Blue ocean strategy
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Blue ocean strategy, strategija plavog okeana, innovation, inovativnost, strategija za mala i srednja preduzeca, strategy for sme sector,

Blue ocean strategy, strategija plavog okeana, innovation, inovativnost, strategija za mala i srednja preduzeca, strategy for sme sector,

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Blue ocean strategy Presentation Transcript

  • 1. Blue Ocean StrategyStrategija plavog okeana
  • 2. Blue ocean strategy challenges companies to break out of the redocean of bloody competition by creating uncontested market spacethat makesthe competition irrelevant.Strategija plavog okeana poziva kompanije da napuste crveni okeankrvave konkurencije stvaranjem prostora na tržištu koji konkurenciju činiirelevantnom.
  • 3. Blue ocean strategy is about growing demand and breakingawayfrom the competition.Strategija plavog okeana okrenuta je ka povedanju tražnje i odvajanje odkonkurencije.
  • 4. In the red oceans, industry boundaries are defined and accepted,and the competitive rules of the game are known.Blue oceans, in contrast, are defined by untapped market space,demand creation, and the opportunity for highly profitable growth.Poslovanje u crvenim okeanima, predstavlja poslovanje izmeđuindustrija u kojima su konkurentske igre takve, da su pravila jasnodefinisana iprihvadena .Plavi okean su tržišta na kojima pravila poslovanja tek trebamo definisatiakonkurencija je nevažna.
  • 5. ....companies need to go beyond competing....companies need to create blue oceans....kompanije treba da idu dalje od konkurencije....kompanije moraju dastvaraju plave okeane
  • 6. VALUE INNOVATIONINOVACIJA VREDNOSTI
  • 7. Peter Drucker - observes that companies tend to race againsteach other by looking at what competitors do. Kim and Mauborgne -argue that a focus on benchmarking and beating thecompetition leads to imitative, not innovative, approachesto the market, oftenresulting in price pressure and further commodization. Instead, they argue,companies should strive to make the competition irrelevant by offering buyersa leap in value.Peter Drucker - kompanije nastoje da se nadmedu jedna sa drugom takoštoposmatraju šta konkurencija radi.Kim i Mauborgne dokazuju da fokusiranost na ispitivanje i pobeđivanjekonkurencije jeste pristup koji vodi ka imitaciji, a ne stvaranju novihvrednosti, što često ima za posledicu pritisak na cenu i pretvaranje svegau potrošnu robu. Umesto toga, kompanije treba da teže da konkurencijuučineirelevantnom, nudedi kupcima skok uvrednosti.
  • 8. Value innovation places equal emphasis on value and innovation.What separates winners from losers in creating blue oceans is neitherbleeding-edge technology nor“timing for market entry.” Sometimes theseexist; more often, however, they do not. Value innovation occurs only whencompanies align innovation with utility, price, and cost positions.Inovacija vrednosti stavlja podjednak naglasak na vrednost iinovaciju.Ono što u stvaranju strategije plavog okeana, razdvaja pobednike igubitnike , nije ni krvavo pladena najnovija tehnologija, ni dobar tajmingza ulazak na tržište. Da, to može imati uticaja i postoji, ponekada.Međutim, inovacija vrednosti se pojavljuje samo ako kompanije povežuinovaciju sa korisnošdu, cenom i stanjem troškova.
  • 9. Creation of blue oceans is about driving costs down while simultaneouslydriving value up for buyers.Kamen temeljac strategije plavog okeana, jeste smanjenje troškova uzistovremeno povedanje vrednosti za kupce. Čime se postiže skok vrednosti zakompaniju i kupce.
  • 10. THE STRATEGY CANVAS PLATNO STRATEGIJE
  • 11. The strategy canvas is both a diagnostic and an action frameworkfor building a compelling blue ocean strategy.Platno strategije je dijagnostički i radni okvir za izgradnju uspešne strategijeplavog okeana.
  • 12. The value curve, the basic component Kriva vrednosti, je osnovnaof the strategy canvas, is a komponenta platna strategije, igraphic depiction of a company’s predstavlja grafički prikaz relativnogrelative performance across its učinka kompanije u odnosu na faktoreindustry’s factors of competition. kojima industrija konkuriše.
  • 13. ....from thebuyer’s point of view there is ....sastanovišta kupaca postoji ogromna sličnostenormous convergence in their valuecurves. kada posmatramo krive vrednosti proizvođača.... premium brandwines vina.They offer a high price and present a high level of .... vrhunske marke vinaofferingacross all the key competing factors. Nudevisoku cenu, visok nivo ponude po svimStrategic -classic differentiation strategy. ključnim faktorima konkurencije.....budget wines Strategija -klasična strategija diferencijacije.Price is low, as is their offering across all the key ....jeftina vinacompeting factors.These are classic low-cost Niska cena, i njihova ponudaposmatrana premaplayers. ključnim faktorima konkurentnosti. Jeftini igrači.
