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Blu Ocean Strategy <ul><li>Connection between competitive arena and Strategic framework </li></ul><ul><li>How to maximize ...
<ul><li>“  How could we align and planning  strategic processes focusing on the competitive arena and apply these concepts...
“ Confronto tra i processi di pianificazione” <ul><li>Classic Vision </li></ul><ul><li>Actual condition in the existing ma...
Critics on Classic vision <ul><li>Does not allow to get out the Red Ocean </li></ul><ul><li>Bad communication between mana...
Focus on general framework <ul><li>Effects </li></ul><ul><li>Shows the sector situation </li></ul><ul><li>Shows players st...
A.S.G. 4. Visual communication 3. List of  visual strategies 2. Visual exploration <ul><li>Visual  </li></ul><ul><li>awake...
A.S.G. 4. Visual communication 3. List of  visual strategies 2. Visual exploration <ul><li>Visual  </li></ul><ul><li>awake...
1. Visual awakening <ul><li>Make a comparison between your business and your competitors drawing a value curve of your str...
1. Visual awekening  <ul><li>Comments: </li></ul><ul><li>Who and how do we get the visual awekening? </li></ul><ul><li>Foc...
A.S.G. 4. Visual communication 3. List of  visual strategies 2. Visual exploration <ul><li>Visual  </li></ul><ul><li>awake...
2. Visual exploration <ul><li>Market exploration to research a blu ocean </li></ul><ul><li>Create a value curve for produc...
A.S.G. 6. Analyze the Environmental  changes 5. Analyze the  Emotional and  Functional appeal 4. Analyze  complementary pr...
2. Visual exploration <ul><li>Comments: </li></ul><ul><li>Truthfulness of datas </li></ul><ul><li>Too large analysis </li>...
A.S.G. 4. Visual communication 3. List of  visual strategies 2. Visual exploration 1. Visual  awakening The 4 moment in  v...
3. Visual strategies survey <ul><li>Design a strategic framework most desiderable for the company, from market observation...
A.S.G. 4. Visual communication 3. List of  visual strategies 2. Visual exploration 1. Visual  awakening The 4 moment in  v...
4. Visual Communication <ul><li>Promote only projects and operations that fill up gap and make the new strategy applible. ...
CASE ASUS: The bonsai laptop Asus Eee pc <ul><li>Initial conditions: </li></ul><ul><li>Saturated market </li></ul><ul><li>...
CASE ASUS: The bonsai laptop  (continue) <ul><li>Analysis of this new market space through the 4 visual strategy’s steps <...
CASE ASUS: The bonsai laptop  (continue) <ul><li>Phase 2 :  </li></ul><ul><li>advantage compared with the growing price </...
CASE ASUS: The bonsai laptop  (continue) <ul><li>Phase 3 :  </li></ul><ul><li>Asus evaluate which are the features to mant...
CASE ASUS: The bonsai laptop  (continue) <ul><li>Before </li></ul><ul><li>Strong competition </li></ul><ul><li>Low differe...
CASE ASUS: The bonsai laptop  (continue) A.S.G. <ul><li>REMOVE </li></ul><ul><li>Cd-Rom </li></ul><ul><li>Less pheriferica...
CASE ASUS: The bonsai laptop  (continue) A.S.G. Internet Staeistic Share Fonte: www.notebookreview.com
CASE ASUS: The bonsai laptop  (continue) A.S.G. PCMARK05 is a softwere that allow the selection of your preferences to def...
CASE ASUS: The bonsai laptop  (continue) <ul><li>Horizontal axis:   </li></ul><ul><ul><li>Price </li></ul></ul><ul><ul><li...
CASE ASUS: The bonsai laptop  (continue) A.S.G. Alto Basso
Shared Knowledge into the Strategic Framework   <ul><li>Through the Strategic Framework: </li></ul><ul><li>We want optimiz...
Strategic Framework in Samsung Case <ul><li>Starting problem </li></ul><ul><li>Approach </li></ul><ul><li>Results </li></u...
Strategic Framework in Samsung Case <ul><li>Starting problem:   </li></ul><ul><li>Manager authonomy has been weakened by b...
Strategic Framework in Samsung Case <ul><li>Results:  </li></ul><ul><li>New knowledge and development in Value innnovation...
