Blue Ocearn Strategy

Blue ocean strategy by W.Chan Kim&Renee Mauborgne

Com 459 Jeff McNeill Lyn Jang

Value innovation =The value-cost trade off -the cornerstone of Blue ocean Strategy -a new way of thinking about and executing strategy that result in the creation of a Blue ocean and a break from the competition. -focusing on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space Value innovation’s vies: “the deconstructionist view” = Breaking the existing values cost trade-off and thereby creating a blue ocean

Costs

Value innovation

Utility/Cost

The Six Principles of Blue ocean strategy Formulating principles

Read ocean strategy

Blue ocean strategy

Compete in ex isting market space

Create uncontested market space

Beat the competition

Make the competition irrelevant

Exploit existing demand When? Only when companies align innovation with utility, price, and price position company offer to buyer

Make the valuecost trade off

Create and capture new demand Break the valuecost -off

generated value to company Buyer value

Buyer value

Align the whole

Blue ocean Strategy

Align the whole of a firm’s activities with its activities in pursuit strategic choice of of differentiation differentiation or low and low cost cost

** Cost down while simultaneously driving value up for buyers/ system of firm's system **Blue ocean strategy integrates the range of a firm’s functional and operational activities.

1.Reconstruct Market Boundaries : Create uncontested market space across diverse industry domain hence = attenuating search risk 2. Focus on the big picture, not the number:

visualizing approach-drives to focus on the big picture The existing strategic plan keeps company locked into making incremental improvements == minimize Planning risk 3. Reach beyond existing demand= by building on the powerful commonalities across to maximize the size of the Blue ocean being created & new demand being unlocked = hence, it will minimizing scale risk 4. Get the strategic sequence right: to ensure that both you & customer win as you create new business terrain Sequence of utility, cost ,price, and adoption. ====decrease Business model risk

Execution principles 5. Overcome key organizational hurdles( tipping point leadership”= it shows manager how to mobilize an organization to overcome the key organizational hurdles ( the cognitive, resource, motivational, and political hurdles in limited time and resources )that block the implementation of a blue ocean strategy ==== decrease organizational risk 6. Build execution into strategy: motivating people to act on and execute a blue ocean strategy in a sustained way deep in an ORGANIZATION.. **Fair process: facilitates both strategy making and execution by mobilizing people for the voluntary cooperation needed to execute blue ocean strategy =====decrease management risk (associating with people’s attitudes and behaviors)

methods •

Red ocean versus blue ocean strategy

Red ocean strategy

Blue Ocean Strategy

•

Value innovation:

“The Cornerstone of Blue ocean Strategy”

Reading thee value curves The strategy canvas enables companies to see the future in the present. To achieve this, must understand how to read value curves. •

A blue ocean strategy

When a company’s value curve- meet the three criteria that define a good blue ocean strategy-focus, divergence, and a compelling tagline that speaks to the market- the company is on the right track Remember: when.. 1.Lacks of focus: cost structure increase, business model complex in implementation and execution increase 2.lack of divergence : a company’s strategy is a me-too, with no reason to stand apart in the marketplace. 3.lack of compelling tagline: a classic example of innovation for innovation’s sake with no great commercial potential , no natural take off capability.

A Company caught in the red ocean When a company’s value curve converges.. it signals that a company caught within the red ocean of bloody competition Remember: the signal slow growth unless by the grace of luck

An internally Driven Company The kinds of language used in the strategy canvas gives insight as to whether a company’s strategic vision is built on an “ outside-in”perspective, driven by the demand side, or an “inside-out”perspective that is operationally driven.

Help a company understand how far it is from creating industry demand Example of the strategy canvas( low cost, high value) High

Over delivery without payback When a company’s value curve on the strategy canvas is shown to deliver high level across all factors. If the company’s market share and profitability reflect these investment, oversupplying it’s customers, offering too much of those elements that add incremental value to buyers. The company must decide which factors to eliminate & reduce to construct a divergent value curve

An incoherent strategy If a company value curve looks like a zigzag with no rhyme or reason== company doesn’t have a coherent strategy

It makes little distinguish the company from the best competitor

Strategic Contradictions Area where company is offering a high level on one competing factor while ignoring others that support factor * Strategic inconsistencies may lead a company lose marketshare

Low Price Need for customer

Value (convenience, friendliness etc)

Ch 3 “Reconstruct Market Boundaries” Purpose: To break from the completion & Create Blue Ocean

6 basic approach to remaking market boundaries (6 path frame work) = have general applicability across industry sectors, lead companies into the corridor of commerciality viable blue ocean idea

