What is Litigation?

According to William T. Reid IV, Cav. Diamond McCarthy LLP, is the process of litigation persons and / or to resolve a dispute between the company and receive compensation for damages or losses. This process is also called "process" can be made public in court or outside the court in circumstances.

Litigation began with a complaint to the court. This complaint is what starts the process, and the complaint is a statement describing the basis ofRequest evidence to support this claim, and what the person / company expects to be compensated. Now that there are two sides to every story of the person or company against whom the complaint from the so-called cross-complaint, which can make their version of the circumstances.

In case of dispute is the plaintiff and the defendant. The actor is the person or company, a complaint. The defendant is the person or company that the complaint is made against. If itor more players accused then called parties.

Once a complaint is filed, the defendant has 30 days to respond to. If a defendant does not respond to any reason, you can ask the Court to hear the case without the accused present and a preliminary. If the sentence in your favor that you can be compensated without the accused ever there.

While litigation can be a complex process, not in all cases the court. If both parties are willing, it is possible to reach agreementbe performed outside of the courts with the so-called mediators. This person is neutral and helps if both parties see the strengths and weaknesses of their case in the hope of reaching a settlement.

If you have questions about litigation, you may want to get an attorney in your area, answer questions and walk you through the process.

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Blue Ocean Strategy - Set Your Company Apart From Competition

For twenty-five years, competition has been at the heart of corporate strategy. Today, one can hardly speak of strategy without involving the language of competition: competitive strategy, competitive benchmarking, building competitive advantages, and beating the competition. Such focus on the competition traces back to corporate strategy's roots in military strategy, including blue ocean software strategy. The very language of corporate strategy is deeply imbued with military references-chief executive "officers" in "headquarters," "troops" on the "front lines," and fighting over a defined battlefield.

Blue Ocean, using blue ocean software, denotes the industries that not existence today - the unknown market space or market unattained by competition. Blue Ocean strategy provides a systematic approach to making the competition irrelevant. This framework had been presented by Mr. Kim W Chan and Mauborgne Renee in their most sellable book entitle "Blue Ocean Strategy - How to Create Uncontested Market Space and Make the Competition Irrelevant".

Red Ocean & Blue Ocean
Imagine a market universe composed of two sorts of oceans: red oceans and blue oceans. Red oceans represent all the industries in existence today. This is the known market space. Blue oceans, or blue ocean software, denote all the industries not in existence today. This is the unknown market space.

In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of existing demand. The dominant focus of strategy work has been on competition-based red ocean strategies. As the market space of red oceans gets crowded, prospects for profits and growth are reduced. Products become commodities, and cutthroat competition turns the red ocean bloody. Hence we use the term "red" oceans. Blue oceans, blue ocean software, in contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable growth.

Although some blue oceans, blue ocean software, are created well beyond existing industry boundaries, most are created from within red oceans by expanding existing industry boundaries. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. The term "Blue Ocean" or blue ocean software is an analogy to describe the wider potential of market space that is vast, deep, and not yet explored. It will always be important to navigate successfully in the red ocean by out competing rivals. Red oceans will always matter and will always be a fact of business life. However, with supply exceeding demand in more industries, competing for a share of contracting markets will not be sufficient to sustain high performance. Companies need to go beyond competing in established industries. To seize new profit and growth opportunities, they also need to create blue oceans.

ECO MAX Training & Learning Center provides Blue Ocean Strategy, or blue ocean software workshop for public listed companies, private held company, small businesses and Government body.

The author can be contacted via the web-site http://www.ecomaxmc.com/

Article Source: http://EzineArticles.com/?expert=Ko_Su_Piow

Blue Ocean Strategy

source: http://www.ibscdc.org/blue-ocean-strategy-case-studies.asp
Successful businesses are either low-cost providers or niche players - thus says Michael Porter. However, many have opposed this idea and claim that it is flawed. For instance, Charles W. L. Hill, an educator, in 1988, proposed that a combination of differentiation and low-cost might be helpful for firms to achieve a sustainable competitive advantage and claimed that Porter's model was flawed because differentiation can be a means for firms to achieve low cost. Swedish educators Jonas Ridderstråle and Kjell Nordström, on the other hand, in their 1999 book Funky Business, follow a similar line of reasoning. They argue that 'Competitive Strategy is the route to nowhere' and that firms need to create 'Sensational Strategies' which is about playing a different game.

A similar strategy proposed by W. Chan Kim and Renée Mauborgne of INSEAD, is the 'Blue Ocean Strategy', which promotes creating 'Blue Ocean' or new market space rather than competing in an existing industry. It is in many ways similar to the ideas presented in Funky Business. For example, the 'competing factors' of the Blue Ocean Strategy are similar to the definition of 'finite and infinite dimensions' defined in Funky Business. Kim and Mauborgne claim that their strategy makes sense where supply exceeds demand. Once a blue ocean is created, it eventually turns 'red' over a period of time and ceases to guarantee success.
Red Ocean is the known market place (or industries), for which industry boundaries are defined and accepted, and the competitive rules of the game are known. Companies, here, try to outperform their rivals to grab a greater share of product or service demand. Profits and growth are reduced as the market space gets crowded. Products become commodities or niche with cutthroat competition turning the ocean red. Hence, the term red ocean gets coined. Blue oceans, in contrast, denote a non-existent industry or an unknown market space, where competition and demand is created rather than fought over. Competition, here, is irrelevant because the rules of the market are not set and there is ample opportunity for rapid growth and profitability. However, the corner-stone of Blue Ocean Strategy is 'Value Innovation', either in product, service or delivery, which creates value (not found in the current market) simultaneously for the buyer and the company.

I needed to explain the concept of 'Blue Ocean Strategy' in my class and was in search of some live examples that would demonstrate the above differences. With some search on the internet, I found many sites that explained the concept in detail but did not have examples. However, in the process I landed up in a website named www.ibscdc.org, where I got what I was looking for. The site contained quite a few case studies that demonstrated the concept with real life business examples. IBSCDC offered case studies like - Utility Computing: IBM On-demand, which demonstrated the introduction of a new concept called 'utility computing' in the IT industry by IBM; Toyota's hybrid vehicles which helped in creation of a new market space for the company in the US; the case study of Tivo which pioneered the concept of interactive television and gave rise to a whole new industry.

However, the web site was easy to browse - across pages, with clear categorization of the case studies and tabs that took the user to the list of related case studies that the user needs. Moreover, a click on the title of the case study presented a well written abstract and other details needed by the user. It offers a huge collection of case studies related to various topics like business strategy, entrepreneurship, finance, economics, operations management, corporate governance, HR, organizational behavior, marketing, international trade, CSR, etc.

Cirque du Soleil: Creating a Blue Ocean by Balancing Creativity and Business

LG Electronics: The Blue Ocean Strategy

Casinos Blue Ocean for Private Equity-after Change

 

About the Author IBSCDC, with well over 2700 case studies, 700 structured assignments and 900 teaching notes, is Asia Pacific's largest repository of business management case studies. All these case studies are developed for MBA programs, Executive MBA programs, Executive Development Programs, and other management-related programs and allied disciplines