Strategic Framework in Samsung Case <ul><li>Innovations :  </li></ul><ul><li>Annual meeting to share corporate culture and...
Strategy inside the company A.S.G. Today Tomorrow Pioneers Migrators Settlers Map Pioneers-Migrators-Settlers
Business Portfolio Management and P-M-S Map <ul><li>PMS Map is an efficient way to organize value innovation  </li></ul><u...
Growing potential in Business Portfolio <ul><li>Segmentation in current and future business figure out through: </li></ul>...
Growing potential in Business Portfolio <ul><li>SETTLERS: </li></ul><ul><ul><li>Are businesses already known and they pres...
Growing potential in Business Portfolio <ul><li>MIGRATORS:  </li></ul><ul><ul><li>Represent the connection point between o...
Growing potential in Business Portfolio <ul><li>PIONEERS:  </li></ul><ul><ul><li>Look for new markets, new competitive spa...
Over the strategic planning limits <ul><li>Management: </li></ul><ul><li>Develop the idea that: </li></ul><ul><ul><li>Stra...
Current demand maximization <ul><li>Red Ocean </li></ul><ul><li>Focus on current customers </li></ul><ul><li>Hypersegmenta...
Critics on current demand maximization <ul><li>Red Ocean  </li></ul><ul><li>Creating too small targets could limits number...
The 3 NON-CLIENTS levels A.S.G. A.S.G. First level Market Second level Third level
CASE ASUS: The bonsai laptop  The 3 NON-CLIENTS levels A.S.G. First level Market Second level Third level ASUS involved No...
First level NON-CLIENTS <ul><li>Are: </li></ul><ul><li>Who use only a small part of what is available in the market or les...
Pret-a-Manger case <ul><li>Context  : </li></ul><ul><li>Who works in city centre or do not have enough time for lunch has ...
Pret-a-Manger case <ul><li>Key factors on Pret-a-Manger strategy: </li></ul><ul><ul><li>Less time for lunch </li></ul></ul...
Pret-a-Manger case <ul><li>Horizontal axis :  </li></ul><ul><ul><li>Price </li></ul></ul><ul><ul><li>Food quality </li></u...
Pret-a-Manger  case A.S.G. Alto Basso
Second level Non-clients <ul><li>Are: </li></ul><ul><li>Who does not want to use of cannot afford to use what is offered i...
CASO JCDecaux <ul><li>JCD is an advertisement agency that rend external spaces </li></ul><ul><li>At the beginning: </li></...
CASO JCDecaux <ul><li>Innovation: </li></ul><ul><li>JCD revolution the offer proposing street furniture (Long-term agreeme...
CASO JCDecaux <ul><li>Horizontal axis:  </li></ul><ul><ul><li>Roll-out </li></ul></ul><ul><ul><li>Operative margines </li>...
Value curve JCD A.S.G. A.S.G. High Low
Third level NON-CLIENTS <ul><li>Are: </li></ul><ul><li>The more distant clients from a current sector </li></ul><ul><li>No...
CASE JSF (Joint Strike Fighter) <ul><li>Past context: </li></ul><ul><li>Marines, Navy and US air force was used to design ...
CASE JSF (Joint Strike Fighter) <ul><li>Innovation: </li></ul><ul><li>JSF resume in one airplane all the common features f...
A.S.G. A.S.G. Air force Navy  Marines  Leggerezza  Due motori  STOVL  Personalizzazione del design Avioelettronica integra...
CASE JSF  (continue) A.S.G. Alto Basso Fonte: “Strategia Oceano Blu”
CASE JSF  (continue) A.S.G.
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Blu Ocean Strategy

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Transcript of "Blu Ocean Strategy"

  1. 1. Blu Ocean Strategy <ul><li>Connection between competitive arena and Strategic framework </li></ul><ul><li>How to maximize the Blu Ocean </li></ul>A.S.G.
  2. 2. <ul><li>“ How could we align and planning strategic processes focusing on the competitive arena and apply these concepts into our company ?” </li></ul>A.S.G.
