Dove - Evolution of a Brand

Harvard Business School Press (2004). SWOT Analysis I: Looking Outside for Threats and Opportunities, HBS 5528BC, Boston, MA: Harvard Business School.

Harvard Business School Press (2004). SWOT Analysis II: Looking Inside for Strengths and Weaknesses, HBS 5535BC, Boston, MA: Harvard Business School.

Kim, W. Chan, and Renee A. Mauborgne (2004). Blue Ocean Strategy, HBS R0410D, Boston, MA: Harvard Business School.

1. Read the articles listed above.

2. Compare Porter’s Five Forces approach to Blue Ocean Strategy. Discuss how these two approaches are similar to and different to each other.

3. Describe how Porter’s Five Forces and Blue Ocean Strategy might be useful to an organization. 

When comparing Porter’s Five Forces approach to that of the Blue Ocean Strategy, we see that essentially we have similar schools of thought concerning a basic economic model. Specifically, the basic pecuniary model that states if an industry is profitable then new companies will enter the market and increase competition. But how do these strategies compare or contrast to each other today?

As we read into the Blue Ocean Strategy, we discover the theory suggests that businesses are better off searching for ways to gain access to markets arenas not yet ventured into yet. Rather than engaging in traditional markets or “red ocean” conditions, companies may be better suited in markets with low competition barriers. The strategy directly represents the simultaneous pursuit of high product differentiation and low cost, thus making competition inapt. In essence, this strategy calls for creating a new market while Porter’s five forces model advises businesses to adapt in current markets. Although there are many benefits to the blue ocean strategy to an organization such as acquiring untouched market share, how long before competitors come in and start feeding off the same cash cow? How long before we consider this market driven by Porter’s five forces in the long-term? If...