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BLUE OCEAN STRATEGY                       SIMULATION                       Introducing StratX’s                       Late...
Table of ContentsBlue Ocean Strategy OverviewBlue Ocean Strategy Simulation OverviewUsing BOSS in your ClassAbout StratXCo...
BLUE OCEAN STRATEGY THEORYOVERVIEW
BLUE OCEAN STRATEGY AUTHORSW. Chan Kim is The Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and I...
BLUE OCEAN STRATEGY AUTHORSRenée Mauborgne is The INSEAD Distinguished Fellow and a Professor of Strategy and Management a...
BLUE OCEAN STRATEGY KEY POINTSBOS is the result of a decade-long study of 150 strategic moves spanning more than 30industr...
RED OCEAN VS BLUE OCEAN STRATEGY
BLUE OCEAN STRATEGY METHODOLOGIES & TOOLS
BLUE OCEAN STRATEGY SIMULATIONOVERVIEW
WHAT IS BLUE OCEAN STRATEGY SIMULATION ?A computerized strategy game illustratingBlue Ocean Strategy concepts,methodologie...
BOSS INCLUDES A MAXIMUM OF 4 DECISION ROUNDS               Round             Round           Round                  Round ...
BOSS ROUND REDBEATING COMPETITION INTHE EXISTING MARKET             Round             Round           Round               ...
ROUND RED FOCUSES ON THE EXISTING MARKETThe team objective is to compete in the Red Ocean and outperform theircompetitorsS...
ROUND RED – KEY LEARNING POINTSAs competition is limited to existing market, the key objective is to increasemarket share ...
BOSS ROUND BLUE-1CREATING A BLUE OCEAN             Round                Round           Round                    Round    ...
ROUND BLUE-1 FOCUSES ON THE CREATION OF A HIGH       VALUE/LOW COST “BLUE OCEAN” PRODUCT OFFERING    Visual        • Stude...
BOSS SAMPLE CHART – VISUAL AWAKENING   DRAWING THE AS-IS STRATEGY CANVAS
BOSS SAMPLE CHART – VISUAL AWAKENING  AUTOMATED FEEDBACK ON AS-IS CURVES
BOSS SAMPLE CHART – VISUAL EXPLORATIONTRANSCRIPT OF NONCUSTOMER INTERVIEWS         These parents were dead against the way...
BOSS SAMPLE CHARTTHE ELIMINATE-REDUCE-RAISE-CREATE GRID
BOSS SAMPLE CHARTTO-BE STRATEGY CANVAS
ROUND BLUE-1 KEY LEARNING POINTSThe Six Paths reveals ways to reconstruct boundaries and open up avenues tononcustomers wh...
BOSS ROUND BLUE-2REFINING THE BLUE OCEAN ANDSETTING THE STRATEGIC PRICE             Round                Round           R...
STUDENTS ARE COACHED BY THEIR PROFESSOR ANDBOSS PROVIDES THEM WITH AUTOMATED FEEDBACK    Your Blue Ocean offering includes...
ROUND BLUE-2 KEY LEARNING POINTSAll learning points of Round Blue-1 still apply, plus :In reality, organizations may not g...
BOSS ROUND BLUE-3BREAKING AWAY FROM THECOMPETITION AGAIN             Round                Round           Round           ...
BOSS SAMPLE CHARTEXTENDED TO-BE STRATEGY CANVAS
ROUND BLUE-3 KEY LEARNING POINTSDramatic profit growth is dependent primarily on the strategic move and not onany inherent...
USING BOSS IN YOUR CLASS
BENEFITS FOR STUDENTS & PARTICIPANTSBOSS is a fun, innovative and highlyeffective tool to learn, practice andexperience Bl...
What are the benefits for professors?Students or executives will love your course! The fast pace and hands-onexperience cr...
PEDAGOGICAL MATERIALSBOSS SoftwareInstructor’s Website• Course creation & management, team activity monitoring, debriefing...
2 SCENARIOS TO ADAPT TO YOUR SCHEDULE                                                                               CONSTR...