  3. 3. “ Confronto tra i processi di pianificazione” <ul><li>Classic Vision </li></ul><ul><li>Actual condition in the existing market </li></ul><ul><li>Expand the share market </li></ul><ul><li>Design an action plan </li></ul><ul><li>Market research </li></ul><ul><li>Data analysis </li></ul><ul><li>Alternative Vision </li></ul><ul><li>Focus on general framework </li></ul><ul><li>Design a strategic action plan </li></ul><ul><li>Implementation of the strategy into your company </li></ul><ul><li>How to overcome limits in strategic plan </li></ul>A.S.G.
  4. 4. Critics on Classic vision <ul><li>Does not allow to get out the Red Ocean </li></ul><ul><li>Bad communication between management and operational levels </li></ul><ul><li>Lack in long term planning </li></ul>A.S.G.
  5. 5. Focus on general framework <ul><li>Effects </li></ul><ul><li>Shows the sector situation </li></ul><ul><li>Shows players strategies </li></ul><ul><li>Shows company’s strategies </li></ul><ul><li>If the company does not have a strategic profile: </li></ul><ul><li>Confused operations </li></ul><ul><li>Not well defined strategies </li></ul><ul><li>Lack in communication </li></ul>A.S.G.
  6. 6. A.S.G. 4. Visual communication 3. List of visual strategies 2. Visual exploration <ul><li>Visual </li></ul><ul><li>awakening </li></ul>The 4 moment in visual strategy
  7. 7. A.S.G. 4. Visual communication 3. List of visual strategies 2. Visual exploration <ul><li>Visual </li></ul><ul><li>awakening </li></ul>The 4 moment in visual strategy
  8. 8. 1. Visual awakening <ul><li>Make a comparison between your business and your competitors drawing a value curve of your strategic plan. </li></ul><ul><li>Identify where your strategy need to be modify and where need inprovements . </li></ul>A.S.G.
  9. 9. 1. Visual awekening <ul><li>Comments: </li></ul><ul><li>Who and how do we get the visual awekening? </li></ul><ul><li>Focus only on competitive factors </li></ul><ul><li>Do not consider the company structure </li></ul><ul><li>Industry Creation Perspective </li></ul>A.S.G.
  10. 10. A.S.G. 4. Visual communication 3. List of visual strategies 2. Visual exploration <ul><li>Visual </li></ul><ul><li>awakening </li></ul>The 4 moment in visual strategy
  11. 11. 2. Visual exploration <ul><li>Market exploration to research a blu ocean </li></ul><ul><li>Create a value curve for product’s features </li></ul><ul><li>Identify which factors need to be changed, modified of eliminated. </li></ul>A.S.G.
  12. 12. A.S.G. 6. Analyze the Environmental changes 5. Analyze the Emotional and Functional appeal 4. Analyze complementary products or services 3. Analyze who are Your target-buyers 2. Analyze startegic groups into each sector <ul><li>Analyze </li></ul><ul><li>alternative </li></ul><ul><li>secors </li></ul>6 Tracks to discover the blue ocean
  13. 13. 2. Visual exploration <ul><li>Comments: </li></ul><ul><li>Truthfulness of datas </li></ul><ul><li>Too large analysis </li></ul><ul><li>Too far from real market </li></ul>A.S.G.
  14. 14. A.S.G. 4. Visual communication 3. List of visual strategies 2. Visual exploration 1. Visual awakening The 4 moment in visual strategy
  15. 15. 3. Visual strategies survey <ul><li>Design a strategic framework most desiderable for the company, from market observation </li></ul><ul><li>Ask for a feedback for each alternative scenario to clients, non-clients, competitors </li></ul><ul><li>Use feedback to design a better strategy </li></ul>A.S.G.
  16. 16. A.S.G. 4. Visual communication 3. List of visual strategies 2. Visual exploration 1. Visual awakening The 4 moment in visual strategy
  17. 17. 4. Visual Communication <ul><li>Promote only projects and operations that fill up gap and make the new strategy applible. </li></ul><ul><li>Put all ‘before and after’ scenario in one together to have a global vision </li></ul>A.S.G.
