After breaking into China’s smartphone market, where it becomes a leading brand, Xiaomi sees sales stagnate and then decline as the disruption strategy that empowered its rise loses momentum. As competitors counter every move, targeting its core consumer segment, the company urgently needs to reignite growth and develop a sustainable competitive advantage.

Abstract This case is excellent for teaching both MBAs and executives how to create a blue ocean strategy that is hard to imitate and sustainable. It focuses on Wikipedia versus Britannica.com in the online encyclopedia industry.