In developing the strategic canvas, 4-Action Framework model has been used to identify the actions such as eliminate, raise, reduce and create so that transformation into the blue ocean strategy from red ocean strategy can be clearly illustrated and justified (Mebert and Lowe, 2017). In leading to the development of the blue ocean strategy, the focus is to eliminate: 1) the traditional battery-powered smartwatch device, 2) non-sustainable materials from device manufacturing, and 3) battery waste and discharge issues of Smartwatch. The choices can be justified as these identified critical success factors can help the blue ocean strategy to reduce unwanted elements from the existing red ocean strategy and support high level of marketing awareness among the target audience regarding Smartwatches (Yaghoubi and Dahmardeh, 2011). Next, the blue ocean strategy is set to reduce: 1) the size of the Smartwatch battery, 2) spill over and discharge risks from battery, and 3) emission of toxic pollutants from battery waste. The critical success factors are highly significant to the blue ocean strategy as it allows the manufacturer to create differentiation and promote sustainability aspects into the business (Awolusi, Marks and Hallowell, 2018). Furthermore, the blue ocean strategy will Raise: 1) quality and Smart charging technology in Smartwatch, 2) sustain and long-battery life for smartwatch, and 3) high level of safety and user security for Smartwatch. With the actions, it can be identified that the blue ocean strategy is set to extend high level of competitive advantage promoting product differentiation. Last but not the least; the strategy is set to create: 1) Hi-tech charging mechanism from sweat, 2) super capacitor in the smallest core shape, and 3) new marketing opportunities. The chosen actions are significant and the innovation and technological advancement reflected through the device can be used in the tagline and marketing communication to gain traction.

From the evidence of the research studies, it has been identified that smartwatch industry has largely grown over the years as tech-savvy young consumers and people concerned about health and fitness activities are shifting toward Smartwatches from conventional watches. According to the reports, the global smartwatch industry is worth US$30,434.1 million in 2021 and it is anticipated to grow at a rate of 8.2 percent CAGR (Grand View Research, 2021). In such a scenario, the creative applications of the blue ocean strategy are significant as analysed below:

With the red ocean strategy, the existing Smartwatches are conventionally powered having certain limitations for the users. However, with the introduction of sweat-powered charging technology, users do not have to concern about the charging the device. During the health and fitness training or regular activities, the sweat discharged from the user will automatically charge the device making the product highly innovative and widely acceptable (P S Market Research, 2021). It will have a broader impact on the sales of the Smartwatches in future making the device highly unique.

Secondly, it has been seen that in the conventional Smartwatches, the life span of the smartwatch battery is low to medium as users have to charge it consistently to make it active. With the new set of technology of sweat charging and powered electrode used in the device, the blue ocean strategy is set to increase the life span of the battery of Smartwatches enhancing the longevity and utility of the Smartwatches (Mordor intelligence, 2019).

Finally, it has been identified that the existing Smartwatches are seemed to provide less safety and security to the user and the associated data making it vulnerable. With the blue ocean strategy, it can be identified that new safety and secured technology and mechanisms will be utilised in device offering high level of security and safety to the users (Market Research Report, 2021). In this way, the device will be popular among tech-savvy people.

Awolusi, I., Marks, E. and Hallowell, M. (2018). Wearable technology for personalized construction safety monitoring and trending: Review of applicable devices.
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Carton, G. (2017). A Blue Ocean Strategy for “Blue Ocean Strategy”: on Performativity of Strategic Management.
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Chadarava, P.D. (2018). Blue Ocean Strategy: A Review of Literature.
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Grand View Research (2021).
Smartwatches Market Size Research, Share | Industry Growth Report, 2020. [online] www.grandviewresearch.com. Available at: https://www.grandviewresearch.com/industry-analysis/smartwatches-market [Accessed 2023].

Kim, W.C. and Mauborgne, R. (2015).
Blue ocean strategy : how to create uncontested market space and make the competition irrelevant. 5th ed. Boston, Massachuetts: Harvard Bus Review Press.

Kim, W.C. and Mauborgne, R. (2017).
The Blue Ocean Strategy reader. Boston, Massachusetts Harvard Business Review Press.

Kim, W.C. and Mauborgne, R. (2018).
Blue ocean shift : beyond competing : proven steps to inspire confidence and seize new growth. New York: Hachette Books.

Market Research Report (2021).
Wearable Technology Market by Product, Application | COVID-19 Impact Analysis | MarketsandMarketsTM. [online] www.marketsandmarkets.com. Available at: https://www.marketsandmarkets.com/Market-Reports/wearable-electronics-market-983.html [Accessed 2023].

Mebert, A. and Lowe, S. (2017).
Blue Ocean Strategy. London: Taylor And Francis.

Mordor intelligence (2019).
Smartwatch Market | 2020-2027 | Industry Report . [online] www.mordorintelligence.com. Available at: https://www.mordorintelligence.com/industry-reports/smartwatch-market.

P S Market Research (2021).
Smartwatch Market Size, Share, Growth, Industry Report, 2023. [online] Psmarketresearch.com. Available at: https://www.psmarketresearch.com/market-analysis/smartwatch-market [Accessed 2023].

Suriya, Dr.T.S.Udhaya. (2019). Wearable Smart Watch Using IoT (Internet of Things).
International Journal of Research in Advent Technology, 7(3), pp.1617–1619. doi:10.32622/ijrat.732019146.

Yaghoubi, N.-M. and Dahmardeh, M. (2011). Knowledge management; critical success factor in organizational agility.
American Journal of Social and Management Sciences, 2(3), pp.272–277.

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