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introduced. Every innovation; television, gaming consoles, computers, tabs, laptops, notebooks were blue oceans until it became red. From the secondary data’s it can also be gathered that blue ocean strategies can be applied to any industry, by achieving the value-cost trade off. However, differentiation does not last long when it’s been copied, and the ocean turns red. Therefore, companies create constant blue oceans in a dynamic manner achieves competitive advantage over a longer period of time. Apple and Google are such examples which have realistically achieved competitive advantage by executing the concepts of the blue ocean strategy in their own unique and dynamic fashion. 5.0 Justification of the “dynamic strategy” framework Hypotheses test results show that the “dynamic strategy” framework provides a valid outcome of research conducted throughout this paper. It provides a critical understanding of the nature of strategic management and how business strategies evolved over time. The framework was developed by ambiguous assumptions that emerged out of the literature review. The purpose was to back the arguments based on specific research methodologies and analyse primary and secondary information to reach a positive outcome. The primary data analysis was conducted on the telecommunication sector with the assumption that they formulate strategies on a consistently changing environment and consists of a product line that is highly innovative. The renewable energy sector maintains business activities based on technological innovation, imaginative business ideas and unique strategic approaches. It can be seen that both the industries can be related with the industry structure favorable with the BOS. Additionally, the secondary data analysis was entirely conducted on two companies applying the BOS to maintain its operations. The aim of this research was to confirm that strategy development is a dynamic and ever-changing process of transformation. In addition, it aimed to identify the function ability of the newest development of the strategy literature: the BOS. The complexities regarding the BOS discussed throughout the paper depicts that it is often critical to maintain a solid blue ocean strategy over a longer period of time. Therefore, the necessity of a dynamic strategy process is just a matter of time. The framework mainly highlights the primary issues of how strategy evolved over time and the limitations that arises accordingly. It is the outcome of the key developments of the strategic literature and does not aim to provide any tools or methods for businesses to construct strategies. The primary goal for the dynamic strategy framework is to provide a simple but critical understanding of the current strategic dimensions to business organisations, and to demonstrate that strategies should be a process of continuous development positively integrated with the shifts of the external environment to sustain the competitive advantage over a longer period of time. 5.1 Recommendation Business organisations attempting to perform activities in the ever changing global marketplace adopt a range of strategies. The dynamic strategy framework can be useful for those organisations that need to be vibrant in their decision making and strategy development. The recommendation for these companies is to evaluate its business surroundings by using newer methods and tools that can be applied to the current establishments. To sustain the business over the long run, companies of a given industry has to reinvent them, maximize risks and reconstruct market boundaries consistently to achieve higher results and a profitable return on investments. 5.2 Conclusion The dynamic framework constitutes the need for business enterprises to understand the drawbacks of established principles. The framework will provide a strong theoretical background for further research regarding strategic management. The implication is to take this research to the next step by constructing the ‘dynamic strategy model’ based on the theoretical assumptions provided in the paper and from the results gathered through hypotheses testing. To avoid future research limitations, research should be conducted on different industries of different shapes and sizes. This paper is assumed to be the beginning of many research problems regarding strategic management and planning at the competitive and futuristic marketplace of the upcoming centuries. www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 08, June-2013 Page 30
