{ "version": "https://jsonfeed.org/version/1", "user_comment": "This feed allows you to read the posts from this site in any feed reader that supports the JSON Feed format. To add this feed to your reader, copy the following URL -- https://businessinaction.com/tag/strategy/feed/json/ -- and add it your reader.", "home_page_url": "https://businessinaction.com/tag/strategy/", "feed_url": "https://businessinaction.com/tag/strategy/feed/json/", "title": "Business In Action", "items": [ { "id": "https://businessinaction.com/leadership/unwrap-your-q4-goals/", "url": "https://businessinaction.com/leadership/unwrap-your-q4-goals/", "title": "Unwrap Your Q4 Goals", "content_html": "

The post Unwrap Your Q4 Goals appeared first on Business In Action.

\n", "content_text": "The post Unwrap Your Q4 Goals appeared first on Business In Action.", "date_published": "2026-08-17T08:00:41+00:00", "date_modified": "2026-07-21T22:32:31+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Business", "Business Strategy", "Leadership", "Quarter", "Strategy" ], "summary": "Use this list to craft more lucrative end-of-year strategies." }, { "id": "https://businessinaction.com/leadership/the-brilliance-of-the-blue-ocean-strategy/", "url": "https://businessinaction.com/leadership/the-brilliance-of-the-blue-ocean-strategy/", "title": "The Brilliance of the Blue Ocean Strategy", "content_html": "

Say you have your sights set on a new enterprise\u2014perhaps one in the ever-growing digital communications, health-care, or dining industry. But as you craft your business plan, you encounter some significant warning signs that you\u2019re in for a bruising battle, fighting tooth and nail for market share, running down costs, and pumping funds into marketing just to gain a foothold in this crowded field.

\n

\"\"But what if instead of contending for a small slice of that pie, you bake a completely new one? Chasing such tantalizing alternatives is at the heart of the blue ocean strategy: creating uncontested market space and making the competition largely irrelevant. For business owners, understanding and applying blue ocean thinking (and red, its alternative) can be a critical framework for generating sustainable growth.

\n

The genesis of the tactic

\n

The concept of red and blue ocean strategies burst onto the business scene when strategic thinkers W. Chan Kim and Ren\u00e9e Mauborgne published their groundbreaking book Blue Ocean Strategy in 2005 (and updated it in 2015). This culmination of a decade-long study of business schemes across over thirty industries challenged conventional wisdom that success hinged primarily on beating one\u2019s rivals. Such traditional thinking, they argued, operated from an overly militaristic perspective of seeking competitive advantages within existing industries.

\n

Through their work, Kim and Mauborgne proposed a paradigm shift. Instead of focusing on competition, leaders should turn to value innovation: the simultaneous pursuit of superior value for customers and lower costs for the company. Their research highlighted businesses that had succeeded not by winning battles but by avoiding them altogether\u2014and opening vast new market spaces in the process.

\n
\"\"
\n

\n

Defining the oceans

\n

To effectively navigate these strategies, it\u2019s crucial to understand the distinct characteristics of each \u201cocean\u201d that entrepreneurs can wade into.

\n

The red ocean: competing in known markets
\nBusinesses that take this approach, named for blood in the water, occupy popular market space and strive to earn their own share of existing demand and outdo competitors. To succeed, they must typically choose between offering a highly differentiated product at a premium or a low-cost product with standard features. The result is price wars, aggressive advertising campaigns that directly compare products, and research into incremental product improvements.

\n

Leaders must also diligently suppress operational costs and hyper-differentiate their organization with unique branding. A prime example is the intensely competitive and saturated telecommunications market, where a few major companies are constantly vying to persuade the same customers.

\n

The blue ocean: exploring new market spaces
\nWhile it\u2019s possible to succeed in a red ocean, Kim and Mauborgne\u2019s alternative may be more lucrative: shifting to the clear waters of a blue one. Here, you leverage innovation to effectively make the competition irrelevant. To pursue this path, you offer the market something fundamentally new and more valuable, the likes of which potential consumers haven\u2019t seen.

