Bakgrund och problem: Konsultbranschen kännetecknas av en hög omsättning av aktörer. En anledning till att det ständigt alstras nya mindre aktörer till branschen är att den kan vara lukrativ med låga inträdesbarriärer. Men varför försvinner många aktörer lika fort som de kommer upp? Är det en brist på strategi och styrverktyg som ligger till grund för problemet? Kan det bero på svårigheten för småföretag att skapa sig en solid varumärkeslegitimitet, och finns det en möjligt att med hjälp av styrverktyg stärka företagets varumärkeslegitimitet? Fallföretaget som använts i den här studien är ett litet konsultföretag som vill stärka varumärkeslegitimiteten med hjälp av differentieringsstrategi på marknaden. Syfte: Syftet med den här studien är att med hjälp av en egenarbetad utvärderingsmodell utvärdera olika långsiktiga styrverktyg inriktade mot små konsult- och tjänsteföretags. Genom att utvärdera för- och nackdelar för tre utvalda styrverktyg och sedan applicera de på ett litet konsultföretag är förhoppningen att studien kan leda fram till rekommendationer gällande styrverktygens nytta och möjlighet till anpassning. Metod: I metodavsnittet förklaras vilka metodiska val som har använts i studien. En presentation av vilken forskningsansats som författarna har utgått efter förklaras också. Vidare så tydliggörs kritiken mot de källor som har använts i studien samt urvalet av data. Slutsats: Efter att styrverktygen utvärderats med hjälp av en egenarbetad utvärderingsmodell konstaterades det att det inte fanns ett optimalt styrverktyg men att alla innehöll värdefulla funktioner. Emellertid visade analysen att det styrverktyg som var mest användbart utifrån fallföretagets förutsättningar var det balanserade styrkortet på grund av dess multipla användbara funktioner och möjlighet till styrning enligt utvald strategi och mål. / Background and Problem: The consulting branch can be recognized by having a high turnover of operators. One reason for this is that the market can be lucrative with its low entry barriers. But why do many operators disappear as soon as they enter the market? Is it because of a lack of strategy and management tools? Could it be due to the difficulty for small businesses to create solid brand legitimacy, and is there a possibility to strengthen it by using management tools? The company used in this study is a small consulting company that desires to strengthen their brand legitimacy with the aid of differentiation strategy in the market. Purpose: With the help of a self-made evaluation model, the purpose of this study is to evaluate different long-term management tools geared towards small consulting and service companies. By evaluating the pros and cons of the three selected management tools and then apply those at a small consulting company, an expectation is that the study could lead to recommendations regarding the management tools benefits and possibilities for adaption. Method: In the methodology section the methodological choices of the study are explained. There is also a presentation of the research approach that has been used. Furthermore, the selection of data and the criticism of the sources used in the study are discussed. Results and conclusion: After that the management tools had been evaluated using the evaluation tool, it was found that there was no optimal management tool but that they all contained valuable features. However, the analysis showed that the management tool that was most advantageous based on the company’s prospects was the balanced scorecard because of its multiple useful features and its ability to control according to the company’s strategy and goal.

Thesis (MEng)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: Numerous problems with product quality and time-to-market launches can be traced back to the management of the product lifecycle. This research assignment provides insight into how an integrated value proposition design framework can address these issues by shifting the focus of product lifecycle management from being product-centric to being customer-centric. This framework combines tools, methods and processes from a variety of disciplines such as Systems Engineering, Marketing, Project Management, and Financial Management. The application of the framework during the product lifecycle management process is that of a planning and communication tool to ensure integration between multifunctional teams to increase customer value proposition quality and decrease product time to market. This research assignment was implemented in a new product development case study within a leading Telecommunications company in South Africa. / AFRIKAANSE OPSOMMING: Die bestuur van ‘n produk se lewensiklus veroorsaak verskeie probleme wat gepaard gaan met die kwaliteit van produkte en die verlengde tydperk wat dit neem om produkte aan die mark bekend te stel. Hierdie navorsingswerk verduidelik hoe die geïntegreerde waarde-stelling raamwerk die probleme met betrekking tot die bestuur van produkte se lewensiklusse aanspreek. Die raamwerk verskuif die fokus van die bestuur van ‘n produk se lewensiklus, wat produk-gesentreerd is, na ‘n kliënt-gesentreerde fokus. Die raamwerk maak gebruik van tegnieke, metodes en prosesse verkry uit die dissiplines van Sisteem Ingenieurswese, Bemarking, Projek bestuur en Finansiële bestuur. Die toepassing van die raamwerk verbeter die bestuur van ‘n produk se lewensiklus deur beplanning en kommunikasie te fassiliteer tussen multi-funksionele spanne. Genoemde raamwerk bevorder die samewerking tussen multi-funksionele spanne, verbeter die waarde-stellings aan kliënte, verhoog die kwaliteit van produkte en verkort die tydperk van produk bekendstelling aan die mark. Bogenoemde navorsingswerk is geïmplementeer in ‘n vooraanstaande Telekommunikasie maatskapy in Suid-Afrika, op ‘n nuwe produkontwikkeling gevallestudie.

