¡¨Corporate strategy¡¨ is not only argued and discussed by experts, but has even been adapted for practical applications by companies for a long time. Corporate Strategy deals with the what, when, and why; which when answered lead to policies and decisions. ¡§Blueocean strategy in business¡¨ has become the ¡§in¡¨ word these years. Yet ¡§Innovation¡¨ still is important, especially in a competitive market because entrepreneurs aim at leadership, if not at dominance of a new market or a new industry. Innovation is the specific tool entrepreneurs use to exploit change as an opportunity for a different business or a different service. Every practice rests on theory. This paper uses the case of GJ restaurant as the research subject because it is applying changes while it attempts to create something new and different for a new market. As GJ company grows and develops, it tries to satisfy every one and excel at consumer relationship management at the same time. GJ is always market-focused and market-driven .The company has made a new market for itself. The company will continue growing at a fast rate thanks to continuous innovation. The innovations employed by GJ have proven to be successful. Now the work will really begin .Industry and society in China is growing and changing at an incredible rate and management models are also changing with each passing day. So, it will be a challenge for the entrepreneur to continue innovating in this fluid environment.

This present thesis aims to contribute to a better understand about how to use value innovation to get competitive advantages and get leading position in the market.   This theoretical approach is supported by an empirical case study about IKEA in Nanjing, China. This case is based on a qualitative research method of in-depth interviews with the local customers, co-workers and managers. The outcome is IKEA uses a unique strategy execution in Nanjing, and it fits Nanjing’s market very well.   The competitive strategy of IKEA is based on its vision of “create better everyday life for many people”, combined with the value-based service culture, and use value innovation to create more value for both customers and company. This present thesis will show its unique strategy operation way together with value creation, which leads IKEA successful apply its Blue Ocean strategy in a foreign country and gets leading position in the market.   So far we have the opinion that IKEA has been successful in Nanjing by implementing a Blue Ocean strategy, which is crucially supported by good value innovation for both customers and company. It is quite a good example of successful Blue Ocean strategy operator in globally.

Abstract In the course of human medical history, if there¡¦s a drug that encompasses historic position and future possibilities, it is without a doubt, the aspirin. In the past ten years, new researches related to aspirin developed and opened new area and usages for this wonder drug. Treatments for newly diagnosed disease are also being expanded with new aspirin researches. Usage of medicine against infection can be traced back to 1500. Ebers Papyrus suggested the practice of using dried leaves to treat rheumatism pains and fight against infection through the salicylic acid effect. Later, it was discovered that salicylic acid from the tree bark contains medical value. This was how salicylic acid was obtained until a German named Herman Klobe discovered attaining salicylic acid chemically. Salicylic acid can assist in resisting rheumatism, which was confirmed in a clinical research in 1876. In Germany, 1887, while working in Bayer¡¦s paramedical factory, Felix Hoffman wanted to improve the terrible smell of salicylic acid, so his father, with rheumatism can better take the medicine. He added Acteyl to salicylic acid, which produced acetylsalicylic acid. With animal research, Heinrich Dressler found that this drug has the function of relieving pain and rheumatism. He named this drug aspirin and introduced it to the mass market. The Aspirin as we know today was born. Due to a long history of aspirin use, it¡¦s confirmed that except high dosage uses on children or teenagers suffering from chicken-pox or the flu, aspirin is a safe drug for adults. Clinical tests in the medical field has proven using 100grams of aspirin daily can contain Thromboxane A2 It¡¦s concentration will not affect cyclo system Endothelin cell COX-1. It also does not have any anti-infection effect, so it is safe to take along with other anti-infection drugs, to safely prevent strokes and heart attacks. This research make use of the 4P analysis to do all-round analysis at Aspirin 100 primary prevention And use its framework to simulate the strategy Afterward it use new management though to simulate the strategy "the blue ocean strategy" the analysis tool and framework of Aspirin 100. This research hope the result can make.

ABSTRACT ¡§A¡¨ company concentrates on ¡§Water Jet¡¨ business for more than twenty years, it had grown slowly and steadly. For this reason, the founder would like diversify his existing business from coping as the spinouts of Plastic Group and CPC Corporation, Taiwan. ¡§A¡¨ company did some investments, they are shot-blasting and rust remover automatic machine. And because politic, economic and environment evaluation factors, the spinouts couldn¡¦t be build up as they expected. Thus, results of related business were not good. The research analyze the related potential business by interact effects of vertical integration to break through its difficult position and then expend its business to step into the ¡§Blue Ocean Market¡¨. The research way of this case was adopted a two-steps method. The first step was quality inquiry, and than made use of AHP method to do some related pilot survey. Ten companies of three types industry were subjects of this study. They were the manager of piping assembly industry, structural steel industry and steel plates industry. There were ten questionnaires in quality investigation and quantification item of each step. All together, there were forty questionnaires. The key point of this research was to do qualitative statistical analyze and compare and calculate index weight to apply the order of priority for suitable business classification. By the AHP¡¦s research and questionnaires of the vertically integratation of sandblasting factory in the in the field of Taiwan, we have found the medium-term and long-term result is atmospherics and steady on the first phase which we have asked people to choose the appropriate category. What the heaviest weight of the quantifiable computation is the steel sheet industry (47.1%)¡Aplumbing industry is next best(29.2%). Therefore, the second stage of the research is order of steel sheet industry. The result of qualitative statistic in second stage are ¡§high value-added¡¨ and ¡§optimistically long-term¡¨. The order of result of quantifiable questionnaire is ¡§tank manufacture¡¨, 34.6%; ¡§bridge reinforcement¡¨, 31.3% and ¡§sewage pipe¡¨, 27.8%. As to ¡§large case beam¡¨ just accounts for the weight 6.4%, it does not adapt to make the vertical conformity of process products in sandblasting industry. The weight of the first three products is very close, that means three products also to be adaptable to make the vertical conformity. The choice of business need to depend on the product price trend, it could not operate that only choose the sole product. Key words: Water Jet business, Blue Ocean Strategy, AHP, Industry Analysis