SAMPLE SCHEDULERound                                    Activity                                   Where      Duration    ...
IS BOSS SUITED TO MY COURSE AND AUDIENCE?BOSS has been designed with a particular focus on Strategy, Management,Innovation...
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  • Let’s now have a closer look at Round Blue-1.During this Round, the team is offered a chance to create a high value and low cost “Blue Ocean” product.This Round is only 1 year long but it also takes 2 to 3 hours to complete.
  • Let’s now have a closer look at Round Blue-2Round blue-2 is a refinement of round blue-1: the team is given a chance to fix its blue ocean and to adjust its price.At the beginning of this round, the results of the launch year are available and students can determine how successful they have been in capturing noncustomers and generating market growthThey should analyze their results, such as sales, market shares, EBIT, etc. and read the automated feedback generated by the simulation. I’ll show you this on the following slide.They should also read and debate again the outcome of the Visual Exploration of the previous round, so as to understand what they might have interpreted incorrectlyFinally, they may refine their To-Be Strategy Canvas, adjust their marketing decisions and run the simulation for 2 more years.It takes 1 to 2 hours to complete this round depending on how good the team was in the previous round.
  • BOSS ROUND BLUE-3breaking away from the competition again.The team discovers at the beginning of round blue-3 that its offering is beginning to be imitated by new competitors in their blue ocean. The blue ocean is turning redCompetitors will experience the same adoption curve for their products; this means that their initial sales are likely to be low but will be increasing over timeIn this new round the team is given the possibility to extend its blue ocean in delivery and/or service.This round is 3-year long and takes about 2 hours to complete.
  • The Blue OceanStrategy Simulationincludes 2 scenarios of varyingdurations.<click>The basic scenario “VGCR1B3” is the one that I have brieflypresentedtoday: 4 rounds covering a total of 9 years.“VGC” stands for Video Game Console, the simulated market; “R1” means One Red Ocean Round and “B3” means Three Blue Ocean Rounds. <click>The second scenario “VGCR1B2” is the fast-track scenario. In this scenario, rounds Blue-1 and Blue-2 are combined into a single round called Round Blue-1&2. The main advantage of this scenario is that you can compress time. Its main drawback is that it does not allow you to organize a debriefing session at the end of round Blue-1; hence, teams that perform poorly do not get a chance to recover in round Blue-2 after having understood their mistakes. <click>In addition to the two scenarios, the BOSS software may be configured to skip round Red; this means that decisions are made automatically in place of the team and the simulation is run automatically until the beginning of round Blue-1. Hence, a total of four combinations are offered to you to adapt to your schedule.
  • Transcript of "Boss presentation Games"

    1. 1. BLUE OCEAN STRATEGY SIMULATION Introducing StratX’s Latest Strategy Simulation Theory by Simulation Design and Development byW. Chan Kim & Renée Mauborgne
    2. 2. Table of ContentsBlue Ocean Strategy OverviewBlue Ocean Strategy Simulation OverviewUsing BOSS in your ClassAbout StratXContact Us
    3. 3. BLUE OCEAN STRATEGY THEORYOVERVIEW
    4. 4. BLUE OCEAN STRATEGY AUTHORSW. Chan Kim is The Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and InternationalManagement at INSEAD, France (the world’s second largest business school). Prior to joining INSEAD, he was a professor atthe University of Michigan Business School, USA. He has served as a board member as well as an advisor for a number ofmultinational corporations in Europe, the U.S. and Pacific Asia. He is an advisory member for the European Union. He wasborn in Korea.Kim is a fellow of the World Economic Forum. His Harvard Business Review articles, co-authored with RenéeMauborgne, are worldwide bestsellers and have sold over a half a million reprints. Their Value Innovation and Fair Processarticles were selected as among the best classic articles ever published in Harvard Business Review. They have co-authoredarticles in The Wall Street Journal, The Wall Street Journal Europe, The New York Times, The Financial Times, The Asian WallStreet Journal, and numerous journals.Kim has published numerous articles on strategy and managing the multinational which can be found in: Academy ofManagement Journal, Management Science, Organization Science, Strategic Management Journal, Administrative ScienceQuarterly, Journal of International Business Studies, Harvard Business Review, Sloan Management Review, and others. He isthe co-author of Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant(Harvard Business School Press, 2005).Kim is a winner of the Eldridge Haynes Prize, awarded by the Academy of International Business and the Eldridge HaynesMemorial Trust of Business International, for the best original paper in the field of international business. He was selectedfor Thinkers 50, the global ranking of business thinkers, and was named along with his colleague Renée Mauborgne, as “thenumber one gurus of the future” by LExpansion, one of Frances leading business magazines. The Sunday Times (London)called them “two of Europe’s brightest business thinkers… Kim and Mauborgne provide a sizeable challenge to the waymanagers think about and practice strategy.” The Observer called Kim and Mauborgne, "the next big gurus to hit thebusiness world."
