[Solved] 1.19 management and marketing

Assignment Prompt & Instructions

– ## Seminar10FormativeAssessment1.pdf – ## Lecture10Launchofassignment12.pdf – ## example.docx – A1BriefENE3506_520_23241111.pdf **## Seminar10FormativeAssessment1.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Seminar 10 Formative Assessment Outline Formative Assessment Marking In this session, your seminar tutor will mark your summative assessment work. This will be through one of the following methods depending upon the structure and size of the seminar group A) Peer marking, and feedback, with checks on learning of all work by seminar tutor B) Individual seminar tutor marking and feedback C) Virtual 1-2-1 group marking and feed back For A and B: Printed or electronic completed work is acceptable. Have your work ready to share with the marker. For C: Be able and ready to share your completed work through Microsoft teams screen share. – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline **## Lecture10Launchofassignment12.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Lecture 10 Launch of assignment 1 Outline Deadline Assignment Brief • Title Page/ Front Page • Report formatting and word count • Report Structure • References • Sketches Report and Sketches Example Marking Criteria Summary Further support Q&A Deadline Type Individual Report Length 1300 words+sketches Weighting 50% Deadline Tuesday 23rd January 2024 11:59 AM Week 17 Return date 20th February 2024 If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. • DMU campus + dmu Virtual students – folder • BLEX visitors – folder • SISFU campus – folder • Neils Brock campus – folder Which UNIVERSITY DO YOU STUDY AT???!!! Assignment 1 Brief: Individual Report Front/Title Page ✓Title of Your Blue Ocean Concept ✓Your name and p number ✓Tutor name MUST INCLUDE ✓Word count Formatting and Word Count • Report Format • Use of headings • Do NOT include Executive Summary • Table of Contents • Should be single spaced and adhere to normal report format • Word Count • 1300 words +/- 10% • Excludes references, title page and table of contents • Insert Strategy Canvas as a picture NO EXECUTIVE SUMMARY INTRODUCTION REPORT WRITING STRUCTURED BUILDING BLOCKS 1 2 3 DEFINITIONS STRATEGY CANVAS YOUR EVALUATION CONCLUSION DEFINE YOUR CSFs CREATIVE APPLICATION 4 5 6 7 INTRODUCTION 5% of word count REPORT STRUCTURED BUILDING BLOCKS Define in your own words Add quotations 1 2 3 Sentences DEFINITIONS 20% of word count Focus TaglineDivergence INSERT YOUR STRATEGY CANVAS REPORT WRITING STRUCTURED BUILDING BLOCKS 3 4 YOUR EVALUATION Scan to avoid wordcount • Your Blue Ocean Idea • Why does the shape of your blue ocean curve make the red curve irrelevant? • Illustrate with Your Research and use Examples 20% wordcount Here DEFINE YOUR CSFs REPORT STRUCTURED BUILDING BLOCKS • Use YOUR research and IMAGINATION to illustrate how the ‘Before’ & ‘After’ CSFs will look like 5 6 • Definition of a CSF • Choose 3 CSFs of YOUR blue ocean idea from perspective A,B,C,D or X) • Add evidence from YOUR Industry research sources CREATIVE APPLICATION Before After CSF 1 CSF 3 CSF 2 20% of wordcount 30% of wordcount CONCLUSION 5% of wordcount REPORT STRUCTURED BUILDING BLOCKS Summarise how your 3 CSFs have changed the rules of the game 7 CSF 1 CSF 3 CSF 2 CSF 1 CSF 3 CSF 2 DEFINE AND APPLY CSFs 1 2 3 CREATIVE APPLICATION CSF 1 CSF 3 CSF 2 CONCLUSION 5% of word count EVALUATE Scan to avoid word count 20% of word count INSERT YOUR STRATEGY CANVAS DEFINITIONS 20% of word count Focus TaglineDivergence INTRODUCTION 5% of word count 20% of word count 30% of word count 4 5 6 7 S T R U C T U R E C R E A T I V I T Y References •A Reference List with a ‘minimum’ 5 sources, at least two of which are industry sources •Mintel, Datamoniter360, and Statista etc •Harvard Style for both in-text citations as well as for list of references Sketches You are required to create Six Sketches • Choose any 3 CFS • 2 sketches for each CSFs = 6 How your blue ocean is different to your Red Ocean curve Individual originality being sought (Examples are available on blackboard) Make sure to attach sketches to the appendix after the references Sketches should be your own originals They can be in cartoon, comic, collage, computer generated or other similar formats that are prepared by you. CAREFUL!! BEFORE AND AFTER VARIATIONS BETWEEN CSFs WILL BE DIFFERENT SEE FOLLOWING 2 SLIDES for examples: Before After CSF 1 CSF 3 CSF 2 R E D U C E BEFORE AFTER PESPECTIVE C R A IS E PESPECTIVE D WHERE DO I PUT MY NON CUSTOMERS ON MY STRAGETY CANVAS???!!! PESPECTIVE X CAN BE ‘RAISE’, ‘LOWER’ or BOTH ANYWHERE ON CANVAS New Non-Customer Groups Before After CSF 1 CSF 3 CSF 2 – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline – 幻灯片 4: Deadline – 幻灯片 5: If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. – 幻灯片 6: – 幻灯片 7: Assignment 1 Brief: Individual Report – 幻灯片 8: Formatting and Word Count – 幻灯片 9 – 幻灯片 10 – 幻灯片 11 – 幻灯片 12 – 幻灯片 13 – 幻灯片 14 – 幻灯片 15: – 幻灯片 16: Sketches – 幻灯片 17 – 幻灯片 18 – 幻灯片 19 – 幻灯片 20 – 幻灯片 21 **## example.docx** 1 **Individual Blue Ocean Report** **Smartwatch device powered by Sweat** 1345 Words Table of Contents 1. Introduction 3 2. Definitions and justification of elements of CSFs 3 2.1 Focus 4 2.2 Divergence 4 2.3 Tagline 4 3. 4-Action Framework Identification and justification – CSF’s 5 4. Strategy Canvas 6 5. Define and justify 3 non-consumer groups 7 6. Creative application 8 7. Conclusion 11 8. References 12 ## 1. Introduction With the technological advancement, smartwatch industry has flourished in a long-way and it has forced entrepreneurs and businesses to come up with unique set of technologies and design to improve higher level of market penetration and brand recognition to enjoy competitive advantage in the intensely competitive market. In context to the scenario, the blue ocean strategy has been created aiming to develop a smartwatch that can be powered by sweat of the user using a built in technology of coating polyester cellulose clothing within a thin layer of a polymer (electrode of the capacitor) (Market Research Report, 2021). The report aims to provide a strategy canvas, followed by identification of the non-customer groups and creative application of the blue ocean strategy. ## 2. Definitions