Master of Agribusiness / Department of Agricultural Economics / Vincent Amanor-Boadu / Most corporations seem geared to buy assets, not sell them. Estimates suggest corporations acquire three businesses for every one they divest (Mankins 2008). A corporation with a disciplined approach to divestiture seems more likely to sharpen strategic focus and deliver value to shareholders. This thesis defines and explores the concept of an orphan product as an opportunity for divestiture from a parent company and subsequent acquisition for a startup company. Orphan product is defined by reviewing literature and selecting the following criteria for a given product; the product has a lack of marketing support/focus, the product is not considered core to the parent company, product sales trend over a 5-year time frame is decreasing, cash flows are uncertain, market growth for the category the product competes in is smaller than the industry average, the product life cycle position is mature, and portfolio synergy is low due to the parent company having other products that deliver similar benefits. A scorecard is developed and used to score orphan characteristics of four products in the animal health industry. Two of the four products analyzed are classified as orphan products and therefore potential candidates for purchase by the startup company. A Strategy Canvas is developed and value curves are assigned per product to show how the startup company can market an acquired product relative to the critical success factors in the animal health industry (Kim and Mauborgne, 2005). A framework of critical questions is posed to each product resulting in recommendations for the startup on critical success factors to eliminate, reduce, raise, or create. For the orphan products, a recommendations include: raise price, increase marketing support, and/or create new factors to differentiate such as to offer additional services or to develop pricing models that are simple and clear. Application of this research can be applied to companies seeking to acquire animal health products that would like to better understand how to improve their chances for success.

Cette thèse en convention CIFRE entre le LCPI et la société ELM Leblanc (filiale du groupe Bosch en France) s'intitule : « Optimisation des performances d'innovation : Une approche combinant inventivité technique et recherche du succès commercial ».Le travail de recherche effectué porte, d'une part, sur l'analyse des composantes de l'innovation et plus précisément sur l'évaluation de la capacité d'innovation d'une entreprise et, d'autre part, sur la recherche de méthodologies susceptibles de développer cette capacité.Deux pistes, identifiées comme complémentaires, sont retenues et leur impact escompté sur la capacité d'innovation est modélisé dans le cadre d'hypothèses. Il s'agit de la TRIZ et de la Stratégie Océan Bleu. Leur potentiel est ensuite éprouvé dans le cadre d'expérimentations en milieu industriel : la création d'une gamme d'appareil de chauffage hybrides de nouvelle génération. / This industrial PhD Thesis realized in common with LCPI and ELM Leblanc (Bosch group) is entitled: "Optimization of innovation performances: An approach combining technical creativity and research of commercial success".The research work focuses, on the one hand, on the analysis of the characteristics of innovation and more precisely on the assessment of company innovation capacity and, on the other hand, on the inventory of methodolgies which are likely to develop this capacity.Two solutions, identified as complementary, are identified and their assumed impact on innovation capacity is described in the framework of hypothesis. These solutions are TRIZ and Blue Ocean Strategy. Their potential is then tested within experiments in an industrial case: the development of a new generation of hybrid heating appliances.