    5. 5. BLUE OCEAN STRATEGY AUTHORSRenée Mauborgne is The INSEAD Distinguished Fellow and a Professor of Strategy and Management atINSEAD, France (the worlds second largest business school). She was born in the United States.Mauborgne is a fellow of the World Economic Forum. Her Harvard Business Review articles, co-authored withW. Chan Kim, are worldwide bestsellers and have sold over half a million reprints. Their Value Innovation andFair Process articles were selected as among the best classic articles ever published in Harvard BusinessReview. They have co-authored articles in The Wall Street Journal, The Wall Street Journal Europe, The NewYork Times, The Financial Times and numerous journals.Mauborgne has published numerous articles on strategy and managing the multinational which can be foundin: Academy of Management Journal, Management Science, Organization Science, Strategic ManagementJournal, Administrative Science Quarterly, Journal of International Business Studies, Harvard Business Review,Sloan Management Review and others. She is the co-author of Blue Ocean Strategy: How to CreateUncontested Market Space and Make the Competition Irrelevant (Harvard Business School Press, 2005).Mauborgne is a winner of the Eldridge Haynes Prize, awarded by the Academy of International Business andthe Eldridge Haynes Memorial Trust of Business International, for the best original paper in the field ofinternational business. In 2005 she was selected as the highest placed woman on Thinkers 50, the globalranking of business gurus, and was named along with her colleague W. Chan Kim, as "the number one gurus ofthe future" by LExpansion, one of Frances leading business magazines. The Sunday Times (London) calledthem "two of Europes brightest business thinkers. Kim and Mauborgne provide a sizeable challenge to theway managers think about and practice strategy." The Observer called Kim and Mauborgne, "the next big gurusto hit the business world."
    6. 6. BLUE OCEAN STRATEGY KEY POINTSBOS is the result of a decade-long study of 150 strategic moves spanning more than 30industries over 100 years (1880-2000).BOS is the simultaneous pursuit of differentiation and low cost.The aim of BOS is not to out-perform the competition in the existing industry, but to createnew market space or a blue ocean, thereby making the competition irrelevant.BOS offers a set of methodologies and tools to create new market space.While innovation has been seen as a random/experimental process where entrepreneursand spin-offs are the primary drivers – as argued by Schumpeter and his followers – BOSoffers systematic and reproducible methodologies and processes in pursuit of innovationby both new and existing firms.BOS frameworks and tools include: strategy canvas, value curve, four actions framework,six paths, buyer experience cycle, buyer utility map, and blue ocean idea index.These frameworks and tools are designed to be visual in order to not only effectively buildthe collective wisdom of the company but also to effectively execute a strategy througheasy communication.BOS covers both strategy formulation and strategy execution.The three key conceptual building blocks of BOS are: value innovation, tipping pointleadership, and fair process.© Kim & Mauborgne, 2007
    7. 7. RED OCEAN VS BLUE OCEAN STRATEGY
    8. 8. BLUE OCEAN STRATEGY METHODOLOGIES & TOOLS
    9. 9. BLUE OCEAN STRATEGY SIMULATIONOVERVIEW