From Head-to-Head Competition to Blue ocean Creation Head-to-Head Competition

Blue Ocean Creation

Industry

Focuses on rivals within its Looks across industry alternative industry

Strategic group

Focuses on competitive position Within strategic group

Buyer Group

Focuses on better serving Redefines the the buyer group industry buyer group

Looks across strategic groups within industry

Scope of product or service offering

Focuses on maximizing the Looks across to value of product & service complementary offerings within the bounds product and service of its industry offerings

Functional emotional orientation

Focuses on improving price Rethinks the performance within the functional-emotional functional-emotional orientation of its orientation of its industry industry

Time

Focuses on adapting to external trends as they occurs

Participants in shaping external trends over time

Key insight into Blue ocean strategy: arise from business insights into how the trend will change value to customers and impact the company’s business mode. By looking across time- from the value a market delivers today to the value it might deliver tomorrowmanagers an actively shape their future and lay claim to a new blue ocean.l 3 principles to access trends across time: 1) be decisive to business 2) be irreversible 3) have a clear trajectory

Alternative: include product or service that have different Functions and forms but the same purpose“buyers implicitly weigh alternatives, often unconsciously” -The space between alternative industries provides opportunities for values innovative Thought questions: whey do corporations choose to use commercial airline For their corporate travel? = answer: Cost -Why do people choose corporate jets over commercial travel? Answer: Corporations buy private jets to dramatically cut total travel time, to reduce The hassle of congested airports, to allow for point-point travel,To gain the benefit of having more productive and energized executives Who can hit the ground running upon arrival.

In most industries, the fundamental strategic differences among industry players are captured by a small member of strategic groups. •2 dimensions that ranks strategic groups: 1. Price 2. Performance -Each jump in price tends to bring a corresponding jump in some dimensions of performance.most companies focus on improving their competitive position within a strategic group **The key to creating a blue ocean across existing strategic group == To break out of narrow tunnel vision by understanding which factors determine customer’s decisions to trade up or down from one group to another “Buyers”- who are directly or indirectly involved in the buying decision -Industry typically converges on a single buyer group, there is a STRONG economic rationale for this focus - Challenging an industry’s conventional wisdom about which buyer group to target can led to the discovery of new blue ocean. --what we get by looking across buyer groups? : gain new insights into how to redesign their value curves to focus on a previously overlooked set of buyers In most cases, other products and services affect their value How can we find untapped value which is hidden in complementary products? -To think about what happens before, during, and after your product is used -to think in terms of solving the major pain points in customers total solution. Competition in an industry tends to converge not only on an accepted notion of the scope of its products and services but also on one of two possible based of appeal 1)Rational: functionally oriented: Infuse commodity products with new life by adding a dose of emotion and in so doing , can Stimulate new demand 2) emotional: emotionally oriented: offer many extras that add price without enhancing functionality, may create a fundamentally simper, lower-priced, lower-cost business model that customers would welcome.

When companies are willing to challenge the functional -emotional orientation of their industry, they often find new market space

The four actions frame work : To reconstruct buyer value elements in crafting a new value curve Apply the four actions frame work to the strategy canvas of your industry= get a revealing new look at old perceived truths Push companies to go beyond value

Reduce Which factors should be reduced will below the industry’s standard? :eliminating factors that companies in your industry have long competed on As buyers values are changing, companies should be change and act.

maximization exercises with existing factors Of competition. Also prompt Companies to change the factors Themselves, hence making The existing rules of competition irrelevant

Eliminate Which of the factors that The industry takes for granted should Be eliminated? = To uncover and eliminate the compromises your industry forces customers to make

A new value curve

Create Which factors should be created that the industry has never offered? To determine whether products or services have been over designed in the race to match and beat the competition. ** Companies over serve customers, increasing their Cost structure for no gain

Raise Which factors should Be raised will Above the industry’s standard? = To helps you to discover entirely new sources of value for buyers And to create new demand and shift the strategic pricing of the industry

Provide you with insight into how to lift buyer Value and create new demand. Also explore how you can reconstruct Buyer value elements across alternative Industries to offer buyers an entirely New experience while simultaneously keeping Your cost structure low

Form of Grid Eliminate

Raise

Reduce

Create

Elimnate-Reduce-Raise-Create Grid a third tool, key to creation of blue oceans/ a supplementary analytic to the four actions frame work how does it work? Push to ask all 4 questions in the four actions framework & act on all four gives companies four immediate benefits 1. Push them to pursue differentiation and low costs to break the value-cost trade-off 2.it immediately flags companies that are focused only on raising and creating and thereby lifting their cost structure and often over engineering products and services -a common plight in many companies. 3. It is easily understood by managers at any level, creating a high level of engagement in its application 4. Drives companies to robustly scrutinize every factor the industry competes on, making them discover the range of implicit assumptions they make unconsciously in competing.