\n

However, because markets may be unfamiliar with your products or services (or at least your company\u2019s unique approach to them), creating and capturing new demand may require that you initially sell your offerings at low costs. You will be asking prospects to take a leap and try something unfamiliar, so succeeding in blue oceans means successfully convincing them that you not only are worth the risk but also offer a value proposition that no one else does. Additionally, you\u2019ll need to continue innovating should competitors imitate your ideas or otherwise enter your space. Continually pushing new ideas further and introducing new ones can help prevent a blue ocean from becoming a red one.

\n

Many companies have taken such avenues to stellar success, including these examples:

\n

Amazon
\nThis megaretailer is an example of a company that consistently works to turn a red ocean into a blue one. While it already dominates the crowded field of e-commerce through competitive pricing and customer service, it continually forges ahead with creative initiatives like Amazon Web Services and drone deliveries (in a few states), thereby creating entirely new markets.

\n

Cirque du Soleil
\nInstead of competing with traditional circuses that relied on star animal acts and expensive performers, Cirque du Soleil eliminated these high-cost elements in favor of a theatrical storytelling performance that appeals to adults and youth alike, making it a Las Vegas mainstay and international sensation.

\n

Netflix
\nInitially, Netflix disrupted the video rental market by eliminating late fees and physical store visits (major customer pain points), instead creating a subscription-based, mail-order DVD service that offered unparalleled selection and convenience. Later, it executed another seemingly blue ocean move by leapfrogging into streaming media, further enhancing convenience and becoming content creators in their own right.

\n

\"\"

\n

Finding your path

\n

You may find that your route to success begins with market research, either independently (e.g., conducting social media polls) or via a third-party researcher. The results of said research can reveal which type of ocean lies before you should you follow this enterprise.

\n

However, Kim and Mauborgne\u2019s lesson is clear: don\u2019t fight harder in red oceans; fight smarter in blue ones. Understand where the competition is fierce, and keep an eye out for unexplored opportunities. Should you sail with confidence and preparation into an innovative space, you can position your business to not only survive but also grow, profit, and lead.

\n

For more info, visit blueoceanstrategy.com

\n
\n

TAKE ACTION:
\nLearn more about practicing these methods by enrolling in one of the authors\u2019 strategic programs.

\n

The post The Brilliance of the Blue Ocean Strategy appeared first on Business In Action.