The goal of thesis is to verify the assumption that the company's strategy constituent elements Blue Ocean Strategy leads to a higher success rate, according to selected criteria. The theoretical part is based on  literature and clarification of terms with which I work. The key pillar is to understand the difference between blue and red oceans. I also explain the strategic management approach compared to the Blue Ocean Strategy. This part is based on literature and expert opinion. The knowledge gained is reflected in the analysis of ten companies. These companies are examined in terms of tools and strategic management using tools Blue Ocean Strategy. Successful companies are further analyzed and observational characteristics of strategies is indicated whether they match the characteristics of the Blue Ocean Strategy and lead to greater company success.

This thesis provides insight to the dynamics that come with the emergence of IoT in the furniture and kitchen manufacturing industry. The study is empirically grounded in an explorative case study that involves interviews with six manufacturing companies in the different industry sectors. The purpose has been to shed light on how incumbent companies adapt and implement IoT and the study highlight product features, aspects and challenges that companies are investigating and dealing with as they set out to work with IoT and connected products. The results indicate that companies are viewing IoT as an enabler that better can respond to customer needs and provide users with new experiences. By implementing the concept of IoT companies are currently evaluating how internal knowledge and skillsets correspond to the new technical requirements that the emerging digital setting outlines and by directing internal research they are learning more about IoT and connected products as they proceed. One current major problem is that there are no open protocols that can connect all products regardless of supplier. Nevertheless, implementation of IoT does not solely involve technical aspects and companies are also faced with the dilemma on how to design and develop corresponding commercial processes. To this point early product implementations have arrived on the consumer markets and the future vision is to achieve full integration that imbeds connectivity and interaction among all products in the home.

Master of Agribusiness / Agricultural Economics / Vincent R. Amanor-Boadu / The rapidly changing economic environment in the Democratic Republic of Congo (DR Congo) offers significant opportunities for businesses. The food and agribusiness sector is one of the major opportunities for growth given that increasing incomes are going to enhance the food and nutrition security needs of an increasing segment of the population. Animal protein in the form of chicken meat and eggs are relatively inexpensive and offer an opportunity for entry and differentiation in a markets located in DR Congo’s largest cities of Kinshasa and Kananga. This thesis uses the case of Z-CO Farm in DR Congo to explore the strategic opportunities for small-scale egg production in a low-income but growing country. Having been in operation for a number of years, Z-CO Farms has been producing chicken eggs for the general consumer market. This thesis explores the opportunity to differentiate the market that Z-CO Farms targets with the view to enhance its competitiveness, expand the market boundaries and create new value for customers that produce significant rewards. The off-take for the project is the creation of Blue Ocean markets for chicken eggs in a market that is increasingly exposed to food safety risks by assuring consumers a safe product. This project, when implemented, would be the first in DR Congo. However, would it be profitable? Under what conditions would it be profitable? We employ three primary methods to answer the foregoing questions. First, we evaluate the literature and the available secondary data. Second, we use an economic and financial model to develop the foundation for conducting the analyses for assessing the feasibility of building a small-scale table egg production system to address the emerging higher income consumers in DR Congo. We draw on the blue ocean strategy eloquently presented by Kim and Mauborgne for insight and guidance in building a unique product and service offering for the identified markets in Kinshasa and Kananga. We assess four strategies: the base scenario of the current market conditions where Z-CO maintains its commodity red ocean engagement in the market; innovating its feeding program for the birds; pursuing a market segmentation program whereby it offers high value food safety value proposition to the middle and upper-middle class of consumers; and a combination of a feed innovation and market segmentation initiative. The results show that while the first two strategies returned a positive net present value (NPV) in Kananga, they failed in Kinshasa. This is because of the level of competition in Kinshasa compared to Kananga as well as the cost of operations in the two locations. The results also show that while the remaining two strategies were profitable in both markets, they offered higher NPV and internal rates of return in Kananga than in Kinshasa. The best outcome in operating in both cities involved the fourth strategy, producing a combined NPV of about $493,867. The principal driver for this superior performance in Kananga is cost of feed. There is, therefore, value in thinking about how to leverage this cost advantage in Kananga to enhance the profitability in Kinshasa because of the population and income advantage in the latter. The study provides insights for the management of Z-CO to pursue their future investment planning and in selecting the locations and size of their operations to maximize their NPV and IRR. It also identifies the principal sources of risks that Z-CO’s management must avoid or effectively manage to achieve their desired business outcomes.

