Oversaturated markets are the talk of nightmares when you’re a brand in the making. Why? Because it may feel like you’re swimming in a shark-infested territory where you have zero chances of survival unless you’re a great white shark yourself. And that is why there is that life-saver strategy that people should consider more often to succeed.

Exploring “Blue Ocean” opportunities involves navigating uncharted territory where few understand the problem, offering both excitement and risk.

Digital transformations go far beyond technology—they fundamentally transform how enterprises build, operate and deliver their products and services to customers. Digital transformation investments are projected to double to four trillion by 2027—this places a lot of pressure on the C-suite and senior leadership to deliver measurable business value for that investment. However, estimates suggest almost 88% of transformations fail to achieve their expected objectives. AI investments and ambitions will fuel the next wave of digital transformations, and a recent MIT study revealed that 95% of AI pilot projects have failed to deliver measurable value.

Par petites touches, le FC Lorient n’a cessé de progresser dans l’exécution de ses activités de merchandising, avec comme boussole de toujours mieux satisfaire ses fans. Et les Merlus nourrissent de nouveaux projets pour poursuivre leur développement en la matière. Décryptage.

Au cours des 15 dernières années, le Paris Saint-Germain a connu un fulgurante croissance de chiffre d’affaires jusqu’à se hisser parmi les leaders du sport mondial. Une évolution qui ne repose pas exclusivement sur la puissance de son actionnaire ou le recrutement de stars (planétaires) du ballon rond. Décryptage.

La saturation du marché n’apparaît jamais par hasard. Elle s’installe, d’abord à bas bruit puis soudainement, dès que trop d’entreprises s’alignent sur la même cible avec des produits ou services qui finissent par tous se ressembler. Ce phénomène se retrouve notamment dans les secteurs où le cycle de vie du produit tire en longueur. L’innovation ralentit, l’offre s’homogénéise, la concurrence s’attise, et la guerre des prix s’intensifie jusqu’à l’épuisement.

While fast followers sometimes reap rewards, the arc of innovation increasingly bends toward those who move first. First movers — individuals and companies who act quickly on emerging opportunities — are uniquely positioned to set the terms of competition, capture disproportionate mindshare and establish ecosystems that others must navigate.

L’avantage concurrentiel se construit souvent sur des décisions contre-intuitives : certaines entreprises prospèrent en investissant massivement là où leurs rivales réduisent les coûts. Dans d’autres cas, des stratégies de spécialisation permettent de surpasser des acteurs aux ressources bien supérieures. Les modèles classiques ne suffisent plus à garantir la domination sur un marché. L’adaptabilité permanente et l’exploitation de leviers distinctifs deviennent des impératifs, même face à l’incertitude et à l’imprévisibilité des cycles économiques.

Innovation is often the gold standard for firms looking to grow profits and become leaders in their industries. But given the steep cost of failure, is a relentless pursuit of innovation always advisable? Or might there be some instances when imitation may be a better strategy to drive performance gains? This research-backed framework helps companies make more informed decisions about their innovation or imitation strategy: First, companies need to determine their industry’s maturity; then, they must plot their company’s position relative to competitors along important criteria. Knowing where their company falls along these dimensions can help leaders make the right decisions—saving resources, reducing risk, and accelerating impact.

A business strategist is often the pivotal force a company needs to not just compete, but to excel in the current market. These skilled professionals offer a distinct combination of analytical ability, foresight, and practical experience, guiding businesses toward sustainable growth and market leadership.

Swift is a blue ocean strategist who has continuously redefined the music industry’s rules. Through a series of bold, calculated strategic moves, she has eliminated outdated norms, reduced reliance on traditional industry practices, raised what truly resonates with her audience, and created a personal brand with lasting cultural impact. These strategic moves have propelled her beyond the realm of chart-topping artists to become an icon in the entertainment world.

One is the biggest pop star on the planet. The other is one of the world’s most valuable companies. But Taylor Swift and Amazon have two things in common. First, they are both outliers in terms of success. Swift’s Eras tour was the highest-grossing music tour ever, generating more than $2 billion. Amazon has a market cap of more than $2 trillion and is the global leader in several industries. Second, they are both used to explain why particular strategies lead to success. Amazon is cited in no less than 700 Harvard Business Review articles for exactly this purpose.

By highlighting the advantages of nondisruptive creation, our aim here is not to claim that it is superior to disruption. In reality, disruption and nondisruptive creation are complementary. Depending on specific market conditions, companies may find it workable and beneficial to pursue disruption, nondisruptive creation, or a combination of the two.

A profound transformation has left the SEO landscape completely and irrevocably touched by AI. This technology has an influential hand in changing the strategies of search engine performance, forcing marketers to rethink traditional practices in a bid to stay relevant. With 2025 just starting and the AI trends still going strong, predictions for 2025 highly involve AI-powered tools such as ChatGPT, which will drive engagement, revolutionize the content creation industry and reshape keyword strategies.

In an era where climate action takes center stage, the carbon and green professionals community stands at the forefront of innovation. These professionals are not just environmental stewards but also pioneers in creating sustainable business models. However, financial health remains a crucial element that needs reshaping within this dynamic ecosystem. Enter the concept of the Blue Ocean Strategya transformative approach that can redefine financial landscapes for those committed to a green future.

When you set out to solve a problem that only a few people fully understand — let alone know they have — you step into a space where the rules are still being written. That's both the thrill and the risk of a "Blue Ocean" opportunity. For me, this meant entering a market segment that traditional players had either ignored or addressed in fragmented, incomplete ways.

Contrary to popular belief, companies can create innovative solutions that address environmental challenges for society while delivering immediate economic benefits for themselves — it doesn’t have to be either or. Nondisruptive creation, an approach to innovation that is comfortably familiar without being fully familiar, could open up a profitable path for industries while you address environmental concerns, allowing you to achieve positive-sum outcomes for your company, your industry, and society without compromising either or.

This strategy positions hotels as pioneers in creating new market spaces where AI and human synergy redefine hospitality, surpassing competition, and focusing on value innovation. It addresses challenges with a systematic and people-first digital transformation process that encompasses AI readiness, AI implementation, and AI in day-to-day operations.

The term ‘customer-centricity’ was coined in 1954 by management consultant Peter Drucker who stated: “It is the customer who determines what a business is, what it produces, and whether it will prosper”. (1) Essentially, this is a strategy and business culture that focuses on creating the best experience for the customer to build brand loyalty. Customer-centric businesses put the customer at the centre of their philosophy, operations and ideas. They believe that their customers are the primary reason they exist, and they use every means at their disposal to keep them satisfied.Customer-Obsession, on the other hand, is a more recent concept. It refers to being hyper-focused and consistently listening to customers in real-time to enhance their experiences. It revolutionises the way businesses think about customer relationships and can require a mind shift in the way brands perceive their customers.

The core premise of the strategic concept of “proximity” is that, thanks to digital technologies, value is being created closer and closer to the moment of demand — not just in time but also physically closer. This means companies can, in effect, procrastinate and wait until customer demand is present before producing an actual product or service. This trend, which is made possible by technologies ranging from AI to 3D printing to IoT, can help leaders make smart strategic decisions, especially when they feel overwhelmed by new trends and the speed of change. To do so, they need to first understand the four big shifts that are driving proximity, and then begin to brainstorm ways proximity can pay off in their own organizations.