and justification of elements of CSFs Blue ocean strategy is defined as a particular strategy or idea that aims to promote differentiation and cost-effectiveness in products so that new market opportunities can be explored by creating high demand for the products (Kim and Mauborgne, 2015). With the increasing popularity of smartwatch devices, the identified blue ocean strategy can create high demand among the young tech-savvy consumer segment as well as fitness concerned people. In the following the section, the three elements of critical success factors (CSFs) of the blue ocean strategy are described and justified. ### 2.1 Focus In case of defining the critical success factors for any blue ocean strategy development, focus is the component that can support a business to reduce unproductive, underperforming, and unnecessary areas linking to the CSF aiming to managing input costs of business and sustain innovation (Kim and Mauborgne, 2017). In developing the blue ocean strategy of the smartwatch device powered by sweat of the user, the key focus will be to eliminate the traditional battery-powered Smartwatches and reliance of such device on conventional mechanism. ### 2.2 Divergence In a blue ocean strategy, divergence can be defined as the method of creating differentiation from the existing products based on technology or service standards aiming to generate products that can increase new demand from the wider group of target audience (Carton, 2017). It is the benefit of divergence that helps businesses to come up with new set of ideas, innovative technologies and designs so that unique value propositions can be made available to the customers creating traction in the existing market. ### 2.3 Tagline Tagline within a blue ocean strategy can be referred to as the component that can be significantly helpful for the marketers to enhance the brand reputation by communicating about product uniqueness and innovation with the target audience. A catchy tagline can be useful to attract the potential customers featuring the capabilities of the product (Chadarava, 2018). For this case, the suitable tagline will be ‘smartest is the fittest’ which is expected to be highly influential in marketing of the smartwatch device powered by sweat of the user (Kim and Mauborgne, 2015). ## 3. 4-Action Framework Identification and justification – CSF’s In developing the strategic canvas, 4-Action Framework model has been used to identify the actions such as eliminate, raise, reduce and create so that transformation into the blue ocean strategy from red ocean strategy can be clearly illustrated and justified (Mebert and Lowe, 2017). In leading to the development of the blue ocean strategy, the focus is to eliminate: 1) the traditional battery-powered smartwatch device, 2) non-sustainable materials from device manufacturing, and 3) battery waste and discharge issues of Smartwatch. The choices can be justified as these identified critical success factors can help the blue ocean strategy to reduce unwanted elements from the existing red ocean strategy and support high level of marketing awareness among the target audience regarding Smartwatches (Yaghoubi and Dahmardeh, 2011). Next, the blue ocean strategy is set to reduce: 1) the size of the Smartwatch battery, 2) spill over and discharge risks from battery, and 3) emission of toxic pollutants from battery waste. The critical success factors are highly significant to the blue ocean strategy as it allows the manufacturer to create differentiation and promote sustainability aspects into the business (Awolusi, Marks and Hallowell, 2018). Furthermore, the blue ocean strategy will Raise: 1) quality and Smart charging technology in Smartwatch, 2) sustain and long-battery life for smartwatch, and 3) high level of safety and user security for Smartwatch. With the actions, it can be identified that the blue ocean strategy is set to extend high level of competitive advantage promoting product differentiation. Last but not the least; the strategy is set to create: 1) Hi-tech charging mechanism from sweat, 2) super capacitor in the smallest core shape, and 3) new marketing opportunities. The chosen actions are significant and the innovation and technological advancement reflected through the device can be used in the tagline and marketing communication to gain traction. ## 4. Strategy Canvas   ## 5. Define and justify 3 non-consumer groups By considering the three tiers of non-customers, the tier 1- ‘soon to be’ non-customers, tier 2- ‘refusing’ non-customers, and tier 3- ‘unexplored non-customers’, it has been identified that the three potential non-customers segments are: 1) lower-middle class income groups, 2) people living in the remote locations where hi-tech device is not available, and 3) elderly people who are not tech-savvy and do not know utility of smartwatch devices (Kim and Mauborgne, 2018). From the segmentation, it has been identified that the selected non-customers are primarily associated to tier 2 and tier 3 categories. Due to the refusing nature and unexplored section, such group of target audience shows lack of interest toward the product. ## 6. Creative application From the evidence of the research studies, it has been identified that smartwatch industry has largely grown over the years as tech-savvy young consumers and people concerned about health and fitness activities are shifting toward Smartwatches from conventional watches. According to the reports, the global smartwatch industry is worth US$30,434.1 million in 2021 and it is anticipated to grow at a rate of 8.2 percent CAGR (Grand View Research, 2021). In such a scenario, the creative applications of the blue ocean strategy are significant as analysed below:  With the red ocean strategy, the existing Smartwatches are conventionally powered having certain limitations for the users. However, with the introduction of sweat-powered charging technology, users do not have to concern about the charging the device. During the health and fitness training or regular activities, the sweat discharged from the user will automatically charge the device making the product highly innovative and widely acceptable (P S Market Research, 2021). It will have a broader impact on the sales of the Smartwatches in future making the device highly unique.  