  18. 18. CASE ASUS: The bonsai laptop Asus Eee pc <ul><li>Initial conditions: </li></ul><ul><li>Saturated market </li></ul><ul><li>Demanding buyers and design oriented </li></ul><ul><li>Mature serctor </li></ul><ul><li>Difficoulties to apply differentiation </li></ul><ul><li>Asus strategy: </li></ul><ul><li>Launch low cost product </li></ul><ul><li>Less technical features </li></ul><ul><li>Allow the use of common softweres </li></ul>A.S.G.
  19. 19. CASE ASUS: The bonsai laptop (continue) <ul><li>Analysis of this new market space through the 4 visual strategy’s steps </li></ul><ul><li>Phase 1 : </li></ul><ul><li>High competition in laptop market (small margins) </li></ul><ul><li>Clients segmentation changed </li></ul><ul><li>New sensible areas in laptop produces </li></ul>A.S.G.
  20. 20. CASE ASUS: The bonsai laptop (continue) <ul><li>Phase 2 : </li></ul><ul><li>advantage compared with the growing price </li></ul><ul><li>.Asus reasearch and define who are laptop users </li></ul><ul><li>5 forces analysis </li></ul><ul><li>Asus make a value chart to define which are the key features for clients </li></ul><ul><li>After the phase 1, now we are more focused on what is important for clients </li></ul>A.S.G.
  21. 21. CASE ASUS: The bonsai laptop (continue) <ul><li>Phase 3 : </li></ul><ul><li>Asus evaluate which are the features to mantain and which shoud be taken off. </li></ul><ul><li>On these considerations Asus hypothesizes more alternatives to find out which one is more compatible with customers needs (clients, non clients) </li></ul><ul><li>Through feedback approach they ordered the options. </li></ul>A.S.G.
  22. 22. CASE ASUS: The bonsai laptop (continue) <ul><li>Before </li></ul><ul><li>Strong competition </li></ul><ul><li>Low differentiation </li></ul><ul><li>Strong imitation </li></ul><ul><li>Static demand </li></ul><ul><li>After </li></ul><ul><li>New market area </li></ul><ul><li>Less competitors </li></ul><ul><li>First mover advantages </li></ul><ul><li>Less technical features </li></ul><ul><li>New clients </li></ul>A.S.G. Phase 4 <ul><li>Comparison between before and after. </li></ul>
  23. 23. CASE ASUS: The bonsai laptop (continue) A.S.G. <ul><li>REMOVE </li></ul><ul><li>Cd-Rom </li></ul><ul><li>Less pheriferical doors </li></ul><ul><li>INCREASE </li></ul><ul><li>Autonomy </li></ul><ul><li>Wireless connectivity </li></ul><ul><li>Versatility </li></ul><ul><li>RIDUCE </li></ul><ul><li>Weight </li></ul><ul><li>Dimensions </li></ul><ul><li>Performance </li></ul><ul><li>Display </li></ul><ul><li>Video processor </li></ul><ul><li>CREATE </li></ul><ul><li>Coloured Case </li></ul><ul><li>Integreted Card Reader </li></ul><ul><li>Anti-shock system </li></ul>
  24. 24. CASE ASUS: The bonsai laptop (continue) A.S.G. Internet Staeistic Share Fonte: www.notebookreview.com
  25. 25. CASE ASUS: The bonsai laptop (continue) A.S.G. PCMARK05 is a softwere that allow the selection of your preferences to define which laptop fit more with clients needs. Fonte: www.pcworld.it Notebook PCMark05 Score Acer Aspire One (1.60GHz Intel Atom, Intel GMA 950)  1,555 PCMarks ASUS Eee PC 901 (1.60GHz Intel Atom)  746 PCMarks ASUS Eee PC 900 (900MHz Intel Celeron M ULV) 1,172 PCMarks HP 2133 Mini-Note (1.6GHz VIA C7-M ULV) 801 PCMarks HTC Shift (800MHz Intel A110) 891 PCMarks ASUS Eee PC 4G (630MHz Intel Celeron M ULV) 908 PCMarks ASUS Eee PC 4G (900MHz Intel Celeron M ULV) 1,132 PCMarks Everex CloudBook (1.2GHz VIA C7-M ULV) 612 PCMarks Sony VAIO TZ (1.20GHz Intel Core 2 Duo U7600) 2,446 PCMarks