The four actions Framework

A new value Curve

Ch. 4 Focus on the big picture, not the number 1.Visual Awakening

2. Visual exploration

3. Visual strategy fair

-Compare your -go into the field to -draw your “to be” business with your explore the six paths strategy canvas competitor's by to creating blue based on insights drawing your “as is” oceans from field strategy canvas observations -observe the - See where your distinctive -Get feedback on strategy needs to advantages of alternative strategy change alternative products canvases from and services. customers, competitors’ -see which factors you should eliminate, customers, and noncustomers. create, or change. -Use feedback to build the best “to be “ future strategy.

Draw the value curve of company’s strategy brings home the need for Change It serves as a forceful wake-up call for companies to challenge their existing strategies -As comparing picture, - find lacking factors

4. Visual communication Distribute your before-and -after Strategic profiles on one pate for easy comparison. -Support only those projects and operational moves that allow your company to close the gaps to actualize the new strategy

Learn that buyers from all markets have a basic of set of needs and expected similar services/ able to complete their mission (* able to draw a value curve that is a truer likeness of the existing strategic profile than anything We produce earlier.)

To send a team into the field, putting manager face-to-face with that they must make sense of : how people use or don’t use their products or service *A company should never outsource its eyes- no substitute for seeing for yourself -Great strategic insights are less the product of genius than of getting into the Filed and challenging the boundaries of competition.

The last step to communicate It in a way that can be Easily understood By any employee. -able to move from the old To the new value curve give The go-ahead

A pioneer-migrator-settler(PMS)map :A useful exercise for a corporate management team pursuing profitable growth to plot the company’s current and planned portfolio

pioneers Migrators Settlers Today Me-too Businesses *the more an industry is populated by settlers, the greater is the opportunity to value-innovate and create a blue ocean of new market space. - will not generally contribute much to a company’s future growth, they will be stuck within the red ocean

Business offerings better than most in the marketplace *lot of migrators= reasonable growth can be expected. However, it risks being marginalized by a company that value -innovates

Tomorrow The only ones with a mass following of customers **have Maximum growth potential but often consume cash at the outset as they grow and expand

The Key point :To manage their portfolio of businesses to wisely balance between profitable growth and cash flow at a give point in time

The 4 steps of Visualizing strategy 1.Visual Awakening

2. Visual exploration

3. Visual strategy fair

4. Visual communication

pioneers Migrators Settlers Today

tomorrow

Ch. 5 The three tiers of Noncustomers “Unexplored” noncustomers who are in markets Distant from yours **people who have never thought of your market’s offerings as an option. By focusing on key commonalities across these noncustomers and existing customers, companies can understand how to pull them into their new market *unexplored noncustomers -have not been targeted or thought of as potential customers by any player in the industry. That’s because their needs and the business opportunities associated with them have somehow always been assumed to belong to toher markets. First Tier

Second Tier

Third Tier

Your Market

“soon-to-be” noncustomers who are on the edge of your market, waiting to jump ship * Buyers who minimally purchase an industry’s offering out of necessity but are mentally noncustomers of the industry. They are waiting to jump ship leave the industry as soon as the opportunity presents itself

“Refusing” noncustomers who consciously choose against your market •People who refuse to use your industry’s offerings./ buyers who have seen your industry’s offerings as an option to fulfill their needs but have voted against them •Second-Tier Noncustomers -either do not use or cannot afford to use the current market offerings because they find the offerings unacceptable or beyond their means. Their needs are either dealt with by other means or ignored

The Three Tiers of Noncustomers

Buyer utility

The Sequence of Blue Ocean Strategy

Is there exceptional buyer utility in your Business idea?

No- Rethink

yes

First two steps - address the revenue side of a company’s business model./ Ensure that you create a leap in net buyer value, where net buyer value equals the utility buyers receive minus the price they pay for it

Price Is your price easily accessible to the mass of buyers?

No-Rethink

yes Cost Can you attain your cost target to profit at your strategic price?

No-Rethink

yes Adoption What are the adoption hurdles in actualizing your business idea? Are you addressing them up front?

