Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Soleil Used a Business Model Yacht to Sail to the Blue Ocean
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Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Soleil Used a Business Model Yacht to Sail to the Blue Ocean

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In 2005, W. Chan Kim & R. Mauborgne published "Blue Ocean Strategy." This book has sold over 2 million copies and is translated in over 40 languages. Lean Startups need Blue Ocean Strategy. However, ...

In 2005, W. Chan Kim & R. Mauborgne published "Blue Ocean Strategy." This book has sold over 2 million copies and is translated in over 40 languages. Lean Startups need Blue Ocean Strategy. However, over 99% of readers are struggling with how to translate Blue Ocean Theory into practice. The Business Model Yacht provides a visual tool for translating every aspect of Blue Ocean Theory & Strategy into a practice of iterative problem finding and solving as well as execution as in the Lean Startup approach. Here's a Business Model Yacht that visually tells the Red Ocean Disruption (ROD) story of Cirque du Soleil.

One advantage of using a Business Model Yacht diagram is that the Strategy Canvas, Blue Ocean Strategy, and Tactics (4 ERIC actions) as well as Business (Profit/Revenue) Model can all be shown on a single page.
http://goo.gl/YH8qJ0

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  • Rod,

    This visual canvas is so delightful. The known example in which explain your strategy makes its understanding an easy task, though I bit it was hard work that led to this simplicity. The two spider diagrams fill your Yacht with insights. Thanks, as aways Rod, for making the difficult easy to understand
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Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Soleil Used a Business Model Yacht to Sail to the Blue Ocean Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Soleil Used a Business Model Yacht to Sail to the Blue Ocean Presentation Transcript

