The blue ocean market is the opposite of the red ocean market, red from the blood of companies-sharks that fight in its waters for survival.
We have just discovered the blue ocean and, at least for now, we are the only ones there. We have no competition in this area, we are offering a product that has never been sold before, we are pioneers (...).
The above quote is a description of a lecture on the “blue ocean” strategy, one of the most dynamically developing models of management described by W. Chan Kim and Renée Mauborgne. The model states that every company, irrespective of its size or capital, can create a free, uncontested market space and make its competition irrelevant. The key element is “sailing into the waters of the blue ocean” and creating a new market instead of fighting for an existing one.
It becomes more and more difficult to find uncommercialised space nowadays. Capitalism expands in multiple directions. It offers new possibilities and simultaneously creates new needs. It enables us to conquest reality while colonizing us at the same time. It tempts with an infinite number of oceans while interfering with our lives, flooding us with blue.
The “blue ocean” strategy is an idea of offering a product which will, in your clients’ perception, satisfy their undiscovered needs. It is an attempt at answering the question about “what will change the customers’ lives even if they don’t know about it yet.”
an attempt to conquer the blue ocean,
to be performed by actors and air fish,
a battle against boredom,
harnessing the element,
an invigorating stillness,
being here while being elsewhere.
Blue is an attempt to introduce the „blue ocean” strategy into theatre space.
 W. Chan Kim & Renée Mauborgne, Blue Ocean Strategy, Harvard Business School Press, 2005.