At the moment, one of the biggest problems BONEGA company is dealing with is blocked access to wholesale networks by strong multinational corporations. One of the solutions is to introduce such unique and different products that customers force wholesales to offer BONEGA products as other competitors would not provide comparable devices. This thesis evaluate existing approaches to differantiation. The most suitable solution for current situation of BONEGA is blue ocean strategy. However, it has several unsolved issues, especially when applied to manufacturing firm with wide range of products, that are being solved in this paper. In order to gain long term competitive advantage based on value innovation, blue ocean strategy must be implemented into company's culture. Therefore a pilot realization of the process was undertaken. It brought several new ideas for differentiation and also valuable knowledge about adoption of the process into day-to-day company life. Those findings are also part of this work.

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Denna studie förklarar hur differentiering kan uppnås genom att tillämpa Blue Ocean strategin och om strategin är hållbar i praktiken. Företaget som valts för denna fallstudie är Vainu. Denna studie analyserar teorin Blue Ocean Strategy skapad av Kim och Mauborgne (2005) och reflekterar kritiskt över denna teori genom Five Competitive Forces av Porter (2008). Det empiriska materialet som används i denna studie har samlats in genom intervjuer med anställda i olika positioner på det valda företaget. Efter en genomförd fallstudie har vi kommit fram till att Vainu använt Blue Ocean Strategy för att skapa ett obestritt marknadsutrymme, men har applicerat flera Porterianska strategier under de senare åren på grund av den ökade konkurrensen. Den resulterande kombinationen av olika strategier förklaras av Mintzberg (1987) teori om framväxande strategier över en längre tid. / This study aims to explain how differentiation can be achieved by applying the Blue Ocean Strategy and if the strategy is sustainable in practice. The company chosen for this case study is called Vainu. This study reflects on Blue Ocean Strategy created by Kim och Mauborgne (2005) and critically reflects on this theory through the Five Competitive Forces by Porter (2008). The empirical material used in this study is gathered through interviews of employees in varying positions at the chosen company. After conducting this case study, we have concluded that Vainu used Blue Ocean Strategy to create an uncontested market space but have incorporated more Porterish strategies in the later years due to the increase in competition. The resulting combination of different strategies is explained by Mintzberg (1987) theory of emergent strategies over time.

Strategy analysis as a base for a business plan which is focused on entrance into the foreign market specifically Austria associate with establishment of pension. In the theoretical part are analysis which are focused on external analysis and also financial part. The practical part is used as evaluation. Main goal of the practical part is found out, if the project has meaning with results of external analysis and financial plan and also if it has meaning to continue with internal analysis and business plan. Main conclusion is, if the project should be realized. Important part is the questionnaire survey and right chosen segmentation potential customers.

Background: There is an increasing amount of arguments made that new business models are the solution when companies and industries face radical changes in the environment. To be able to prosper in the long run, organizations must reinvent themselves over and over again. Many authors (e.g. Abernathy & Utterback, 1978; Christensen, 1997; Kim & Mauborgne, 2005; Ries, 2011) claim that big, radical, reconfigurations are needed in order to prosper in the long-term. Theories, concepts and framework have been developed to answer how this reconfiguration should happen within organizations. However, the concepts derived are just parts of the solution, and none take a holistic approach, trying to cover them in a practical framework that could be used by organizations. Aim: The aim of the thesis is to propose a framework that enables organizations to systemize their innovation processes, making them flexible enough to repetitively seize opportunities through business model innovation where new value can be created and captured. The proposed framework aims to enable organizations to start discussing how they should create and capture new value and give them a more pragmatic view on the innovation process. It also aims to act as a starting point for future research. Methodology: The thesis follows March & Smith’s (1995) design science methodology in order to build and evaluate the framework. This is done in three steps; first by building a model from theory. Second, the emergence of business models in three different case companies are compared and investigated qualitatively. Lastly the model and the factors derived from the data are contrasted and a framework is built and evaluated. Findings & Conclusion: The basis of the derived framework proposes for big steps to change, and create and capture new value; analyze the basis of competition in the macro and micro environment, analyze and experiment with different non-customer tiers, experiment with the creation of value and experiment and analyze the capture of the value created. More tangible tools are proposed for each of these steps. Actually testing the framework and further evaluating and theorizing of the framework is proposed as future research directions.

Background: China is the country with the worldwide hugest hydropower reserves. Interms of meeting its electricity demand, further development of its reserves is necessary.European companies are leading on the hydropower market and strive for projects inChina, resulting in challenges and opportunities while facing emerging market features.Aim: This study presents an analysis of the Chinese electricity market with the aim toidentify challenges and opportunities European hydropower companies face whenoperating or entering this market. The analysis uses Blue Ocean as strategic tool to finda new perspective of examining the market situation and potential.Definition: The OECD (2007) defined hydropower as “electricity generation using thepower of falling water”.Method: This study is based on qualitative research. It constitutes five expertinterviews with company employees as Voith and a professor for fluid mechanics andhydraulic machinery at Stuttgart University.Results: The analysis resulted in 12 challenges and opportunities for Europeanhydropower companies. The challenges arise mainly from political influence on theChinese market. Opportunities, on the other hand, have strategic implications on alltime horizons but focus on different technologies and directions. The long term strategicopportunity was identifies by applying the Blue Ocean strategy. Further this proves theex ante applicability of the Blue Ocean strategy.