    10. 10. WHAT IS BLUE OCEAN STRATEGY SIMULATION ?A computerized strategy game illustratingBlue Ocean Strategy concepts,methodologies & analytical toolsParticipants work in team to manage afictitious company for several years in theGame Console industryThey are offered ways to swim out of thered ocean filled with sharksThe BOS theory, tools and frameworksallows them to break away from thecompetition and create a blue ocean ofnew market space for their company
    11. 11. BOSS INCLUDES A MAXIMUM OF 4 DECISION ROUNDS Round Round Round Round Red Blue 1 Blue 2 Blue 3 3 runs of one period each 1 run 2 runs 3 runs 2008 2009 2010 2011 2012 2013 2014 2015 2016Each Round brings new challenges to the studentsRound “Red”: management of their existing “Red Ocean” productRound “Blue 1” : creation of a high value and low cost “Blue Ocean” productoffering comprising competing factors beyond those upon which the industrycompetesRound “Blue 2” : refining their offering and further unlocking demand throughthe right Strategic PriceRound “Blue 3” : extending their Blue Ocean using Service and Deliveryplatforms and dealing with the presence of low-priced new competitors
    12. 12. BOSS ROUND REDBEATING COMPETITION INTHE EXISTING MARKET Round Round Round Round Red Blue 1 Blue 2 Blue 3 3 runs of one period each 1 run 2 runs 3 runs 2008 2009 2010 2011 2012 2013 2014 2015 2016
    13. 13. ROUND RED FOCUSES ON THE EXISTING MARKETThe team objective is to compete in the Red Ocean and outperform theircompetitorsStudents familiarize with the market and industry; with their organization andits history; with their customers & competitorsThey have access to lots of data in their Annual Report and Market Studies:• Company and Brand P&L; Company and Brand Key Performance Indicators; Sales and Market Shares; Customer Preferences; Benchmarking Information; Market Forecast; etc…Then they form a strategy and execute it through multiple decisions:• Innovation and R&D; Corporate projects; Production; Segmentation Strategy; Marketing; Geographical Expansion and Distribution Coverage; Finance
    14. 14. ROUND RED – KEY LEARNING POINTSAs competition is limited to existing market, the key objective is to increasemarket share and gain economies of scaleThe key success factors in Round Red are:• Identify & target most attractive consumer groups.• Data-driven analysis based on traditional market research• Continuously optimize products (Raise/Reduce) for fast changing customer needs.• Invest massively in marketing to build awareness and interest.• Compete on priceCompany results are poor• Only moderate increase in market share as competition is tough• Price pressure• Low market growth• Strong decrease in profits due to R&D, decreasing price, increased marketing
    15. 15. BOSS ROUND BLUE-1CREATING A BLUE OCEAN Round Round Round Round Red Blue 1 Blue 2 Blue 3 3 runs of one year each 1 run 2 runs 3 runs Year 41 Year 42 Year 43 Year 44 Year 45 Year 46 Year 47 Year 48 Year 49
    16. 16. ROUND BLUE-1 FOCUSES ON THE CREATION OF A HIGH VALUE/LOW COST “BLUE OCEAN” PRODUCT OFFERING Visual • Students must draw the current industry Value Curves, discuss the shape of all Curves and draw a Awakening conclusion about the industry’s overall Value Curve Visual • Students must read and debate the outcome of the Visual Exploration conducted by the Executive Exploration Team Four-Action • Students must decide which Competing FactorsFramework and must be Eliminated, Reduced, Raised or Created ERRC Grid To-Be • Students must create a Blue Ocean product, deciding what level to offer for each of theStrategy Canvas existing or created Competing Factors.