Secondly, it has been seen that in the conventional Smartwatches, the life span of the smartwatch battery is low to medium as users have to charge it consistently to make it active. With the new set of technology of sweat charging and powered electrode used in the device, the blue ocean strategy is set to increase the life span of the battery of Smartwatches enhancing the longevity and utility of the Smartwatches (Mordor intelligence, 2019).  Finally, it has been identified that the existing Smartwatches are seemed to provide less safety and security to the user and the associated data making it vulnerable. With the blue ocean strategy, it can be identified that new safety and secured technology and mechanisms will be utilised in device offering high level of security and safety to the users (Market Research Report, 2021). In this way, the device will be popular among tech-savvy people. ## 7. Conclusion From the analysis of the identified blue ocean strategy, it can be evaluated that smartwatch device powered by sweat of the user can become a widely popular gadget for tech-savvy young generation people. Looking at the critical success factors and strategic canvas, it is expected that blue ocean strategy is set to replace the existing red ocean strategy i.e. conventional battery powered Smartwatches. The viability and innovation technology utilised in the device will certainly enhance its creative application as mentioned. Moreover, the identification of the non-consumer groups is significant to strategise specific activities to make the product popular in the market. ## 8. References Awolusi, I., Marks, E. and Hallowell, M. (2018). Wearable technology for personalized construction safety monitoring and trending: Review of applicable devices. _Automation in Construction_, [online] 85(1), pp.96–106. doi:https://doi.org/10.1016/j.autcon.2017.10.010. Carton, G. (2017). A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management. _Academy of Management Proceedings_, 2017(1), p.17635. Chadarava, P.D. (2018). Blue Ocean Strategy: A Review of Literature. _FOCUS: Journal of International Business_, 5(01). Grand View Research (2021). _Smartwatches Market Size Research, Share | Industry Growth Report, 2020_. [online] www.grandviewresearch.com. Available at: https://www.grandviewresearch.com/industry-analysis/smartwatches-market [Accessed 2023]. Kim, W.C. and Mauborgne, R. (2015). _Blue ocean strategy : how to create uncontested market space and make the competition irrelevant_. 5th ed. Boston, Massachuetts: Harvard Bus Review Press. Kim, W.C. and Mauborgne, R. (2017). _The Blue Ocean Strategy reader_. Boston, Massachusetts Harvard Business Review Press. Kim, W.C. and Mauborgne, R. (2018). _Blue ocean shift : beyond competing : proven steps to inspire confidence and seize new growth_. New York: Hachette Books. Market Research Report (2021). _Wearable Technology Market by Product, Application | COVID-19 Impact Analysis | MarketsandMarketsTM_. [online] www.marketsandmarkets.com. Available at: https://www.marketsandmarkets.com/Market-Reports/wearable-electronics-market-983.html [Accessed 2023]. Mebert, A. and Lowe, S. (2017). _Blue Ocean Strategy_. London: Taylor And Francis. Mordor intelligence (2019). _Smartwatch Market | 2020-2027 | Industry Report_. [online] www.mordorintelligence.com. Available at: https://www.mordorintelligence.com/industry-reports/smartwatch-market. P S Market Research (2021). _Smartwatch Market Size, Share, Growth, Industry Report, 2023_. [online] Psmarketresearch.com. Available at: https://www.psmarketresearch.com/market-analysis/smartwatch-market [Accessed 2023]. Suriya, Dr.T.S.Udhaya. (2019). Wearable Smart Watch Using IoT (Internet of Things). _International Journal of Research in Advent Technology_, 7(3), pp.1617–1619. doi:10.32622/ijrat.732019146. Yaghoubi, N.-M. and Dahmardeh, M. (2011). Knowledge management; critical success factor in organizational agility. _American Journal of Social and Management Sciences_, 2(3), pp.272–277. **image4.png** **image5.png** **image1.emf** **image2.png** **image3.png** **A1BriefENE3506_520_23241111.pdf** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/a1briefene3506-520-23241111-pdf-9721265) **A1BriefENE3506_520_23241111.pdf** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/a1briefene3506-520-23241111-pdf-9721265) **## Seminar10FormativeAssessment1.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Seminar 10 Formative Assessment Outline Formative Assessment Marking In this session, your seminar tutor will mark your summative assessment work. This will be through one of the following methods depending upon the structure and size of the seminar group A) Peer marking, and feedback, with checks on learning of all work by seminar tutor B) Individual seminar tutor marking and feedback C) Virtual 1-2-1 group marking and feed back For A and B: Printed or electronic completed work is acceptable. Have your work ready to share with the marker. For C: Be able and ready to share your completed work through Microsoft teams screen share. – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline **## Lecture10Launchofassignment12.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Lecture 10 Launch of assignment 1 Outline Deadline Assignment Brief • Title Page/ Front Page • Report formatting and word count • Report Structure • References • Sketches Report and Sketches Example Marking Criteria Summary Further support Q&A Deadline Type Individual Report Length 1300 words+sketches Weighting 50% Deadline Tuesday 23rd January 2024 11:59 AM Week 17 Return date 20th February 2024 If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. • DMU campus + dmu Virtual students – folder • BLEX visitors – folder • SISFU campus – folder • Neils Brock campus – folder Which UNIVERSITY DO YOU STUDY AT???!!! Assignment 1 Brief: Individual Report Front/Title Page ✓Title of Your Blue Ocean Concept ✓Your name and p number ✓Tutor name MUST INCLUDE ✓Word count Formatting and Word Count • Report Format • Use of headings • Do NOT include Executive Summary • Table of Contents • Should be single spaced and adhere to normal report format • Word Count • 1300 words +/- 10% • Excludes references, title page and table of contents • Insert Strategy