  • 14. To fundamentally shift the strategy Zafundamentalnu promenu platnacanvas of an industry, you must begin strategije industrije neophodno jeby reorienting your strategic focus from preusmeriti fokus sa konkurenata nacompetitors to alternatives, and from alternativu i sa kupaca na ne -kupcecustomers to noncustomers of the unutar industrije.industry.
  • 15. Casella Wines acted on all four actions - eliminate, reduce, raise, and create.Vinarija Casella Wines je sprovela metod 4 akcije - 4 postupka:eliminaciju, redukciju, povedanje i stvaranje.
  • 16. By looking at the alternatives of beer Vinarija Casella Wines, posmatranjemand ready -to -drink cocktails and alternativa pivu i gotovim koktelima ithinking in terms of razmišljajudi o ne - kupcima je stvorilanoncustomers, Casella Wines created tri nova faktora u američkoj industrijithree new factors in the U.S. wine vina -lako za piti, lako za izabrati iindustry -easy drinking, easy to zabavno i avanturistički, čime jeselect, and fun and adventure - and eliminisala sve ostalo.eliminated or reduced everything else.
  • 17. Casella Wines –JUST DO IT – BLUE OCEAN STRATEGYBlue Ocean -strategic : focus, divergence, and a compelling tagline.Strategija plavog okeana ima tri ključne karakteristike : fokus, divergenciju, iubedljivu poruku.
  • 18. Formulating Blue Ocean Strategy -Most Formulisanjestrategijeplavogokeana -important questions Najvažnija pitanja prilikom formulisanja strategijeWhat are the alternative industries to your Koje su alternativne industrije vašoj industriji?industry? Zašto ih kupci zamenjuju?Why docustomers trade across them? Koje su strategijske grupe u vašoj industriji?What are the strategic groups in your industry? Zašto kupci odlaze u višu ili nižu grupu?Why do customerstrade up for the higher Kako izgleda lanac kupaca u vašoj industriji?group, and why do they trade down for the Na koju grupu kupaca je vaša delatnostlower one? fokusirana?What is the chain of buyers in your industry? Ako se promeni grupa kupaca kako bi se moglaWhich buyer groupdoes your industry typically ostvariti nova vrednost?focus on? U kom kontekstu se vaš proizvod ili uslugaIf you shifted the buyergroup of your koristi?industry, how could you unlock new value? Da li vaša delatnost konkuriše funkcionalnom iliWhat is the context in which your product or emotivnom porukom?service is used? Kako trendovi utiču na vašu delatnost?Does your industry compete on functionality oremotional appeal?How will trends impact your industry?
  • 19. Point Blue Ocean Strategy / Ključ strategije plavog okeanaHaving identified a trend, you can then look across time and ask yourself whatthe market would look like if the trend were taken to its logical conclusion.Working backfrom thatvision of a blue ocean strategy, you can identify what must be changed today tounlock anew blue ocean.Kad identifikujete trend , onda možete da pogledate kroz vreme i zapitate sekako de tržište izgledati ako trend dođe do svog logičkog kraja. Vradanjem unazadod te vizije strategije plavog okeana možete da saznate šta danas mora da sepromeni da bi se sutra otvorio novi plavi okean.
  • 20. The Right Strategic Sequence / Ispravan strategijski sled postizanja uspeha.... companies need to build their blue ocean strategy in the sequence of : buyerutility, price, cost, and adoption - these criteria form anintegralwhole to ensure commercial success..... kompanije strategiju plavog okeana treba da izgrade pratedi slededi redosled :korisnost za kupce, cena, trošak, i prihvatanje - ovi kriterijumi čineintegralnu celinu koja osigurava komercijalni uspeh.
  • 21. Key organizational hurdles / Ključne organizacione prepreke1. Waking employees up tothe need for a strategic shift2. Limited resources3. Motivation4. Politics1. Uveriti zaposlene u potrebu za promenom strategijskog puta2. Ograničeni resursi3. Motivacija4. Politika
  • 22. Key of success / Ključ uspeha strategije plavog okeanaBuild Execution into StrategyYoumustcreateacultureoftrustandcommitment thatmotivatespeopletoexecutetheagreedstrategy—nottothe letter,buttothespirit.To buildpeople’strustandcommitmentdeepintheranksandinspiretheirvoluntarycooperation,companiesneedtobuildexecution intostrategyfromthestart.Potrebno je ugraditi sprovođenje strategije u kompaniji na svim nivoima.Morate da stvorite kulturu poverenja i posvedenosti . Zaposlene na svim nivoima da motivišete dasprovedudogovorenustrategijunesamodoslovcevedi psihološki.Da izgradite poverenje i predanost ljudi na svim nivoima i da podstaknete njihovu dobrovoljnusaradnju,teodpočetkadajeugraditeusistemsprovođenjastrategije.
  • 23. .... in the end / .... na krajuCreating Blue Oceans is not a static achievement but a dynamicprocess.Stvaranje strategije plavog okeana nije statičko dostignude veddinamički proces.
  • 24. THANKS More about me: www.sandrajakovljevic.com