@article{scarlat2021purple,
  title = {The Purple Ocean:  Revisiting the Blue Ocean Strategy},
  author = {  Cezar SCARLAT and Dan-Andrei PANDURU                                },
  year = 2021,
  url = {https://ibimapublishing.com/articles/JEERBE/2021/165416/},
  journal = {Journal of Eastern Europe Research in Business and Economics},
  volume = 2021,
  pages = 11,
  doi = 10.5171/2021.165416,
  abstract = {The turbulent environment, characterized by dramatic changes and chocks such as global crises and dissolution of many centrally planned economies during the last decades, has demonstrated that rigidity associated with strategic planning does not provide universal solutions. Therefore, more flexible schools of strategic thought – like Blue Ocean – started to gain ground. Beside the path of transition from the red ocean of fierce competition to the much-desired serene blue ocean (where competition becomes irrelevant because new markets are created), the scholars who have developed the Blue Ocean strategy have further elaborated guidelines and tools to be used in the process of this transition, nevertheless, detecting the difficulties of this transition process. Following several situations observed among Romanian companies, in which the practical transition to the blue ocean proved to be more difficult than expected in theory, this paper aims at opening a discussion particularly on the issue of, metaphorically, the colour of the ocean of the current competitive market: as not being red anymore nor blue yet; likely being a kind of violet or “purple ocean”. In other purple ocean situations, the reverse case was observed: falling back from the blue ocean to an intermediary status (neither blue anymore, still nor red); calling it purple ocean as well. As the Blue Ocean strategy is also about gaining competitive advantage by continuous innovation, the article presents four paths to get it. The “purple ocean” corresponds to the middle way (between red and blue oceans) of an organization which, although it is in the red ocean with its core activity, develops a new product that generates resources to ensure the organization’s survival. This discussion is illustrated by an example.
The conclusions and managerial implications are important for scholars, researchers, practitioners, strategy makers and top business managers.},
  keywords = {Blue Ocean, Purple Ocean, Strategic Thinking, Strategic Management.},
  note = Article ID: 165416
}