本研究旨在探討臺北縣國民小學學校創新經營實施情況與成效，並分析不同背景變項下，學校創新經營策略運作及實施成效之差異情形，進而瞭解推動學校創新經營的動機、影響學校創新經營之因素與實施學校創新經營遭遇之困難，最後分析學校在推行創新經營所採取之策略，並依結果提出相關建議。 為達上述目的，本研究採用問卷調查法，以「臺北縣國民小學學校創新經營策略之調查問卷」為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學教育人員為問卷調查研究對象，共寄發出430份問卷，回收有效問卷共347份進行統計分析。此外，亦採取專家訪談法，以「臺北縣國民小學學校創新經營策略之研究」訪談大綱為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學校長為研究對象進行訪談，共計26位校長，以深入瞭解學校創新經營所運用之策略。 綜合文獻探討與研究結果之發現，歸納可得研究結論如下： 一、臺北縣國民小學學校創新經營策略運作情況屬於良好程度。 二、臺北縣國民小學學校創新經營實施成效屬於良好程度。 三、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 四、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 五、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因學校類型、學校歷史、學校位置的不同而有所差異；在不同學校規模的教育人員中，其意見頗為一致。 六、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因學校歷史、學校位置有所差異；在不同學校類型與學校規模的教育人員中，其意見頗為一致。 七、促使臺北縣國民小學實施創新經營的動機，以提升學校競爭力為最多。 八、影響臺北縣國民小學實施創新經營的最大因素為校長領導。 九、臺北縣國民小學學校創新經營之最大困難為時間不足、成員參與意願低落及後續經營支援不足。 十、學校運用藍海策略的行動架構時，以消除校園閒置及不適宜空間為最多。 十一、學校運用藍海策略的行動架構時，以降低人員負擔為最多。 十二、學校運用藍海策略的行動架構時，以提升人力為最多。 十三、學校運用藍海策略的行動架構時，以創造學生多元能力為最多。 最後，本研究針對教育行政主管機關、學校與未來研究提出下列建議： 一、教育行政主管機關 （一）可持續推動學校創新經營之競賽與方案。 （二）可持續推動相關政策，以提供學校所須之資源。 二、學校 （一）應持續推動創新經營，並採取適當之策略。 （二）可採取藍海策略的行動架構，以協助學校推動創新經營。 （三）宜提供充裕的時間發展創新，並提升教師參與的意願，以延續學校創新經營。 （四）校長應採取有效的領導方式，以促進學校創新經營的推動。 （五）推動學校創新經營宜以校園環境空間為思考點。 （六）推動學校創新經營應重視人力的提升與素質的培養。 三、未來研究 （一）可擴大研究對象進行調查。 （二）可進一步探討學校創新經營策略運用的成效。 / This research was aimed to investigate the current situations and the effects on school innovation management in Taipei County’s elementary schools, and to analyze the differences between school innovation management strategies and effects in personal variables and school environmental variables. Moreover, the purposes of the research were to understand the motives, influencing factors and the difficulties in school innovation management, and to explore the strategies school adopted during the school innovation management. In order to achieve the purposes of the research, the methods for the research were questionnaire survey and interview. “The questionnaire of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument. The samples contained 430 faculties from the InnoSchools in Taipei County from 2006 to 2008. Among them, 347 valid samples were finally collected to be analyzed through the statistical techniques. Furthermore, “The interview outline of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument to profoundly examine the school innovation management strategies. The respondents were 26 principals from the InnoSchools in Taipei County from 2006 to 2008. According to the findings of the research, these conclusions were summarized below: 1. The current conditions of school innovation management strategies were good. 2. The current effects of school innovation management were good. 3. The conditions of school innovation management strategies varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the conditions of school innovation management strategies. But among the faculties from different seniorities and ages, their views on school innovation management strategies were similar. 4. The awareness of effects on school innovation management varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the awareness of effects on school innovation management strategies. But among the faculties from different seniorities and ages, their views on the effects on school innovation management were similar. 5. The conditions of school innovation management strategies varied significantly from different school types, history and locations. But among the faculties from different school scales, their views on school innovation management strategies were similar. 6. The awareness of effects on school innovation management varied significantly from different school history and locations. But among the faculties from different school types and scales, their views on the effects on school innovation management were similar. 7. The highly motives of school innovation management was to enhance the competitiveness of the school. 