Exploring Uncontested Markets: A Critical Reassessment of Blue Ocean Strategy in ABS-CBN’s Post-Franchise Digital Transformation
DOI:
https://doi.org/10.65166/aaztah18关键词:
Blue Ocean Strategy, strategic adaptation, value innovation, ABS-CBN Corporation, digital transformation, coopetition摘要
The loss of ABS-CBN Corporation’s legislative broadcasting franchise in 2020 disrupted its traditional business model and intensified the need for alternative distribution and revenue arrangements. This study critically reassessed a Blue Ocean Strategy proposal completed in November 2024 to determine whether the company’s post-franchise initiatives constitute market-creating value innovation or primarily strategic adaptation undertaken to maintain organizational viability. A qualitative retrospective documentary case analysis compared the original proposal with selected corporate announcements, financial disclosures, and peer-reviewed literature available through October 27, 2026. Analysis employed the Eliminate–Reduce–Raise–Create Framework and five related dimensions: value innovation, audience engagement, cultural localization, subscription design, and digital inclusion. The evidence indicates that several features proposed in 2024, including a unified streaming service and tiered viewing arrangements, existed by 2020. Distribution partnerships also preceded the proposal, while the iWant relaunch and a sponsored-data arrangement emerged subsequently. Although ABS-CBN reported extensive online audience reach and growing digital-business indicators, substantial consolidated losses persisted. The documented initiatives are therefore more securely classified as strategic adaptation with selected possibilities for value innovation than as demonstrated creation of an uncontested market. The study offers a framework for distinguishing survival-oriented restructuring from commercially sustainable differentiation, while recognizing limitations in consumer and platform-level financial evidence.
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