  26. 26. CASE ASUS: The bonsai laptop (continue) <ul><li>Horizontal axis: </li></ul><ul><ul><li>Price </li></ul></ul><ul><ul><li>Dimension </li></ul></ul><ul><ul><li>Performance (Mgh) </li></ul></ul><ul><ul><li>Weight (Kg) </li></ul></ul><ul><ul><li>RAM/HD (Gb) </li></ul></ul><ul><ul><li>Cd-rom (reader) </li></ul></ul><ul><ul><li>Display (inchs) </li></ul></ul><ul><ul><li>Design </li></ul></ul><ul><ul><li>Wi-fi/ </li></ul></ul><ul><ul><li>Versatility </li></ul></ul><ul><ul><li>Usefulness (common softwere) </li></ul></ul><ul><ul><li>Anti-shock system </li></ul></ul><ul><li>Vertical axis: </li></ul><ul><ul><li>High </li></ul></ul><ul><ul><li>Low </li></ul></ul><ul><ul><li>*Value from 0 to 5, where 0 is the mimimum and 5 maximum </li></ul></ul>A.S.G. <ul><li>Fonts: </li></ul><ul><li>www.asus.com </li></ul><ul><li>www.netbook.ccom </li></ul><ul><li>www.tom’shardware.com </li></ul><ul><li>www.pcworld.it </li></ul><ul><li>www.youtube.it/asuseeepc </li></ul>
  27. 27. CASE ASUS: The bonsai laptop (continue) A.S.G. Alto Basso
  28. 28. Shared Knowledge into the Strategic Framework <ul><li>Through the Strategic Framework: </li></ul><ul><li>We want optimize interaction and shared information between business unit and Top Management </li></ul><ul><li>Increase strategic best practices transfer from a business unit to another one </li></ul>A.S.G.
  29. 29. Strategic Framework in Samsung Case <ul><li>Starting problem </li></ul><ul><li>Approach </li></ul><ul><li>Results </li></ul>A.S.G.
  30. 30. Strategic Framework in Samsung Case <ul><li>Starting problem: </li></ul><ul><li>Manager authonomy has been weakened by business unit interaction </li></ul><ul><li>Approach: </li></ul><ul><li>Strategic framework institutionalization at corporate level </li></ul><ul><li>Opportunities analysis into new business </li></ul><ul><li>Value Innovation Program (VIP) project </li></ul>A.S.G.
  31. 31. Strategic Framework in Samsung Case <ul><li>Results: </li></ul><ul><li>New knowledge and development in Value innnovation </li></ul><ul><li>Better communication between units, 80 new projects developped </li></ul><ul><li>10 new offices to support growing demand </li></ul><ul><li>High relults in hypercompetitive sectors (Flat screen, mobile phone SGH T-100) </li></ul>A.S.G.
  32. 32. Strategic Framework in Samsung Case <ul><li>Innovations : </li></ul><ul><li>Annual meeting to share corporate culture and achieved results </li></ul><ul><li>Internal competition to: </li></ul><ul><ul><li>Push in better performance </li></ul></ul><ul><ul><li>Make the company culture stronger </li></ul></ul>A.S.G.
  33. 33. Strategy inside the company A.S.G. Today Tomorrow Pioneers Migrators Settlers Map Pioneers-Migrators-Settlers
  34. 34. Business Portfolio Management and P-M-S Map <ul><li>PMS Map is an efficient way to organize value innovation </li></ul><ul><li>Comparison between current performance and tomorrow performance </li></ul><ul><li>“ Pioneers”: </li></ul><ul><ul><li>Need higher investments </li></ul></ul><ul><ul><li>Reppresent slower growing performance </li></ul></ul><ul><ul><li>Gave to possibility to go far from hypercompetitive market creating blu oceans </li></ul></ul>A.S.G.
  35. 35. Growing potential in Business Portfolio <ul><li>Segmentation in current and future business figure out through: </li></ul><ul><li>SETTLERS </li></ul><ul><li>MIGRATORS </li></ul><ul><li>PIONEERS </li></ul>A.S.G.
  36. 36. Growing potential in Business Portfolio <ul><li>SETTLERS: </li></ul><ul><ul><li>Are businesses already known and they present a value curve corrisponding with other business into the market </li></ul></ul><ul><ul><li>Businesses that do not have large marging due to high competitive environment </li></ul></ul>A.S.G.
