The market for Ready-to-Cook (RTC) food products in India has witnessed an unprecedented growth over the last few years on account of busier lifestyles and rising income levels of consumers. The attractive profits and potential growth opportunities in this sector has triggered the entry of multiple players, making the RTC sector extremely competitive and a red ocean. Therefore to set itself apart from competitors in this sector, any new entrant has to offer a unique value innovation. Branded

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... i/dosa batter in India had no competition as existing products available in this category were unbranded with no assurance of quality. By offering branded batter, focusing on research and development leading to innovations like the Vada maker and positioning itself as a personal assistant to t he Indian home maker, iD has attempted not to compete in the Red ocean and instead explore the Blue Ocean by discovering a new uncontested space in the food sector. In this context the present study attempts to explore the growth strategy of iD Fresh Food based on the principles of Blue Ocean Strategy (BOS) evolved by Chan and Renée. Since its inception in 2005 iD Fresh Food, the Bengaluru-based company has experienced remarkable success in a very short span of time despite aggressive competition from both domestic and international brands in the convenience food sector. This study uses the case analysis approach which is aimed at tracing the company's attempt to make competition irrelevant by creating an uncontested market space using Four Actions Framework. The results indicate that iD has become a game changer in the batter segment by pursuing both differentiation and low cost simultaneously thereby adopting innovation and securing competitive advantage.