Canvas as a picture NO EXECUTIVE SUMMARY INTRODUCTION REPORT WRITING STRUCTURED BUILDING BLOCKS 1 2 3 DEFINITIONS STRATEGY CANVAS YOUR EVALUATION CONCLUSION DEFINE YOUR CSFs CREATIVE APPLICATION 4 5 6 7 INTRODUCTION 5% of word count REPORT STRUCTURED BUILDING BLOCKS Define in your own words Add quotations 1 2 3 Sentences DEFINITIONS 20% of word count Focus TaglineDivergence INSERT YOUR STRATEGY CANVAS REPORT WRITING STRUCTURED BUILDING BLOCKS 3 4 YOUR EVALUATION Scan to avoid wordcount • Your Blue Ocean Idea • Why does the shape of your blue ocean curve make the red curve irrelevant? • Illustrate with Your Research and use Examples 20% wordcount Here DEFINE YOUR CSFs REPORT STRUCTURED BUILDING BLOCKS • Use YOUR research and IMAGINATION to illustrate how the ‘Before’ & ‘After’ CSFs will look like 5 6 • Definition of a CSF • Choose 3 CSFs of YOUR blue ocean idea from perspective A,B,C,D or X) • Add evidence from YOUR Industry research sources CREATIVE APPLICATION Before After CSF 1 CSF 3 CSF 2 20% of wordcount 30% of wordcount CONCLUSION 5% of wordcount REPORT STRUCTURED BUILDING BLOCKS Summarise how your 3 CSFs have changed the rules of the game 7 CSF 1 CSF 3 CSF 2 CSF 1 CSF 3 CSF 2 DEFINE AND APPLY CSFs 1 2 3 CREATIVE APPLICATION CSF 1 CSF 3 CSF 2 CONCLUSION 5% of word count EVALUATE Scan to avoid word count 20% of word count INSERT YOUR STRATEGY CANVAS DEFINITIONS 20% of word count Focus TaglineDivergence INTRODUCTION 5% of word count 20% of word count 30% of word count 4 5 6 7 S T R U C T U R E C R E A T I V I T Y References •A Reference List with a ‘minimum’ 5 sources, at least two of which are industry sources •Mintel, Datamoniter360, and Statista etc •Harvard Style for both in-text citations as well as for list of references Sketches You are required to create Six Sketches • Choose any 3 CFS • 2 sketches for each CSFs = 6 How your blue ocean is different to your Red Ocean curve Individual originality being sought (Examples are available on blackboard) Make sure to attach sketches to the appendix after the references Sketches should be your own originals They can be in cartoon, comic, collage, computer generated or other similar formats that are prepared by you. CAREFUL!! BEFORE AND AFTER VARIATIONS BETWEEN CSFs WILL BE DIFFERENT SEE FOLLOWING 2 SLIDES for examples: Before After CSF 1 CSF 3 CSF 2 R E D U C E BEFORE AFTER PESPECTIVE C R A IS E PESPECTIVE D WHERE DO I PUT MY NON CUSTOMERS ON MY STRAGETY CANVAS???!!! PESPECTIVE X CAN BE ‘RAISE’, ‘LOWER’ or BOTH ANYWHERE ON CANVAS New Non-Customer Groups Before After CSF 1 CSF 3 CSF 2 – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline – 幻灯片 4: Deadline – 幻灯片 5: If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. – 幻灯片 6: – 幻灯片 7: Assignment 1 Brief: Individual Report – 幻灯片 8: Formatting and Word Count – 幻灯片 9 – 幻灯片 10 – 幻灯片 11 – 幻灯片 12 – 幻灯片 13 – 幻灯片 14 – 幻灯片 15: – 幻灯片 16: Sketches – 幻灯片 17 – 幻灯片 18 – 幻灯片 19 – 幻灯片 20 – 幻灯片 21 **## example.docx** 1 **Individual Blue Ocean Report** **Smartwatch device powered by Sweat** 1345 Words Table of Contents 1. Introduction 3 2. Definitions and justification of elements of CSFs 3 2.1 Focus 4 2.2 Divergence 4 2.3 Tagline 4 3. 4-Action Framework Identification and justification – CSF’s 5 4. Strategy Canvas 6 5. Define and justify 3 non-consumer groups 7 6. Creative application 8 7. Conclusion 11 8. References 12 ## 1. Introduction With the technological advancement, smartwatch industry has flourished in a long-way and it has forced entrepreneurs and businesses to come up with unique set of technologies and design to improve higher level of market penetration and brand recognition to enjoy competitive advantage in the intensely competitive market. In context to the scenario, the blue ocean strategy has been created aiming to develop a smartwatch that can be powered by sweat of the user using a built in technology of coating polyester cellulose clothing within a thin layer of a polymer (electrode of the capacitor) (Market Research Report, 2021). The report aims to provide a strategy canvas, followed by identification of the non-customer groups and creative application of the blue ocean strategy. ## 2. Definitions and justification of elements of CSFs Blue ocean strategy is defined as a particular strategy or idea that aims to promote differentiation and cost-effectiveness in products so that new market opportunities can be explored by creating high demand for the products (Kim and Mauborgne, 2015). With the increasing popularity of smartwatch devices, the identified blue ocean strategy can create high demand among the young tech-savvy consumer segment as well as fitness concerned people. In the following the section, the three elements of critical success factors (CSFs) of the blue ocean strategy are described and justified. ### 2.1 Focus In case of defining the critical success factors for any blue ocean strategy development, focus is the component that can support a business to reduce unproductive, underperforming, and unnecessary areas linking to the CSF aiming to managing input costs of business and sustain innovation (Kim and Mauborgne, 2017). In developing the blue ocean strategy of the smartwatch device powered by sweat of the user, the key focus will be to eliminate the traditional battery-powered Smartwatches and reliance of such device on conventional mechanism. ### 2.2 Divergence In a blue ocean strategy, divergence can be defined as the method of creating differentiation from the existing products based on technology or service standards aiming to generate products that can increase new demand from the wider group of target audience (Carton, 2017). It is the benefit of divergence that helps businesses to come up with new set of ideas, innovative technologies and designs so that unique value propositions can be made available to the customers creating traction in the existing market. ### 2.3 Tagline Tagline within a blue ocean strategy can be referred to as the component that can be significantly helpful for the marketers to enhance the brand reputation by communicating about product uniqueness and innovation with the target audience. A catchy tagline can be useful to attract the potential customers featuring the capabilities of the product (Chadarava, 2018). For this case, the suitable tagline will be ‘smartest is the fittest’ which is expected to be highly influential in marketing of the smartwatch device powered by sweat of the user (Kim and Mauborgne, 2015). ## 3. 