  37. 37. Growing potential in Business Portfolio <ul><li>MIGRATORS: </li></ul><ul><ul><li>Represent the connection point between other two classes of competitors </li></ul></ul><ul><ul><li>These businesses are in an other level in comparison with the standard competitors but do not represent large differences in the most important factors </li></ul></ul>A.S.G.
  38. 38. Growing potential in Business Portfolio <ul><li>PIONEERS: </li></ul><ul><ul><li>Look for new markets, new competitive spaces </li></ul></ul><ul><ul><li>Create value innnovation </li></ul></ul><ul><ul><li>The high effort in this kind of research corrispond with the high marging of Blue Ocean markets </li></ul></ul>A.S.G.
  39. 39. Over the strategic planning limits <ul><li>Management: </li></ul><ul><li>Develop the idea that: </li></ul><ul><ul><li>Strategic planning should be based on collective implementation </li></ul></ul><ul><ul><li>Highlight the importance of more human contact and less documents. </li></ul></ul><ul><ul><li>Propose to draw a global view instead of focus on data. </li></ul></ul><ul><li>Not valid alternative to Strategic Planning </li></ul>A.S.G.
  40. 40. Current demand maximization <ul><li>Red Ocean </li></ul><ul><li>Focus on current customers </li></ul><ul><li>Hypersegmentation </li></ul><ul><li>Blu ocean </li></ul><ul><li>Take in consideration also Non-clients </li></ul><ul><li>Find out connection points between current clients and non-clients </li></ul><ul><li>Consider value factors </li></ul>A.S.G. A.S.G.
  41. 41. Critics on current demand maximization <ul><li>Red Ocean </li></ul><ul><li>Creating too small targets could limits number of possible interested customers </li></ul><ul><li>Blu Ocean </li></ul><ul><li>Focus on Non-clients could remove you from your current targets. </li></ul>A.S.G. A.S.G.
  42. 42. The 3 NON-CLIENTS levels A.S.G. A.S.G. First level Market Second level Third level
  43. 43. CASE ASUS: The bonsai laptop The 3 NON-CLIENTS levels A.S.G. First level Market Second level Third level ASUS involved Non-clients from first and second levels
  44. 44. First level NON-CLIENTS <ul><li>Are: </li></ul><ul><li>Who use only a small part of what is available in the market or less that what they could effort </li></ul><ul><li>How to reach them: </li></ul><ul><li>Find out what makes Non-clients dissatisfied in current market offer </li></ul>A.S.G. A.S.G.
  45. 45. Pret-a-Manger case <ul><li>Context : </li></ul><ul><li>Who works in city centre or do not have enough time for lunch has three choice: </li></ul><ul><ul><li>Restaurant </li></ul></ul><ul><ul><li>To Bring food from home </li></ul></ul><ul><ul><li>Does not have lunch </li></ul></ul>A.S.G. A.S.G.
  46. 46. Pret-a-Manger case <ul><li>Key factors on Pret-a-Manger strategy: </li></ul><ul><ul><li>Less time for lunch </li></ul></ul><ul><ul><li>Whelty food </li></ul></ul><ul><ul><li>Affordable price </li></ul></ul><ul><ul><li>Nutritional values for each products </li></ul></ul><ul><ul><li>Menu on line </li></ul></ul><ul><ul><li>Delivery service </li></ul></ul><ul><ul><li>Recipe printed on take-away bags </li></ul></ul><ul><ul><li>Wide variety of products </li></ul></ul>A.S.G.
