle of creating blue ocean is to introduce value innovaiton in produc
ts or services. In 2015, both authors published an upgraded version of their wor
k as, Blue Ocean Strategy, the expanded version, in which they have covered the
10 year journey of their original work. Still today, in 2015, Blue Ocean Strateg
y is a leading work in field of strategy and we do not see any other revolutiona
ry work coming along in near future.