4-Action Framework Identification and justification – CSF’s In developing the strategic canvas, 4-Action Framework model has been used to identify the actions such as eliminate, raise, reduce and create so that transformation into the blue ocean strategy from red ocean strategy can be clearly illustrated and justified (Mebert and Lowe, 2017). In leading to the development of the blue ocean strategy, the focus is to eliminate: 1) the traditional battery-powered smartwatch device, 2) non-sustainable materials from device manufacturing, and 3) battery waste and discharge issues of Smartwatch. The choices can be justified as these identified critical success factors can help the blue ocean strategy to reduce unwanted elements from the existing red ocean strategy and support high level of marketing awareness among the target audience regarding Smartwatches (Yaghoubi and Dahmardeh, 2011). Next, the blue ocean strategy is set to reduce: 1) the size of the Smartwatch battery, 2) spill over and discharge risks from battery, and 3) emission of toxic pollutants from battery waste. The critical success factors are highly significant to the blue ocean strategy as it allows the manufacturer to create differentiation and promote sustainability aspects into the business (Awolusi, Marks and Hallowell, 2018). Furthermore, the blue ocean strategy will Raise: 1) quality and Smart charging technology in Smartwatch, 2) sustain and long-battery life for smartwatch, and 3) high level of safety and user security for Smartwatch. With the actions, it can be identified that the blue ocean strategy is set to extend high level of competitive advantage promoting product differentiation. Last but not the least; the strategy is set to create: 1) Hi-tech charging mechanism from sweat, 2) super capacitor in the smallest core shape, and 3) new marketing opportunities. The chosen actions are significant and the innovation and technological advancement reflected through the device can be used in the tagline and marketing communication to gain traction. ## 4. Strategy Canvas   ## 5. Define and justify 3 non-consumer groups By considering the three tiers of non-customers, the tier 1- ‘soon to be’ non-customers, tier 2- ‘refusing’ non-customers, and tier 3- ‘unexplored non-customers’, it has been identified that the three potential non-customers segments are: 1) lower-middle class income groups, 2) people living in the remote locations where hi-tech device is not available, and 3) elderly people who are not tech-savvy and do not know utility of smartwatch devices (Kim and Mauborgne, 2018). From the segmentation, it has been identified that the selected non-customers are primarily associated to tier 2 and tier 3 categories. Due to the refusing nature and unexplored section, such group of target audience shows lack of interest toward the product. ## 6. Creative application From the evidence of the research studies, it has been identified that smartwatch industry has largely grown over the years as tech-savvy young consumers and people concerned about health and fitness activities are shifting toward Smartwatches from conventional watches. According to the reports, the global smartwatch industry is worth US$30,434.1 million in 2021 and it is anticipated to grow at a rate of 8.2 percent CAGR (Grand View Research, 2021). In such a scenario, the creative applications of the blue ocean strategy are significant as analysed below:  With the red ocean strategy, the existing Smartwatches are conventionally powered having certain limitations for the users. However, with the introduction of sweat-powered charging technology, users do not have to concern about the charging the device. During the health and fitness training or regular activities, the sweat discharged from the user will automatically charge the device making the product highly innovative and widely acceptable (P S Market Research, 2021). It will have a broader impact on the sales of the Smartwatches in future making the device highly unique.  Secondly, it has been seen that in the conventional Smartwatches, the life span of the smartwatch battery is low to medium as users have to charge it consistently to make it active. With the new set of technology of sweat charging and powered electrode used in the device, the blue ocean strategy is set to increase the life span of the battery of Smartwatches enhancing the longevity and utility of the Smartwatches (Mordor intelligence, 2019).  Finally, it has been identified that the existing Smartwatches are seemed to provide less safety and security to the user and the associated data making it vulnerable. With the blue ocean strategy, it can be identified that new safety and secured technology and mechanisms will be utilised in device offering high level of security and safety to the users (Market Research Report, 2021). In this way, the device will be popular among tech-savvy people. ## 7. Conclusion From the analysis of the identified blue ocean strategy, it can be evaluated that smartwatch device powered by sweat of the user can become a widely popular gadget for tech-savvy young generation people. Looking at the critical success factors and strategic canvas, it is expected that blue ocean strategy is set to replace the existing red ocean strategy i.e. conventional battery powered Smartwatches. The viability and innovation technology utilised in the device will certainly enhance its creative application as mentioned. Moreover, the identification of the non-consumer groups is significant to strategise specific activities to make the product popular in the market. ## 8. References Awolusi, I., Marks, E. and Hallowell, M. (2018). Wearable technology for personalized construction safety monitoring and trending: Review of applicable devices. _Automation in Construction_, [online] 85(1), pp.96–106. doi:https://doi.org/10.1016/j.autcon.2017.10.010. Carton, G. (2017). A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management. _Academy of Management Proceedings_, 2017(1), p.17635. Chadarava, P.D. (2018). Blue Ocean Strategy: A Review of Literature. _FOCUS: Journal of International Business_, 5(01). Grand View Research (2021). _Smartwatches Market Size Research, Share | Industry Growth Report, 2020_. [online] www.grandviewresearch.com. Available at: https://www.grandviewresearch.com/industry-analysis/smartwatches-market [Accessed 2023]. Kim, W.C. and Mauborgne, R. (2015). _Blue ocean strategy : how to create uncontested market space and make the competition irrelevant_. 