  • Industry/Market/Customer Goal (Job To Get Done): Problem Pain: (Un)Known PROFIT (Key Metrics) 9 7 5 3 #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Inputs/ Partners Channels & RelaKon-­‐ ships Product/ Service 9 7 5 3 COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions Mul:ple Arenas Fun & Humor Theme/ Music & Dance/… Unique Venue Thrill & Danger 1 i ii iii iv v vi vii viii 1 i ii iii iv v vi vii viii Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-­‐Theater q Adults q Corporate Clients q Family q Children q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales BOS: Six Principles Four AcDons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ Mul:ple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ Mul:ple Prodn High Profit Margin q Ticket Sale (Premium) Low Profit Margin To experience live entertainment 1 2 3 4 5 Dynamic Dynamic Strategy Canvas (“As Is”) Strategy Canvas (“To Be”) Decision-­‐Making Dashboard Decision-­‐Making Dashboard
  • Industry/Market/Customer Goal (Job To Get Done): Problem Pain: (Un)Known PROFIT (Key Metrics) 9 7 5 3 #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Inputs/ Partners Channels & RelaKon-­‐ ships Product/ Service 9 7 5 3 COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions Mul:ple Arenas Fun & Humor Theme/ Music & Dance/… Unique Venue Thrill & Danger 1 i ii iii iv v vi vii viii 1 i ii iii iv v vi vii viii Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-­‐Theater q Adults q Corporate Clients q Family q Children q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales BOS: Six Principles Four AcDons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ Mul:ple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ Mul:ple Prodn High Profit Margin q Ticket Sale (Premium) Low Profit Margin To experience live entertainment 1 2 3 4 5 Dynamic Dynamic Strategy Canvas (“As Is”) Strategy Canvas (“To Be”) Decision-­‐Making Dashboard Decision-­‐Making Dashboard
  • In this PresentaDon, Cirque du Soleil’s Blue Ocean Strategy is Featured Using A Business Model Yacht Invented by Dr. Rod King, a Business Model Yacht refers to a Kmeline-­‐ storymap for comprehensively documenKng, analyzing, planning, strategizing about, execuKng, and managing a business model (as well as value chain or any project) in space and Kme.
  • Industry/Market/Customer Goal (Job To Get Done): … ……………………………..…………………. 1 2 3 4 5 (Done) (To Do/Vision) (Doing)
  • Industry/Market/Customer Goal (Job To Get Done): … ……………………………..…………………. 1 2 3 4 5 (Done) (To Do/Vision) (Doing) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known
  • Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. Problem Pain: (Un)Known Customer Segments Processes/ AcKviKes #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiDon/Strategy) Internal Resources Inputs/ Partners Channels & RelaKon-­‐ ships Product/ Service I n n o v a t I o n A c c co u n t i n g 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • What is the customer’s main goal (Job To Get Done: Problem Pain: (Un)Known #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known What are soluKons/ gains/benefits? Who is the customer? What are problems/ barriers/obstacles? How is product/service delivered to customer? What is the product/service? What is the big urgent problem/pain (soluDon/benefit)? What are key ac:vi:es or processes of the organiza-­‐ :on? What are internal resources (people; infra’; tech-­‐ nology)? What are key inputs/ partners? Physical/Intellectual/EmoDonal/Spiritual Hierarchy)? 1 2 3 4 5 6 7 8 9 10 COST (STRUCTURE) REVENUE (STREAMS) PROFIT
  • Example
  • Problem Pain: (Un)Known q Agents for ArDsts q Suppliers High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known q Agents for ArDsts q Suppliers High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known New Entrants (Startups) High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales SubsD-­‐ tutes (Incumbents) q Agents for ArDsts q Suppliers q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known New Entrants (Startups) High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales SubsD-­‐ tutes (Incumbents) Outdoor Sports/Games Theater Musical (Electronic Games) q Agents for ArDsts q Suppliers q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known New Entrants (Startups) Outdoor Sports/Games Theater Musical High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Agents for ArDsts q Suppliers q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales SubsD-­‐ tutes (Incumbents) Comple-­‐ mentors Influenc-­‐ ers (Electronic Games) q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales Forces Against Forces For q Agents for ArDsts q Suppliers q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Problem Pain: (Un)Known High Profit Margin q Adults q Corporate Clients q Family q Children #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Channels & RelaKon-­‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value Innova:on-­‐focus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons q Circus-­‐Theater Entertainment q ArDsDc Show q Circus-­‐Theater q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales S: Strengths O: Opportuni-­‐ Des W: Weaknesses T: Threats q Agents for ArDsts q Suppliers q Ticket Office q Face-­‐to-­‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 PROFIT (Done) (To Do/Vision) (Doing)
  • Stage/Tollgate Theme/Project 1. ConcepKon (Problem/JTGD) 2. Pretotype (ChaoDc) 3. Prototype (Complex) 4. Pilot (Complicated) 5. Full Scale (Simple) NATURE Fill a Niche/DNA: Solve Problem/ Resolve Trade-­‐off in Ecosystem RINGLING BROS. Red Ocean Circus: Create/Launch a Classic Circus Business “The Greatest Show on Earth” Classic Traveling Circus Tollgate Criteria (Level of Interest) CIRQUE DU SOLEIL Blue Ocean Circus: Create/Launch a Circus-­‐Theater; “We Reinvent the Circus” Traveling Street Performers: 2 No. Traveling Street Performers: Small Ensemble Traveling Circus-­‐ Theater: Large Ensemble Resident Circus-­‐ Theater with Own/ Permanent Venue for Entertainment Tollgate Criteria (Level of Interest) Every Great Idea or Industry Sai ls Through a Lifecycle of 5 Stages
  • Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. RED OCEAN 1 2 3 4 5 BLUE OCEAN (To Do/Vision) SoluKon Gain: (Un)Known (Done) Problem Pain: (Un)Known Method Disrupt a leading product/ service/business model to create a really different and valuable experience (Doing) (Strategy) Develop, test, and validate a massive level of customer interest (for each stage of the idea lifecycle) 1 2 Make extraordinary profit (margin) 3 #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
  • Every Great Idea Sails Thro ugh a Lifecycle of 5 Stages 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. RED OCEAN (ExisKng) COMPETITORS PROTOTYPE 4. PILOT 5. FULL SCALE 1 2 3 4 5 #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
  • Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesDons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram ELEMENT ICON DESCRIPTION SYMBOL THEME: QUESTION CUSTOMER CS Who is the customer? PRODUCT PS What is the product/service? CHANNEL CH/CR How is the product/service delivered to customer? GOAL/JOB JTGD What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoKonal/Spiritual Hierarchy)? PROBLEM Prob What are problems/pains/barriers/obstacles? VALUE VP What is the big urgent problem/pain (soluKon/benefit)? INPUT KP What are key inputs/partners? INTERNAL RESOURCES KR What are internal resources (people; infra’; technology)? PROCESS KA What are key acCviCes or processes of the organizaCon? SOLUTION Soln What are soluKons/gains/benefits? #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1 2 3 4 5 6 7 8 9 10
  • Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesDons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram ELEMENT ICON DESCRIPTION SYMBOL THEME: CUSTOMER CS PRODUCT PS CHANNEL CH/CR GOAL/JOB JTGD PROBLEM Prob VALUE VP INPUT KP INTERNAL RESOURCES KR PROCESS KA SOLUTION Soln #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1 2 3 4 5 6 7 8 9 10
  • Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. Problem Pain: (Un)Known Customer Segments Processes/ AcKviKes u LEARN Big Urgent Market Problem (BUMP) u MEASURE Engagement/ Acquisi:on/Ac:va:on/ Reten:on/Referral/Revenue Pretotype/Prototype/Pilot/ Full Scale #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiDon/Strategy) Internal Resources Inputs/ Partners Channels & RelaKon-­‐ ships Product/ Service u BUILD I n n o v a t I o n A c c co u n t i n g 1 2 3 4 5 (Done) (To Do/Vision) (Doing) PROFIT