    17. 17. BOSS SAMPLE CHART – VISUAL AWAKENING DRAWING THE AS-IS STRATEGY CANVAS
    18. 18. BOSS SAMPLE CHART – VISUAL AWAKENING AUTOMATED FEEDBACK ON AS-IS CURVES
    19. 19. BOSS SAMPLE CHART – VISUAL EXPLORATIONTRANSCRIPT OF NONCUSTOMER INTERVIEWS These parents were dead against the way video games can absorb their kids’ ‘childhood hours’. They said that when their children were supposed to be researching school material… They were certainly not going to exacerbate the problem by buying a video gaming console. They felt that they had lost control over what their children were doing…
    20. 20. BOSS SAMPLE CHARTTHE ELIMINATE-REDUCE-RAISE-CREATE GRID
    21. 21. BOSS SAMPLE CHARTTO-BE STRATEGY CANVAS
    22. 22. ROUND BLUE-1 KEY LEARNING POINTSThe Six Paths reveals ways to reconstruct boundaries and open up avenues tononcustomers which, if followed, allow an organization to create and capturenew demand.Searching for commonalities across noncustomer types allows organizations tosee how to collapse Strategy Canvases and capture a far greater share ofnoncustomers than would creating a strategic offering for a single large type ofnoncustomers.By reconstructing market boundaries and focusing on the 4 Action Frameworkof Eliminating, Reducing, Raising and Creating, organizations are able toachieve differentiation and low cost – these are no longer tradeoffs.
    23. 23. BOSS ROUND BLUE-2REFINING THE BLUE OCEAN ANDSETTING THE STRATEGIC PRICE Round Round Round Round Red Blue 1 Blue 2 Blue 3 3 runs of one year each 1 run 2 runs 3 runs Year 41 Year 42 Year 43 Year 44 Year 45 Year 46 Year 47 Year 48 Year 49
    24. 24. STUDENTS ARE COACHED BY THEIR PROFESSOR ANDBOSS PROVIDES THEM WITH AUTOMATED FEEDBACK Your Blue Ocean offering includes the competing factor “Multimedia Add-ons". Although this factor has appealed to some noncustomers, it provides low additional value to the vast majority of noncustomers. As a result, you lost some margin without creating additional sales.
    25. 25. ROUND BLUE-2 KEY LEARNING POINTSAll learning points of Round Blue-1 still apply, plus :In reality, organizations may not get the Strategy Canvas right the first time,due to the traditional practice of most companies of ‘Raising’ and ‘Reducing’their offering level along the traditional factors of competition.The importance of Strategic pricing and the price corridor of the mass ishighlighted. It is crucial to set the right strategic price at the first moment ofmarket entry to capture the mass of buyers.There are many cases where the failure to price strategically has led todemand remaining locked, and a lack of pressure on new entrants andcompetitors – eg the first mobile phones, the X-box.Organizations will traditionally price too high when they have an innovationof any sort believing that their innovation has created a differentiation desiredin the market
    26. 26. BOSS ROUND BLUE-3BREAKING AWAY FROM THECOMPETITION AGAIN Round Round Round Round Red Blue 1 Blue 2 Blue 3 3 runs of one year each 1 run 2 runs 3 runs Year 41 Year 42 Year 43 Year 44 Year 45 Year 46 Year 47 Year 48 Year 49
    27. 27. BOSS SAMPLE CHARTEXTENDED TO-BE STRATEGY CANVAS
    28. 28. ROUND BLUE-3 KEY LEARNING POINTSDramatic profit growth is dependent primarily on the strategic move and not onany inherent capability within the organization: there are no permanently goodorganizations, they are only as good as their strategic moves.Blue Oceans can become Red: to be successful, organizations must stretch forBlue Ocean again.Organizations have the option to create Blue Oceans in Service and Delivery, notonly in their Products, as most traditionally think. They can be very successful byrotating the creation of Blue Oceans between Product, Service and Deliveryplatforms and keep growing the size of their Blue Ocean. Most organizations limittheir strategic options by focusing on only one dimension of strategy.At different points in time and focusing on different platforms (Product, Serviceand Delivery), applying the Six Paths will reveal different insights. Thus, theexecutive team needs to go back to the market to get new information aboutnoncustomers and customers to be able to keep creating Blue Oceans.Invest heavily in marketing to confound competitors and gain volume of marginthrough geographic expansion
    29. 29. USING BOSS IN YOUR CLASS
    30. 30. BENEFITS FOR STUDENTS & PARTICIPANTSBOSS is a fun, innovative and highlyeffective tool to learn, practice andexperience Blue Ocean StrategyBOSS will provide a deeper understandingand higher retention of Blue OceanStrategy theory, methodologies and toolsThe competition across teamsparticipating to the BOSS exercise willlead to a high level of excitement &enthusiasmBOSS corporate participants will be much more ready to lead a BOS initiative intheir companyBOSS is the perfect tool to bring together cross functional teams in companyspecific programs before they work on actual projects
    31. 31. What are the benefits for professors?Students or executives will love your course! The fast pace and hands-onexperience creates an intense energy, making participants eager to apply their newskills. It’s a lot of fun, but also hard work. Students and executives find thecombination irresistible.BOSS comes with a full range of Instructor’s materials, which allows you to easilymonitor and control the progress of your teams and highlight key learning points,round after round.BOSS couldn’t be easier to administer. Its indirect competition setting provides youwith total flexibility on the number of teams, allowing BOSS to work with any classsize.StratX online support is available to meet your needs and optimize yourpedagogical experience!