5th ed. Boston, Massachuetts: Harvard Bus Review Press. Kim, W.C. and Mauborgne, R. (2017). _The Blue Ocean Strategy reader_. Boston, Massachusetts Harvard Business Review Press. Kim, W.C. and Mauborgne, R. (2018). _Blue ocean shift : beyond competing : proven steps to inspire confidence and seize new growth_. New York: Hachette Books. Market Research Report (2021). _Wearable Technology Market by Product, Application | COVID-19 Impact Analysis | MarketsandMarketsTM_. [online] www.marketsandmarkets.com. Available at: https://www.marketsandmarkets.com/Market-Reports/wearable-electronics-market-983.html [Accessed 2023]. Mebert, A. and Lowe, S. (2017). _Blue Ocean Strategy_. London: Taylor And Francis. Mordor intelligence (2019). _Smartwatch Market | 2020-2027 | Industry Report_. [online] www.mordorintelligence.com. Available at: https://www.mordorintelligence.com/industry-reports/smartwatch-market. P S Market Research (2021). _Smartwatch Market Size, Share, Growth, Industry Report, 2023_. [online] Psmarketresearch.com. Available at: https://www.psmarketresearch.com/market-analysis/smartwatch-market [Accessed 2023]. Suriya, Dr.T.S.Udhaya. (2019). Wearable Smart Watch Using IoT (Internet of Things). _International Journal of Research in Advent Technology_, 7(3), pp.1617–1619. doi:10.32622/ijrat.732019146. Yaghoubi, N.-M. and Dahmardeh, M. (2011). Knowledge management; critical success factor in organizational agility. _American Journal of Social and Management Sciences_, 2(3), pp.272–277. **image4.png** **image5.png** **image1.emf** **image2.png** **image3.png** **A1BriefENE3506_520_23241111.pdf** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/a1briefene3506-520-23241111-pdf-9721265) **## Seminar10FormativeAssessment1.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Seminar 10 Formative Assessment Outline Formative Assessment Marking In this session, your seminar tutor will mark your summative assessment work. This will be through one of the following methods depending upon the structure and size of the seminar group A) Peer marking, and feedback, with checks on learning of all work by seminar tutor B) Individual seminar tutor marking and feedback C) Virtual 1-2-1 group marking and feed back For A and B: Printed or electronic completed work is acceptable. Have your work ready to share with the marker. For C: Be able and ready to share your completed work through Microsoft teams screen share. – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline **## Lecture10Launchofassignment12.pdf** ? Creative Management and Marketing ENTE 3506/BLEX 3006 Lecture 10 Launch of assignment 1 Outline Deadline Assignment Brief • Title Page/ Front Page • Report formatting and word count • Report Structure • References • Sketches Report and Sketches Example Marking Criteria Summary Further support Q&A Deadline Type Individual Report Length 1300 words+sketches Weighting 50% Deadline Tuesday 23rd January 2024 11:59 AM Week 17 Return date 20th February 2024 If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. • DMU campus + dmu Virtual students – folder • BLEX visitors – folder • SISFU campus – folder • Neils Brock campus – folder Which UNIVERSITY DO YOU STUDY AT???!!! Assignment 1 Brief: Individual Report Front/Title Page ✓Title of Your Blue Ocean Concept ✓Your name and p number ✓Tutor name MUST INCLUDE ✓Word count Formatting and Word Count • Report Format • Use of headings • Do NOT include Executive Summary • Table of Contents • Should be single spaced and adhere to normal report format • Word Count • 1300 words +/- 10% • Excludes references, title page and table of contents • Insert Strategy Canvas as a picture NO EXECUTIVE SUMMARY INTRODUCTION REPORT WRITING STRUCTURED BUILDING BLOCKS 1 2 3 DEFINITIONS STRATEGY CANVAS YOUR EVALUATION CONCLUSION DEFINE YOUR CSFs CREATIVE APPLICATION 4 5 6 7 INTRODUCTION 5% of word count REPORT STRUCTURED BUILDING BLOCKS Define in your own words Add quotations 1 2 3 Sentences DEFINITIONS 20% of word count Focus TaglineDivergence INSERT YOUR STRATEGY CANVAS REPORT WRITING STRUCTURED BUILDING BLOCKS 3 4 YOUR EVALUATION Scan to avoid wordcount • Your Blue Ocean Idea • Why does the shape of your blue ocean curve make the red curve irrelevant? • Illustrate with Your Research and use Examples 20% wordcount Here DEFINE YOUR CSFs REPORT STRUCTURED BUILDING BLOCKS • Use YOUR research and IMAGINATION to illustrate how the ‘Before’ & ‘After’ CSFs will look like 5 6 • Definition of a CSF • Choose 3 CSFs of YOUR blue ocean idea from perspective A,B,C,D or X) • Add evidence from YOUR Industry research sources CREATIVE APPLICATION Before After CSF 1 CSF 3 CSF 2 20% of wordcount 30% of wordcount CONCLUSION 5% of wordcount REPORT STRUCTURED BUILDING BLOCKS Summarise how your 3 CSFs have changed the rules of the game 7 CSF 1 CSF 3 CSF 2 CSF 1 CSF 3 CSF 2 DEFINE AND APPLY CSFs 1 2 3 CREATIVE APPLICATION CSF 1 CSF 3 CSF 2 CONCLUSION 5% of word count EVALUATE Scan to avoid word count 20% of word count INSERT YOUR STRATEGY CANVAS DEFINITIONS 20% of word count Focus TaglineDivergence INTRODUCTION 5% of word count 20% of word count 30% of word count 4 5 6 7 S T R U C T U R E C R E A T I V I T Y References •A Reference List with a ‘minimum’ 5 sources, at least two of which are industry sources •Mintel, Datamoniter360, and Statista etc •Harvard Style for both in-text citations as well as for list of references Sketches You are required to create Six Sketches • Choose any 3 CFS • 2 sketches for each CSFs = 6 How your blue ocean is different to your Red Ocean curve Individual originality being sought (Examples are available on blackboard) Make sure to attach sketches to the appendix after the references Sketches should be your own originals They can be in cartoon, comic, collage, computer generated or other similar formats that are prepared by you. CAREFUL!! BEFORE AND AFTER VARIATIONS BETWEEN CSFs