Is Competing the Only Way? What’s the Alternative?

Nowadays, many businesses choose the same strategy when promoting their products: “Our product is better, superior, and cheaper than the competition,” or “We have the fastest, most convenient, and most affordable product.” Companies often chase the latest trends, striving to create products that are “the best,” “the fastest,” or “the cheapest,” while rolling out aggressive promotional discounts (often seen on platforms like Amazon or Temu, Shein) to push short-term sales and convince customers to choose their brand.

While this strategy can work temporarily, it’s difficult to sustain long-term growth. Customers may choose a product today because of its features, but they’ll easily leave for something "better" tomorrow. This is especially true when global players with structured approaches or low-cost production advantages enter the market. So, is there another way, especially for startups and small businesses with limited resources?

We often view “business strategy” as a battle – a fight to outdo competitors and capture market share, with a mindset of “winners and losers.” This thinking reflects the Red Ocean Strategy – businesses fiercely competing in a saturated market. Supply far outweighs demand, so naturally, companies strive to outdo competitors at any cost. In this market, there are always winners and losers.

However, consistently trying to be “the best” or “the cheapest” only yields short-term results and struggles to create sustainable advantages. In today’s landscape, where customers can easily compare products, focusing solely on a few features or price advantages makes it difficult for brands to establish long-lasting differentiation.

Is there another path?

Rather than competing in an existing market, Blue Ocean Strategy encourages businesses to innovate and create new markets instead of confronting competitors head-on. This means moving beyond the struggle to be “better” and instead offering something entirely different (think of how Tesla’s Cybertruck stands out in the automotive world). Here, businesses address deeper, often unspoken customer needs with a fresh perspective, making comparisons between brands irrelevant. (Tesla’s Cybertruck, for instance, defies comparison with regular cars because it taps into a unique customer base for whom traditional features are no longer the primary concern.)

The essence of Blue Ocean Strategy is identifying untapped opportunities. To do this, businesses must deeply understand their customers’ unmet needs and desires. This deep empathy enables them to discover their “blue ocean” – market gaps that competitors haven’t explored, where competition is minimal, and growth potential is vast.

For example, brands like Airbnb and Uber didn’t aim to compete directly with traditional hotels or taxis. Instead, they envisioned a future where finding accommodation or transportation was simpler, more convenient, and enjoyable. They created entirely new solutions, driven not by competition but by a profound understanding of unmet user needs. This led them to deliver innovative experiences that traditional competitors couldn’t match.

We can see similar approaches in companies like Slack (redefining workplace communication), Beyond Meat (disrupting the food industry with plant-based meat alternatives), and Notion (Redefined productivity and collaboration tools). These companies chose differentiation over direct competition, creating their own markets with a clear brand direction that gives them a lasting edge.

How to Approach

The key to Blue Ocean Strategy is not in incremental product improvements but in rethinking the entire customer experience. Businesses should stop asking, “How do we become better and cheaper than others?” Instead, they should ask, “What new value can we create that nobody else offers?” The focus shifts from being better to being different, eliminating unnecessary features and honing in on what truly matters to customers.

By following this approach, businesses not only differentiate themselves from competitors but also build confidence in their every action. When companies truly understand their customers and solve problems in their own unique way, they become clearer and more certain in their operations. They know their product is unique and valuable to customers, making their entry into the market and long-term influence much stronger.

Thanks for reading!