8. The key influencing factor in school innovation management was principal’s leadership. 9. The key difficulties in school innovation management were short of time, the willingness of members and the following support. 10. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to eliminate vacant space and inappropriate school environment. 11. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to reduce the staffs’ burden. 12. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to raise human resources. 13. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to create students’ multiple abilities. In the end, based on the findings and conclusions of the research, some suggestions were given as below: 1. Suggestions to the educational institutes (1) Promote school innovation management competitions and programs continuously. (2) Promote sustainable policies to provide the resources schools need. 2. Suggestions to schools (1) Promote school innovation management continuously and to take appropriate strategy. (2) Take four action framework of Blue Ocean Strategy to assist schools in promoting the innovative management. (3) Wish to provide sufficient time to develop innovation and enhance the willingness of teachers to participate in order to extend the innovative management. (4) Principals should take effective leadership in order to facilitate the promotion of school innovation management. (5) Carrying out school innovation management should focus on the school environment. (6) School should pay attention to upgrading and training the quality of members. 3. Suggestions to subsequent research (1) The further research may increase the sample numbers to make the results of the research more deducible. (2) The further research can further explore the effectiveness of school innovation management strategies.

近年可攜式電子產品相關產業發展蓬勃，尤其以智慧型手機與平板電腦為代表，其成功有賴於相關系統軟體及配套服務之開發，根據MIC研究單位則指出，未來幾年平板電腦市場發展至2015年預估可超過兩位數之成長率，市場上目前尚處於爆發期。在產品面，除了一般消費者所使用的消費型多媒體平板電腦外，在市場區隔下，尚有一些業者推出具有耐候特性、貼近高移動性需求之半強固型(Semi-Rugged)以及強固型電腦(Rugged)等主打可應付嚴苛工作環境，或是企業相關外勤人員之需求的產品，這些產品的出現則為目前平板電腦的激烈競爭創造一個新藍海市場的機會。 台灣企業主要是以生產代工為起家，但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，M公司也是一個為平板電腦代工的ODM/OEM廠商，目前是鎖定非消費型平板電腦的代工為主，本研究也是以該公司的角度來探討如何在瞬息萬變的產業環境下，找出一些方向進行產品的創新，以提高這些代工廠商的獲利能力，並提供相關業者有一可行之參考模式。 至於本研究使用創新理論與藍海策略、使用者需求及價值理論探討等相關文獻進行探討，以形成本研究之研究架構及研究工具的理論基礎來源。另外，研究方法則擬採用個案分析方法之深度訪談法，訪談有關業者如AIDC(Auto Identification & Data Capture)以及系統整合廠商，探討這些產業的廠商對平板電腦有何需求，讓平板電腦的使用能結合該產業現有系統，並進而提升產業的效率。 從研究的結果來看，台灣的ODM/OEM代工廠商似應朝向軟硬整合的方式提供解決方案給客戶，如此一來不但可增加產品的毛利，另方面也可以深耕市場及客戶，另外ODM/OEM廠商必須真正瞭解各個不同產業的客戶需求，瞭解產業的價值缺口，以不同的客製化或者與該產業系統整合者合作來提供符合或超越顧客認知的價值，提高顧客滿意度，當然最重要的還是要增加新技術的研發比重，例如新的材料或是新的元件的開發，在半強固型或者強固型的市場，如何把強固這件事情做好就是一個很大的技術課題，尤其又要做到夠輕薄又是一個很大的挑戰，而且這裡面又有成本的考量，所以ODM/OEM廠商一定要能展現自己的實力才有可能獲的客戶的肯定。最後本研究只是針對AIDC及系統整合的廠商做研究，並不是針對下游的終端使用者做調查，而且各產業的範圍廣大，所以應該可以做更進一步詳細的產品需求的研究，如此才能更清楚的了解市場上的真正情況以做為ODM/OEM的產品需求的開發依據。  關鍵字：平板電腦、創新理論、藍海策略、顧客價值 / In recent years, portable electronic products has rapid grow up, especially for smartphones and tablet PCs. One of the key success factors should depend on the various application software and supporting services that has developed. According to the MIC Research Unit, until 2015 Tablet market will have 2-digits growth rates during the next few years, it’s still in a fulminic growing now. In addition to general consume multimedia tablet for end user, under the market segmentation, there are few tablet brand vendors have launched a serious of product for outdoor usage, high mobility requirements’ Semi-Rugged and Rugged level tablet. Those tablets can be used for critical environment, or product for enterprise outdoor field staff. Compared to the current high competition tablet product, it create a new blue ocean market opportunities. Taiwan IT companies were started from ODM/OEM manufacturer, but in recent years, Taiwan's low-cost advantage has gradually been replaced by emerging markets’ new players, coupled with industry matures, gross margin continued going