WILL BE DIFFERENT SEE FOLLOWING 2 SLIDES for examples: Before After CSF 1 CSF 3 CSF 2 R E D U C E BEFORE AFTER PESPECTIVE C R A IS E PESPECTIVE D WHERE DO I PUT MY NON CUSTOMERS ON MY STRAGETY CANVAS???!!! PESPECTIVE X CAN BE ‘RAISE’, ‘LOWER’ or BOTH ANYWHERE ON CANVAS New Non-Customer Groups Before After CSF 1 CSF 3 CSF 2 – 幻灯片 1 – 幻灯片 2: Creative Management and Marketing ENTE 3506/BLEX 3006 – 幻灯片 3: Outline – 幻灯片 4: Deadline – 幻灯片 5: If YOU DO NOT upload to the correct TURNITIN folder. Your work will not be marked – you will get a 0% fail. – 幻灯片 6: – 幻灯片 7: Assignment 1 Brief: Individual Report – 幻灯片 8: Formatting and Word Count – 幻灯片 9 – 幻灯片 10 – 幻灯片 11 – 幻灯片 12 – 幻灯片 13 – 幻灯片 14 – 幻灯片 15: – 幻灯片 16: Sketches – 幻灯片 17 – 幻灯片 18 – 幻灯片 19 – 幻灯片 20 – 幻灯片 21 **## example.docx** 1 **Individual Blue Ocean Report** **Smartwatch device powered by Sweat** 1345 Words Table of Contents 1. Introduction 3 2. Definitions and justification of elements of CSFs 3 2.1 Focus 4 2.2 Divergence 4 2.3 Tagline 4 3. 4-Action Framework Identification and justification – CSF’s 5 4. Strategy Canvas 6 5. Define and justify 3 non-consumer groups 7 6. Creative application 8 7. Conclusion 11 8. References 12 ## 1. Introduction With the technological advancement, smartwatch industry has flourished in a long-way and it has forced entrepreneurs and businesses to come up with unique set of technologies and design to improve higher level of market penetration and brand recognition to enjoy competitive advantage in the intensely competitive market. In context to the scenario, the blue ocean strategy has been created aiming to develop a smartwatch that can be powered by sweat of the user using a built in technology of coating polyester cellulose clothing within a thin layer of a polymer (electrode of the capacitor) (Market Research Report, 2021). The report aims to provide a strategy canvas, followed by identification of the non-customer groups and creative application of the blue ocean strategy. ## 2. Definitions and justification of elements of CSFs Blue ocean strategy is defined as a particular strategy or idea that aims to promote differentiation and cost-effectiveness in products so that new market opportunities can be explored by creating high demand for the products (Kim and Mauborgne, 2015). With the increasing popularity of smartwatch devices, the identified blue ocean strategy can create high demand among the young tech-savvy consumer segment as well as fitness concerned people. In the following the section, the three elements of critical success factors (CSFs) of the blue ocean strategy are described and justified. ### 2.1 Focus In case of defining the critical success factors for any blue ocean strategy development, focus is the component that can support a business to reduce unproductive, underperforming, and unnecessary areas linking to the CSF aiming to managing input costs of business and sustain innovation (Kim and Mauborgne, 2017). In developing the blue ocean strategy of the smartwatch device powered by sweat of the user, the key focus will be to eliminate the traditional battery-powered Smartwatches and reliance of such device on conventional mechanism. ### 2.2 Divergence In a blue ocean strategy, divergence can be defined as the method of creating differentiation from the existing products based on technology or service standards aiming to generate products that can increase new demand from the wider group of target audience (Carton, 2017). It is the benefit of divergence that helps businesses to come up with new set of ideas, innovative technologies and designs so that unique value propositions can be made available to the customers creating traction in the existing market. ### 2.3 Tagline Tagline within a blue ocean strategy can be referred to as the component that can be significantly helpful for the marketers to enhance the brand reputation by communicating about product uniqueness and innovation with the target audience. A catchy tagline can be useful to attract the potential customers featuring the capabilities of the product (Chadarava, 2018). For this case, the suitable tagline will be ‘smartest is the fittest’ which is expected to be highly influential in marketing of the smartwatch device powered by sweat of the user (Kim and Mauborgne, 2015). ## 3. 4-Action Framework Identification and justification – CSF’s In developing the strategic canvas, 4-Action Framework model has been used to identify the actions such as eliminate, raise, reduce and create so that transformation into the blue ocean strategy from red ocean strategy can be clearly illustrated and justified (Mebert and Lowe, 2017). In leading to the development of the blue ocean strategy, the focus is to eliminate: 1) the traditional battery-powered smartwatch device, 2) non-sustainable materials from device manufacturing, and 3) battery waste and discharge issues of Smartwatch. The choices can be justified as these identified critical success factors can help the blue ocean strategy to reduce unwanted elements from the existing red ocean strategy and support high level of marketing awareness among the target audience regarding Smartwatches (Yaghoubi and Dahmardeh, 2011). Next, the blue ocean strategy is set to reduce: 1) the size of the Smartwatch battery, 2) spill over and discharge risks from battery, and 3) emission of toxic pollutants from battery waste. The critical success factors are highly significant to the blue ocean strategy as it allows the manufacturer to create differentiation and promote sustainability aspects into the business (Awolusi, Marks and Hallowell, 2018). Furthermore, the blue ocean strategy will Raise: 1) quality and Smart charging technology in Smartwatch, 2) sustain and long-battery life for smartwatch, and 3) high level of safety and user security for Smartwatch. With the actions, it can be identified that the blue ocean strategy is set to extend high level of competitive advantage promoting product differentiation. Last but not the least; the strategy is set to create: 1) Hi-tech charging mechanism from sweat, 2) super capacitor in the smallest core shape, and 3) new marketing opportunities. The chosen actions are significant and the innovation and technological advancement reflected through the device can be used in