\n", "content_text": "Say you have your sights set on a new enterprise\u2014perhaps one in the ever-growing digital communications, health-care, or dining industry. But as you craft your business plan, you encounter some significant warning signs that you\u2019re in for a bruising battle, fighting tooth and nail for market share, running down costs, and pumping funds into marketing just to gain a foothold in this crowded field.\nBut what if instead of contending for a small slice of that pie, you bake a completely new one? Chasing such tantalizing alternatives is at the heart of the blue ocean strategy: creating uncontested market space and making the competition largely irrelevant. For business owners, understanding and applying blue ocean thinking (and red, its alternative) can be a critical framework for generating sustainable growth.\nThe genesis of the tactic\nThe concept of red and blue ocean strategies burst onto the business scene when strategic thinkers W. Chan Kim and Ren\u00e9e Mauborgne published their groundbreaking book Blue Ocean Strategy in 2005 (and updated it in 2015). This culmination of a decade-long study of business schemes across over thirty industries challenged conventional wisdom that success hinged primarily on beating one\u2019s rivals. Such traditional thinking, they argued, operated from an overly militaristic perspective of seeking competitive advantages within existing industries.\nThrough their work, Kim and Mauborgne proposed a paradigm shift. Instead of focusing on competition, leaders should turn to value innovation: the simultaneous pursuit of superior value for customers and lower costs for the company. Their research highlighted businesses that had succeeded not by winning battles but by avoiding them altogether\u2014and opening vast new market spaces in the process.\n\n\nDefining the oceans\nTo effectively navigate these strategies, it\u2019s crucial to understand the distinct characteristics of each \u201cocean\u201d that entrepreneurs can wade into.\nThe red ocean: competing in known markets\nBusinesses that take this approach, named for blood in the water, occupy popular market space and strive to earn their own share of existing demand and outdo competitors. To succeed, they must typically choose between offering a highly differentiated product at a premium or a low-cost product with standard features. The result is price wars, aggressive advertising campaigns that directly compare products, and research into incremental product improvements.\nLeaders must also diligently suppress operational costs and hyper-differentiate their organization with unique branding. A prime example is the intensely competitive and saturated telecommunications market, where a few major companies are constantly vying to persuade the same customers.\nThe blue ocean: exploring new market spaces\nWhile it\u2019s possible to succeed in a red ocean, Kim and Mauborgne\u2019s alternative may be more lucrative: shifting to the clear waters of a blue one. Here, you leverage innovation to effectively make the competition irrelevant. To pursue this path, you offer the market something fundamentally new and more valuable, the likes of which potential consumers haven\u2019t seen.\nHowever, because markets may be unfamiliar with your products or services (or at least your company\u2019s unique approach to them), creating and capturing new demand may require that you initially sell your offerings at low costs. You will be asking prospects to take a leap and try something unfamiliar, so succeeding in blue oceans means successfully convincing them that you not only are worth the risk but also offer a value proposition that no one else does. Additionally, you\u2019ll need to continue innovating should competitors imitate your ideas or otherwise enter your space. Continually pushing new ideas further and introducing new ones can help prevent a blue ocean from becoming a red one.\nMany companies have taken such avenues to stellar success, including these examples:\nAmazon\nThis megaretailer is an example of a company that consistently works to turn a red ocean into a blue one. While it already dominates the crowded field of e-commerce through competitive pricing and customer service, it continually forges ahead with creative initiatives like Amazon Web Services and drone deliveries (in a few states), thereby creating entirely new markets.\nCirque du Soleil\nInstead of competing with traditional circuses that relied on star animal acts and expensive performers, Cirque du Soleil eliminated these high-cost elements in favor of a theatrical storytelling performance that appeals to adults and youth alike, making it a Las Vegas mainstay and international sensation.\nNetflix\nInitially, Netflix disrupted the video rental market by eliminating late fees and physical store visits (major customer pain points), instead creating a subscription-based, mail-order DVD service that offered unparalleled selection and convenience. Later, it executed another seemingly blue ocean move by leapfrogging into streaming media, further enhancing convenience and becoming content creators in their own right.\n\nFinding your path\nYou may find that your route to success begins with market research, either independently (e.g., conducting social media polls) or via a third-party researcher. The results of said research can reveal which type of ocean lies before you should you follow this enterprise.\nHowever, Kim and Mauborgne\u2019s lesson is clear: don\u2019t fight harder in red oceans; fight smarter in blue ones. Understand where the competition is fierce, and keep an eye out for unexplored opportunities. Should you sail with confidence and preparation into an innovative space, you can position your business to not only survive but also grow, profit, and lead.\nFor more info, visit blueoceanstrategy.com\n\nTAKE ACTION:\nLearn more about practicing these methods by enrolling in one of the authors\u2019 strategic programs.\nThe post The Brilliance of the Blue Ocean Strategy appeared first on Business In Action.", "date_published": "2026-07-31T08:00:34+00:00", "date_modified": "2026-07-09T22:47:27+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/oceanstrategy-featured.jpg", "tags": [ "Books", "Business Books", "Business Strategy", "Leadership Skills", "Strategy", "Leadership" ], "summary": "Apply this noted tool to your next entrepreneurial venture to boost your chances of becoming profitable." }, { "id": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "url": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "title": "The Advantages of Short-Term Plans", "content_html": "

For decades, the five-year plan has been a cornerstone of strategic business thinking.