down, M company is also an ODM/OEM manufacturer for the tablet customers, it’s currently ODM/OEM for non-consumer tablet , this study is based on M company's point of view in a rapidly changing industry environment, to find some direction for product innovation in order to improve these companies’ profitability, and provide a viable industry reference model. For this study, it use of innovative theories and Blue Ocean Strategy and Value Theory of user requirements and other relevant literature to explore, to form the study architecture and the theoretical basis. In addition, this study is using case study analysis method by depth interviews, interviews related industry vendors such as AIDC (Auto Identification & Data Capture) vendor and tablet system integrators to explore what tablet features they need, and these tablet features can be easily combined with their existing systems, and enhance their efficiency. The study results show that Taiwan ODM/OEM manufacturers should integrate hardware and software to provide solutions to their customers, this way not only increase product gross margin, on the other hand can also be cultivating the market and customers, in addition to, ODM/OEM manufacturers must understand the customer requirements in various industries, realize the value for that industry, and to provide different customization or cooperate with the industry’s system integrators to meet or exceed customer perceived value, to improve customer satisfaction. and of course the most important thing is to put more resource to increase the research and development of new technologies, such as new materials or new components of development, for semi-rugged or rugged product, how to do the ruggedize well is not only a big technical issues, particularly but also design light-weight and thin enough to carry out it is also a big challenge, furthermore cost down is another topic should be consideration, so ODM/OEM manufacturer must be able to show their strengths to win customer confidence. Finally, this study is only explore for AIDC vendors and system integrators, not include the end-users, moreover the industries coverage is not enough, so it should be able to make further detailed studies of product requirement, so that it can have more clearly understand the really situation on the market for ODM/OEM manufacturer to development their products. Keywords: Tablet PC, Innovation, Blue Ocean Strategy, Customer Value

The study is a retrospective and summarized the related subjected and jounals of corelations.The accumulated materials and subjects let us understanding the present trend of the bussiness,the strategy,tendency and point of profit that attracts.This study also let us have a view of how International Bussiness Machine(IBM) becomes a leading star in the field of electronic technology bussiness.This study including the analysis of organizatin,porduct,diferent of market,the strategy of market,the service and inventive value.In essentials,the 5 points of successful elements is(1)the high value of bussiness culture,(2)attrative salary and benefits,(3)efficient leadership,(4)invention,(5)decrease the fixed consumtions and costs.The author also want to present the difference between the past and present change in this area of competitions and maturation of the markets.Either the red ocean strategy of market percentage increase or the mainly inventive leading of blue ocean strategy,the leading man should have a view of complete understanding of the changing markets and opportunity at the changing moments.We all know even excellent company will lose to 2nd on time by other competitor.Ultimately,the one who invented the strategy of blue ocean that make up a strong profitable revenue is in commonplace that need our further study.The author of this article want to make dicussions on the competitive invention and new strategy that make the electronic technology a pace ahead the others and make it the out-standing business of the others.