    32. 32. PEDAGOGICAL MATERIALSBOSS SoftwareInstructor’s Website• Course creation & management, team activity monitoring, debriefing and ranking charts, etc.Guides (all available online with printer-friendly version)• BOSS handbook; Introduction to reach Round;• Instructor’s GuidePowerpoint presentations for instructor• Introduction to Blue Ocean Strategy theory, by Kim & Mauborgne• Introduction to each Round• Sample debriefing for each Round
    33. 33. 2 SCENARIOS TO ADAPT TO YOUR SCHEDULE CONSTRAINTSScenario VGCR1B3 Round Round Round Round ALL ROUNDS Red Blue 1 Blue 2 Blue 3 4 Sessions 3 runs of one period each 1 run 2 runs 3 runs Round Round Round BLUE-ONLY Blue 1 Blue 2 Blue 3 3 Sessions 1 run 2 runs 3 runsScenario VGCR1B2 Round Rounds Round ALL ROUNDS Red Blue 1 & 2 Blue 3 3 Sessions 3 runs of one period each 3 runs 3 runs Rounds Round BLUE-ONLY Blue 1 & 2 Blue 3 2 Sessions 3 runs 3 runs Year 41 Year 42 Year 43 Year 44 Year 45 Year 46 Year 47 Year 48 Year 49 33
    34. 34. SAMPLE SCHEDULERound Activity Where Duration Pre-Reading : BOSS Handbook & Introduction to Round Red online 30’ Red Introduction to Round Red + Organization of teams Class 1h00 BOSS Session – Round Red – Instructor available for consultation Workgroup 2h00’ Pre-Reading : Introduction to Round Blue-1 Online 30 Debriefing of the previous Round resultsBlue-1 Class 1h15 Introduction to BOS Theory & Introduction to Round Blue-1 BOSS Session – Round Blue-1 – Instructor available for consultation Workgroup 2h00’ Pre-Reading : Introduction to Round Blue-2 Online 30 Debriefing of the previous Round resultsBlue-2 Class 1h00 Introduction to Round Blue-2 BOSS Session – Round Blue-2 – Instructor available for consultation Workgroup 2h00’ Pre-Reading : Introduction to Round Blue-3 Online 30 Debriefing of the previous Round resultsBlue-3 Class 1h00 Introduction to Round Blue-3 BOSS Session – Round Blue-3 – Instructor available for consultation Work group 2h00’ BOSS Conclusion and Final Debriefing Class 1h00
    35. 35. IS BOSS SUITED TO MY COURSE AND AUDIENCE?BOSS has been designed with a particular focus on Strategy, Management,Innovation and Entrepreneurship coursesBOSS can handle groups of any size and thus can easily be integrated in largecore courses or smaller elective coursesBOSS can be used at the graduate, MBA or Executive education levelDifferent licensing options will be available to suit different types of courses.
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