No-Rethink A commercially viable blue ocean idea

Ensures the tit creates a leap in value for itself in the form of profit that is, the price of the offering minus the cost of production. It is the combination of exceptional utility, strategic pricing, and target costing that allows companies to achieve value innovation- a leap in value for both buyers and companies

Last step: to address adoption hurdles ** the formulation of blue ocean strategy is complete only when you can address adoption hurdles in the beginning to ensure the successful actualization of your idea * It includes potential resistance to the idea by retailers or partners. Because blue ocean strategies represent a significant departure from red oceans, it is key to address adoption hurdles up front

Buyer utility

Price

Cost

Adoption

The Sequence of Blue Ocean Strategy

The Buyer Utility Map Customer productivity

1. Purchase 2.deliver 3. Use y

4. 5.Mainte 6. Disposal supplement nance s

Uncovering the Blocks to buyer Utility Purchas Delivery e

Use

supplements

5.Mainten Environmental Friendliness ance

simplicity

Customer productivity: in which stage are the biggest blocks to customer productivity?

Convenience

Customer productivity: in which stage are the biggest blocks to customer productivity?

Risk

Convenience: in which stage are the biggest blocks to convenience?

Fun and image

Risk: in which stage are the biggest blocks to reducing risks?

Environmental Friendliness

Fun and Image: in which stage are the biggest blocks to fun and image? Environmental friendliness:in which stage are the biggest blocks to environmental friendliness?

Help managers look at issue from the right perspective -outlines all the levers companies can pull to deliver exceptional utility to buyers as well as the various experiences buyers can Have with a product or service. -allows managers to identify the full range of utility spaces that A product or service can potentially fill

-To test for exceptional utility, companies should check whether their offering has removed the greatest blocks to utility across The entire buyer experience cycle for customers and noncustomers **this figure shows how a company can identify the most compelling hot Spots to unlock exceptional utility.By locating your proposition Offering on the thirty -six spaces of the buyer utility map, You can clearly see how , and whether, the new idea not only creates a different Utility proposition from existing offerings But also removes the biggest blocks to utility That stand in the way of converting noncustomers into Customers.

Uncovering the Blocks to buyer Utility

The Buyer Utility Map

Purchase Delivery Customer productivity

simplicity

Convenience

Risk

Fun and image

Environmental Friendliness

1. Purchase 2.delivery

3. Use

4. supplements

5. 6. Disposal Maintenanc e

Use

supplements

5.Maintena Environmental nce Friendliness

The price Corridor of the mass The main challenge: to understand the price sensitivities of those people who will be comparing the new product or service with a host of very different-looking product or service with a host of very different looking products and services offered outside the group of traditional competitors

Step1: identify the price Corridor of the mass

Three alternative product/ service types: Same form

different form

It helps managers determine how high a price they can afford to set within the corridor without inviting competition from imitation products or services. * 2 principle factors: 1) the degree to which the product or service is protected legally through patents or copyrights

different form and functions, same objective

High degree of legal and Resource protection Difficult to imitate Upper-level pricing

Price corridor of the mass Mid-level pricing Lower-level pricing

Create blue oceans that have same core utility as the new one but takes a very different physical form

Step 2. Specify a price level Within the price corridor.

Listing the groups of alternative products and services allows managers to see the full range of buyers they can poach from other industries as well as from nonindustries * This approach provides a straightforward way to identify where the mass of target buyers is what prices these buyers are prepared to pay for the products and services they currently use.

Some degree of legal and resource protection Low degree of legal and Resource protection Easy to imitate

When to pursue mid-to lower 1)Their blue ocean offering has high fixed costs and marginal variable cost 2)their attractiveness depends heavily on network externalities 3) Their cost structure benefits from steep economies of scale and scope. In these cases, volume brings with it significant cost advantages, something that makes pricing for volume even more key

2) The degree to which the company owns some exclusive asset or core capability such as an expensive production plant, that can block imitation

Companies with uncertain patent and asset protection should consider pricing somewhere in the middle of the corridor

The price Corridor of the mass Step1: identify the price Corridor of the mass

Step 2. Specify a price level Within the price corridor.

Three alternative product/ service types:

Same Form

different form, same function

different form and function same

objective

Price corridor of the mass

Upper-level pricing

Mid-level pricing Lower-level pricing

The profit Model of Blue Ocean Strategy

The profit Model of Blue Ocean Strategy

The Strategic Price

It shows how value innovation typically maximizes profit by using the foregoing three levers

The Company Start with Deduct

The target profit

The target cost

Streamlining and Cost innovations

Pricing innovation

Supports profit

Partnering When the target cost cannot be met despite all efforts to build a lost-cost business model, the company should turn to the third lever, pricing innovation, to profitably meet the strategic price.

If a company's offering successfully addresses the profit side of the business model, Ready to advance to the final step in the sequence of blue ocean strategy.