  47. 47. Pret-a-Manger case <ul><li>Horizontal axis : </li></ul><ul><ul><li>Price </li></ul></ul><ul><ul><li>Food quality </li></ul></ul><ul><ul><li>Waiting minutes </li></ul></ul><ul><ul><li>Shops strategic locations </li></ul></ul><ul><ul><li>Wide products offer </li></ul></ul><ul><ul><li>Wide services offer </li></ul></ul><ul><li>Vertical axis: </li></ul><ul><ul><li>High </li></ul></ul><ul><ul><li>Law </li></ul></ul><ul><ul><li>*In a scale from 0 to 5, where ) is the minimum and 5 is the maximum. </li></ul></ul>A.S.G. <ul><li>Sources: </li></ul><ul><li>www.pret.com </li></ul><ul><li>Http://muvara.blogspot.com </li></ul><ul><li>www.london-luton.co.uk </li></ul><ul><li>www.ciao.it/PretA_manger </li></ul>
  48. 48. Pret-a-Manger case A.S.G. Alto Basso
  49. 49. Second level Non-clients <ul><li>Are: </li></ul><ul><li>Who does not want to use of cannot afford to use what is offered in the market </li></ul><ul><li>Who satisfy the offer in other way or simply do not give importance to it </li></ul><ul><li>e.g. JCD (french advertisement agency) </li></ul>A.S.G. A.S.G.
  50. 50. CASO JCDecaux <ul><li>JCD is an advertisement agency that rend external spaces </li></ul><ul><li>At the beginning: </li></ul><ul><ul><li>Dinamics billboards </li></ul></ul><ul><ul><li>Billborads on high frequence streets </li></ul></ul><ul><li>Low value perception on offered services because clients were used to find those from every agency. </li></ul>A.S.G. A.S.G.
  51. 51. CASO JCDecaux <ul><li>Innovation: </li></ul><ul><li>JCD revolution the offer proposing street furniture (Long-term agreement with public institutions to exclusive rights on advertisement campaign an investing in urban furniture) </li></ul>A.S.G.
  52. 52. CASO JCDecaux <ul><li>Horizontal axis: </li></ul><ul><ul><li>Roll-out </li></ul></ul><ul><ul><li>Operative margines </li></ul></ul><ul><ul><li>Visibility </li></ul></ul><ul><ul><li>Invasive environmental </li></ul></ul><ul><ul><li>R estatement (%) </li></ul></ul><ul><ul><li>Maintenance costs </li></ul></ul><ul><li>Vertical axis: </li></ul><ul><ul><li>High </li></ul></ul><ul><ul><li>low </li></ul></ul><ul><ul><li>**Value from 0 to 5, where ) is the minimum and 5 is the maximum </li></ul></ul>A.S.G. <ul><li>Sources: </li></ul><ul><li>http://www.igpdecaux.it/site/ricerche/home.htm </li></ul><ul><li>www.jcdecaux.fr </li></ul>
  53. 53. Value curve JCD A.S.G. A.S.G. High Low
  54. 54. Third level NON-CLIENTS <ul><li>Are: </li></ul><ul><li>The more distant clients from a current sector </li></ul><ul><li>No competitors looked at them, they are unexplored because their needs and their business opportunities are considered market prerogative </li></ul><ul><li>e.g. JSF (Joint Strike Fighter) </li></ul>A.S.G. A.S.G.
  55. 55. CASE JSF (Joint Strike Fighter) <ul><li>Past context: </li></ul><ul><li>Marines, Navy and US air force was used to design and realize different place with different features; that was the cause for high cost at Pentagon. </li></ul>A.S.G. A.S.G.
  56. 56. CASE JSF (Joint Strike Fighter) <ul><li>Innovation: </li></ul><ul><li>JSF resume in one airplane all the common features for three military corps reducing drastically costs and satisfying the entire military demand. </li></ul>A.S.G.
  57. 57. A.S.G. A.S.G. Air force Navy Marines Leggerezza Due motori STOVL Personalizzazione del design Avioelettronica integrata Due sedili Leggerezza Tecnologia stealth Ali larghe Ali corte Motore supercruise Lunga durata Contromisure Lungo raggio Lungo raggio Agilità Facilità di manutenzione Armamenti aria-aria Armamenti aria-aria e aria-terra Armamenti aria-terra Personalizzazione degli armamenti Carico interno fisso di armamenti Carico di armamenti ampio/flessibili Carico di armamenti ampio/flessibile Armi elettroniche Un aereo adatto ad ogni missione Un aereo adatto ad ogni missione Un aereo adatto ad ogni missione Personalizzazione delle missioni
  58. 58. CASE JSF (continue) A.S.G. Alto Basso Fonte: “Strategia Oceano Blu”
  59. 59. CASE JSF (continue) A.S.G.
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