\n

It seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.

\n

 

\n
\"\"
\n

 

\n

The problem with long-term planning

\n

Five-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.

\n

Nokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.

\n

 

\n
\"\"
\n

 

\n

Incorporate shorter planning cycles

\n

Shifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.

\n

These focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:

\n\n

No matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.

\n

 

\n
\"\"
\n

 

\n

Build agility into your culture

\n

Ultimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.

\n

Netflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.

\n

Google embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d

\n

The real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.

\n
\n

TAKE ACTION:
\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.

\n

The post The Advantages of Short-Term Plans appeared first on Business In Action.

\n", "content_text": "For decades, the five-year plan has been a cornerstone of strategic business thinking.\nIt seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.\n \n\n \nThe problem with long-term planning\nFive-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.\nNokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.\n \n\n \nIncorporate shorter planning cycles\nShifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.\nThese focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:\n\nQuarterly objectives and key results (OKRs): Set three to five top-level objectives every ninety days with measurable key results.\nRetrospectives: Hold end-of-quarter reviews to evaluate wins and missteps and determine course corrections.\nSprint planning: Break down quarterly goals into biweekly or monthly divisions with focused outcomes.\nScorecards: Use live dashboards with leading indicators to track progress in real time.\nDecision journals: Log assumptions and decisions to assess accuracy and refine thinking over time.\n\nNo matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.\n \n\n \nBuild agility into your culture\nUltimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.\nNetflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.\nGoogle embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d\nThe real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.\n\nTAKE ACTION:\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.\nThe post The Advantages of Short-Term Plans appeared first on Business In Action.", "date_published": "2026-07-27T08:00:58+00:00", "date_modified": "2026-07-09T22:47:57+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/short-term-plans-featured.jpg", "tags": [ "Agility", "Business Strategy", "Leadership", "Planning", "Strategy", "Productivity" ], "summary": "Learn why agility might be the key to staying competitive in a rapidly changing world." }, { "id": "https://businessinaction.com/productivity/unlock-productivity-with-time-blocking/", "url": "https://businessinaction.com/productivity/unlock-productivity-with-time-blocking/", "title": "Unlock Productivity with Time Blocking", "content_html": "

The post Unlock Productivity with Time Blocking appeared first on Business In Action.

\n", "content_text": "The post Unlock Productivity with Time Blocking appeared first on Business In Action.", "date_published": "2025-08-22T08:00:54+00:00", "date_modified": "2025-05-19T20:03:56+00:00", "author": { "name": "ajimenez", "url": "https://businessinaction.com/author/ajimenez/", "avatar": "https://secure.gravatar.com/avatar/370fd3ef5b2313c7465c0026a4c2af9d14c7c1f31fb160ddbba3f572f8b74842?s=512&d=mm&r=g" }, "tags": [ "Productivity", "Strategy", "Time" ], "summary": "If you consistently feel behind on your workload, this tactic designed to apportion time for each task can help." }, { "id": "https://businessinaction.com/marketing/an-email-segmentation-overview/", "url": "https://businessinaction.com/marketing/an-email-segmentation-overview/", "title": "An Email-Segmentation Overview", "content_html": "

The post An Email-Segmentation Overview appeared first on Business In Action.

\n", "content_text": "The post An Email-Segmentation Overview appeared first on Business In Action.", "date_published": "2024-08-03T08:00:29+00:00", "date_modified": "2024-05-21T20:11:46+00:00", "author": { "name": "ajimenez", "url": "https://businessinaction.com/author/ajimenez/", "avatar": "https://secure.gravatar.com/avatar/370fd3ef5b2313c7465c0026a4c2af9d14c7c1f31fb160ddbba3f572f8b74842?s=512&d=mm&r=g" }, "tags": [ "Customers", "Email", "Strategy", "Marketing" ], "summary": "Discover how to get laser focused with your business\u2019s emails." } ] }