A handful of products and services were used in isolation,other products and service offerings affect the value of most. In red oceans,rivals necessarily compete within the frame of the industry’s product andservice offerings. Value additions are often hidden in complementary productsand services.The key is to devise a strategy that can increase the valueproposition of the company, making use of the value of complementary productsand services (Kim & Mauborgne, Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, 2005).

According to Randall (2015), blue ocean strategyis about getting the customer offering right before anyone else by generatingvalue through innovation. A blue ocean strategist gathers insights onreconstructing market boundaries by investigating noncustomers, not by lookingat existing customers.A blue ocean strategy was not just about being a pioneer ofa market and innovation.

It was about being the first to do something right bycreating value through innovation. A look at the technology giant Apple’sproducts is proof enough for this – none of Apple’s top-selling products havebeen the first in their respective categories. Yet the products successfullylinked innovation to value (Medium, 2015).According to Medium (2015), in most blue oceancases that heavily involved technology, like Apple’s iPhone, Intuit’s Quickenand Salesforce.com, the success of what these offered depended comparativelyless on technology, and more on the fact that customers perceived these offeringsto be simple, easy to use, fun and productive. Thus, when technology isinvolved, it is critical that it is linked to value by defining how a productor service facilitates a leap in productivity, simplicity, ease of use,convenience and fun.Companies in most cases mistakenly assumed that successfulblue ocean strategies revolved around cutting-edge technologies. Thesebusinesses generally drove towards developing new products and services thatare too farfetched, too complicated or lack the required complementaryenvironment to unlock a new blue ocean market (Medium, 2015).

So, the authors agreed that thereshould be a balance between technology and what is being offered, for a blueocean strategy to succeed.Kim and Mauborgne (2015) stated that,technology, when involved, should be linked to value by defining how theproduct or service provides a leap in productivity, usability, simplicity,convenience and fun, regardless of how advanced technologically the product orservice is. Value innovations, not just technology innovations, are responsiblefor opening commercially tempting new markets.A look at Sri Lanka’s current state with regards to the useof smartphones and internet revealed some facts, important to support the caseon the success of PickMe. According to statistics, the ownership of desktopsand laptops in Sri Lanka has fallen drastically in the first 6 months of 2016,compared to the same period in 2015 because of the increase in smartphone andtablet use (Wettasinghe, 2017).

The increase in smartphone use has been evident with theincrease in internet and email use across households, which was 15.1 percentand 8.6 percent across all types of devices in the first half of 2016. As perthe Census and Statistics Department, this is an increase from 11.8 percent anda drop from 8.8 percent in the same period in 2015 (Wettasinghe, 2017).

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