5.3 Research Limitations This research was only conducted on companies based on Bangladesh therefore it does not provide a thorough evaluation of industry variables. Furthermore, the time constraints and word limit associated with the research work limited its capacity to implore further into the field of strategic management. To avoid future research limitations, research should be conducted on different industries of different shapes and sizes. Lastly, future research must be conducted through the exploratory approach and should be based on more practical assumptions rather than theoretical. Therefore a realistic guideline can be provided to organisations in order to formulate and execute future business strategies. 6.0 References Ansoff, HI (1965) Corporate Strategy New York: McGraw-Hill Ansoff, H. I., Business Strategy, Penguin Books, New York, 1969 Andrews, K.R., 1965. The Concept of Corporate Strategy. Dow Jones-Irwin, Homewood, IL. Barney, J. (1991). "Firm Resources and Sustained Competitive Advantage." Journal of Management Beinhocker, E. D. and S. Kaplan (2002). "Tired of Strategic Planning." McKinsey Quarterly Special Edition: Risk and Resilience Cool, K., L. A. Costa and I. Dierickx (2002). Constructing Competitive Advantage. Handbook of Strategy and Management. A. Pettigrew, H. Thomas and R. Whittington, Sage. Christensen, C. M. (2001). "The Past and Future of Competitive Advantage." MIT Sloan Management Review Courtney, H. (2001). "Making the most of uncertainty." McKinsey Quarterly Number 4. Thomson. Davenport, T. H., M. Leibold and S. Voelpel (2006). Strategic Management in the Innovation Economy. Publicis Wiley. Demos, N., S. Chung and M. Beck (2001). "The New Strategy and Why It Is New." Hamel, Gary, and C. K. Prahalad. 1994. Competing for the Future. Boston: Harvard Business School Press. Henderson, B. D. (1989). "The Origin of Strategy." Harvard Business Review Hinterhuber, H. H. (1989). Strategische Unternehmensführung ‐ Band 2. Berlin ‐ New York, Walter de Gruyter. Hammonds, K. H. (2001). "Michael Porter's Big Ideas." Fast Company Kaplan, R. S. and D. P. Norton (2004). "Measuring the Strategic Readiness of Intangible Assets." Harvard Business Review Krinsky, R. and A. C. Jenkins (1997). "When worlds collide: The uneasy fusion of strategy and innovation." Strategy & Leadership 25(4) Kim, W. C. Mauborgne, R. 2005, How to make the competition irrelevant. Harvard Busines School Press. Kim, W. C. Mauborgne, R. 2005, Blue ocean strategy: from theory to practice, Harvard Busines School Press. Lamb, Robert, Boyden (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice- Hall, 1984 Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9): 934-38. Markides, C. (2001). "Strategy as Balance: From "Either‐ Or" to "And"." Business Strategy Review Mintzberg, H.; Ahlstrand, B.; & Lampel, J. (1998). Strategy Safari: A Guided Tour through the Wilds of Strategic Management, Free Press. Nattermann, P. M. (1999). "Best practice doesn't equal best strategy." McKinsey Quarterly Number 4 www.theinternationaljournal.org > RJEBS: Volume: 02, Number: 08, June-2013 Page 31
Page 2 and 3: Table of Contents Articles STUDY ON
Page 4 and 5: vantage of aligning the sales techn
Page 6 and 7: 4. RESULTS AND DISCUSSION 4.1 DEMOG
Page 8 and 9: level. Young consumers who fall in
Page 10 and 11: 13. Hiu A, Siu N, Wang C, Chang L.
Page 12 and 13: asic information about the MGNREGA.
Page 14 and 15: The MGNREG act rightly pointed out
Page 16 and 17: H.S.C 01 (5.26) 02 (6.45) 01 (6.25)
Page 18 and 19: H.S.C 03 - 02 - 02 - 7 - 07 (4.66)
Page 20 and 21: Blue Ocean Strategy and the dynamic
Page 22 and 23: The market positioning concept was
Page 24 and 25: Figure 1 The Value Innovation Proce
Page 26 and 27: The “dynamic strategy” model is
Page 28 and 29: Importance of technology, innovatio
Page 30 and 31: 4.6 Question: Do you think a consta
Page 34 and 35: Porter, ME (1980) Competitive Strat
Page 36 and 37: possible alternative techniques, th
Page 38 and 39: 0.5. So the factor analysis may be
Page 40 and 41: [3] Boshoff, C 1997,‘An Experimen
Page 42 and 43: Industry Life Cycle Curve: The Wiz-
Page 44 and 45: Segmenting the Market Geographic: T
Page 46 and 47: The basic objective of WTO were: Tr
Page 48 and 49: the application of intellectual pro
Page 50 and 51: Under The US Endangered Species Act
Page 52 and 53: organization is one continued failu
Page 54 and 55: upwardly through international coor
Page 56 and 57: Public Distribution System and its
Page 58 and 59: Compone nt Tota l Table 2 Service Q
Page 60 and 61: Table 3 Satisfaction of PDS functio
Page 62 and 63: Table 7 Correlation - Adequate Quot
Page 64 and 65: education and across the business s
Page 66 and 67: Fig. 1: Model for Management Educat
Page 68 and 69: forms of competition from those tha
Page 70 and 71: Kohn. A. (1986) No Contest: The Cas
Page 72 and 73: weaknesses in the context of the cu
Page 74 and 75: therefore the investments need a co
Page 76 and 77: developed by NHCC. In fact, the pos
Page 78 and 79: Table 3: The SWOT Matrix for NHCC O
Page 80 and 81: A Comparative Study of Gross NPA of
Page 82 and 83:
3.2 Priority Sector advances Priori
Page 84 and 85:
3.1 Bank-wise NPA in 2009 (Amount i
Page 86 and 87:
3.3 Bank-wise NPA in 2011 (Amount i
Page 88 and 89:
5) Conclusion: The level of NPAs in
Page 90 and 91:
million customers in 118 countries
Page 92 and 93:
The Big Mac concept is very popular
Page 94 and 95:
Indian farmers. "Ask McDonald's abo
Page 96 and 97:
Fig.No.4: Shows the preference towa
Page 98 and 99:
perception towards quality of McDon
Page 100 and 101:
Zone of Tolerence for the Banks: Ex
Page 102 and 103:
Customer Satisfaction Kotler and Ar
Page 104 and 105:
The service quality attributes are
Page 106 and 107:
Ing. Vysya and Karnataka bank, arri
Page 108 and 109:
E20 .891 E21 .876 E22 .395 Extracti
Page 110 and 111:
Brown T J and Churchill, G A and et
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