the tagline and marketing communication to gain traction. ## 4. Strategy Canvas   ## 5. Define and justify 3 non-consumer groups By considering the three tiers of non-customers, the tier 1- ‘soon to be’ non-customers, tier 2- ‘refusing’ non-customers, and tier 3- ‘unexplored non-customers’, it has been identified that the three potential non-customers segments are: 1) lower-middle class income groups, 2) people living in the remote locations where hi-tech device is not available, and 3) elderly people who are not tech-savvy and do not know utility of smartwatch devices (Kim and Mauborgne, 2018). From the segmentation, it has been identified that the selected non-customers are primarily associated to tier 2 and tier 3 categories. Due to the refusing nature and unexplored section, such group of target audience shows lack of interest toward the product. ## 6. Creative application From the evidence of the research studies, it has been identified that smartwatch industry has largely grown over the years as tech-savvy young consumers and people concerned about health and fitness activities are shifting toward Smartwatches from conventional watches. According to the reports, the global smartwatch industry is worth US$30,434.1 million in 2021 and it is anticipated to grow at a rate of 8.2 percent CAGR (Grand View Research, 2021). In such a scenario, the creative applications of the blue ocean strategy are significant as analysed below:  With the red ocean strategy, the existing Smartwatches are conventionally powered having certain limitations for the users. However, with the introduction of sweat-powered charging technology, users do not have to concern about the charging the device. During the health and fitness training or regular activities, the sweat discharged from the user will automatically charge the device making the product highly innovative and widely acceptable (P S Market Research, 2021). It will have a broader impact on the sales of the Smartwatches in future making the device highly unique.  Secondly, it has been seen that in the conventional Smartwatches, the life span of the smartwatch battery is low to medium as users have to charge it consistently to make it active. With the new set of technology of sweat charging and powered electrode used in the device, the blue ocean strategy is set to increase the life span of the battery of Smartwatches enhancing the longevity and utility of the Smartwatches (Mordor intelligence, 2019).  Finally, it has been identified that the existing Smartwatches are seemed to provide less safety and security to the user and the associated data making it vulnerable. With the blue ocean strategy, it can be identified that new safety and secured technology and mechanisms will be utilised in device offering high level of security and safety to the users (Market Research Report, 2021). In this way, the device will be popular among tech-savvy people. ## 7. Conclusion From the analysis of the identified blue ocean strategy, it can be evaluated that smartwatch device powered by sweat of the user can become a widely popular gadget for tech-savvy young generation people. Looking at the critical success factors and strategic canvas, it is expected that blue ocean strategy is set to replace the existing red ocean strategy i.e. conventional battery powered Smartwatches. The viability and innovation technology utilised in the device will certainly enhance its creative application as mentioned. Moreover, the identification of the non-consumer groups is significant to strategise specific activities to make the product popular in the market. ## 8. References Awolusi, I., Marks, E. and Hallowell, M. (2018). Wearable technology for personalized construction safety monitoring and trending: Review of applicable devices. _Automation in Construction_, [online] 85(1), pp.96–106. doi:https://doi.org/10.1016/j.autcon.2017.10.010. Carton, G. (2017). A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management. _Academy of Management Proceedings_, 2017(1), p.17635. Chadarava, P.D. (2018). Blue Ocean Strategy: A Review of Literature. _FOCUS: Journal of International Business_, 5(01). Grand View Research (2021). _Smartwatches Market Size Research, Share | Industry Growth Report, 2020_. [online] www.grandviewresearch.com. Available at: https://www.grandviewresearch.com/industry-analysis/smartwatches-market [Accessed 2023]. Kim, W.C. and Mauborgne, R. (2015). _Blue ocean strategy : how to create uncontested market space and make the competition irrelevant_. 5th ed. Boston, Massachuetts: Harvard Bus Review Press. Kim, W.C. and Mauborgne, R. (2017). _The Blue Ocean Strategy reader_. Boston, Massachusetts Harvard Business Review Press. Kim, W.C. and Mauborgne, R. (2018). _Blue ocean shift : beyond competing : proven steps to inspire confidence and seize new growth_. New York: Hachette Books. Market Research Report (2021). _Wearable Technology Market by Product, Application | COVID-19 Impact Analysis | MarketsandMarketsTM_. [online] www.marketsandmarkets.com. Available at: https://www.marketsandmarkets.com/Market-Reports/wearable-electronics-market-983.html [Accessed 2023]. Mebert, A. and Lowe, S. (2017). _Blue Ocean Strategy_. London: Taylor And Francis. Mordor intelligence (2019). _Smartwatch Market | 2020-2027 | Industry Report_. [online] www.mordorintelligence.com. Available at: https://www.mordorintelligence.com/industry-reports/smartwatch-market. P S Market Research (2021). _Smartwatch Market Size, Share, Growth, Industry Report, 2023_. [online] Psmarketresearch.com. Available at: https://www.psmarketresearch.com/market-analysis/smartwatch-market [Accessed 2023]. Suriya, Dr.T.S.Udhaya. (2019). Wearable Smart Watch Using IoT (Internet of Things). _International Journal of Research in Advent Technology_, 7(3), pp.1617–1619. doi:10.32622/ijrat.732019146. Yaghoubi, N.-M. and Dahmardeh, M. (2011). Knowledge management; critical success factor in organizational agility. _American Journal of Social and Management Sciences_, 2(3), pp.272–277. **image4.png** **image5.png** **image1.emf** **image2.png** **image3.png** **A1BriefENE3506_520_23241111.pdf** This file is too large to display. [View in new window](https://www.sweetstudy.com/files/a1briefene3506-520-23241111-pdf-9721265) – 1 – 2 – 3 – 4