In studying more than 150 blue ocean creations in over 30 industries, the authors observed that the traditional units of strategic analysis-company and industry-are of limited use in explaining how and why blue oceans are created. But it's much more common for a blue ocean to be created from within a red ocean when a company expands the boundaries of an existing industry. One is to launch completely new industries, as eBay did with online auctions.
There are two ways to create blue oceans. Products turn into commodities, and increasing competition turns the water bloody. As the market space gets more crowded, prospects for profits and growth decline. In red oceans-that is, in all the industries already existing-companies compete by grabbing for a greater share of limited demand. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, demand is created rather than fought over. Cirque created what the authors call a blue ocean, a previously unknown market space. Rather than competing within the confines of the existing industry or trying to steal customers from rivals, Cirque developed uncontested market space that made the competition irrelevant.
Despite a long-term decline in the circus industry, Cirque du Soleil profitably increased revenue 22-fold over the last ten years by reinventing the circus.
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