In the contemporary business environment characterized by cut-throat competition, establishing an appropriate business strategy is of paramount importance in order to effectively respond to rapid changes in the business environment. Kodak, once one of the leading companies in the film and camera industry, collapsed with the advent of the digital photography era. Despite the fact that Kodak dominated the global film and camera market and invented the first digital image sensor for digital photography in the late 20th century, its misplaced strategic decision, focused on the film industry, led to its bankruptcy in 2002 [1, 2]. The case of Kodak's failure will suffice to illustrate the importance of business strategy. Most books and research on business strategy focus on outperforming competitors in a competitive market. However, expected growth and profits become low as competition among market players intensifies. It is therefore necessary to adopt a new approach to move away from fierce competition. “Blue Ocean Strategy,” written by W. Chan Kim and Renee Mauborgne, provides new insight into how a company should establish its business strategy in response to new demands and the potential for high growth. The present essay on “Blue Ocean Strategy” aims to carefully examine the concept of Blue Ocean Strategy in the following ways: Overview of the Concept of Blue Ocean Strategy, its novelty and advantages, as well as the limitations inherent to the blue ocean strategy. Kim and Mauborgne classified the business market universe into two distinct types: the red ocean and the blue ocean. Red oceans refer to existing and known industries with well-defined industry boundaries where companies are fiercely fighting for stagnant market share. Companies are fighting for a bigger market... middle of paper... clean, but it is an empty and dead market space until there is a customer willing to buy products and services. service offerings. Additionally, differentiation itself is extremely difficult when the market is so fragmented that diverse product and service offerings already exist. The core of the blue ocean strategy is to break away from the contested market and provide product and service offerings instead of comparing competitors. When implemented without careful deliberation, the blue ocean strategy risks misleading managers and entrepreneurs into overlooking the importance of the competition involved. As a result, a company may look to a blue ocean with low chances of success, even if it has the ability to gain competitive advantage using its own strengths, competitive advantage, and technological prowess superior to that of its competitors...