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Blue ocean strategy aki
Taxation in International
               Business

      Group No:1
Name of Members              Roll No:

Akshay Samant                04

Harshita Deotare             19

Tejas Joshi                  55

Vinay Jaiswal                57
Group No:1




Blue Ocean Strategy
The Book and the
         Authors



      © JOHN ABBOTT       © JOHN ABBOTT




Prof Chan Kim         Prof Renee
                      Mauborgne
Blue Ocean
                 Strategy
Go where the profits and growth are - and where the competition isn’t
Blue Ocean Strategy
              Create uncontested market
                        space

                  Make the competition
                       irrelevant

Blue Ocean      Create and capture new
                        demand

                       Porter contested


                 •It’s not Differentiation or
                           Low Cost
               •It’s Differentiation and Low
                             Cost
Summary


            Conventional Logic               Blue Ocean Logic
Assets &     Think in terms of a             Think free from a company’s
Capabilities company’s existing assets       existing assets and
             and capabilities.               capabilities.
             Build on what it has.           Ask, what if we start a new?


Product/      Think in terms of              Think in terms of buyers’
Service       products/services offered by   solution even if that transcends
offerings     the industry. Seek to          the industry. Seek to solve
              maximize the value of these    buyers’ major bottlenecks/chief
              offerings.                     compromises in using the
                                             products/services of the
                                             industry.
Value Innovation:
                                        The Cornerstone of BOS



                          Costs




                       Value
                     Innovation




                           Buyer Value


The Simultaneous Pursuit of Differentiation and Low Cost
Value Innovation
 Region where a company’s actions favourably
  affect both its cost structure and its value
  proportion to buyers
    Cost savings by eliminating and reducing the
     factors an industry competes on
    Buyer values is lifted by raising & creating
     elements the industry has never offered
    Over time, costs are reduced further as scale
     economies kick in
Blue Ocean Strategy



Red Ocean          Blue Ocean
Reed Ocean Versus
                                  Blue Ocean Stratégie

    Red Ocean Strategy                   Blue Ocean Strategy



Compete in existing market space Create uncontested market space

      Beat the competition          Make the competition irrelevant

    Differentiation or low cost       Differentiation and low cost

     Competitive Advantage                 Value Innovation

  Segment existing customers            Attract noncustomers

    Exploit existing demand        Create and capture new demand
Minimizing Risks and Maximizing
   Opportunities in Formulating and
     Executing Blue Ocean Strategy
     Formulation Principles                     Formulation Risks
Reconstruct market boundaries               Search Risk


Focus on the big picture, not the numbers   Planning Risk


Reach beyond existing demand                Scale Risk

Get the strategic sequence right            Business Model Risk


        Execution Principles                        Execution Risks
Overcome key organizational hurdles         Organizational Risk


Build execution into strategy               Management Risk
Strategy Canvas
                                                 US Wine Industry in the late 1990s


High




                                                  Budget Wines




Low
      Price                   Above-the-line             Vineyard prestige               Wine
                                                                                         range
               Use of enological marketing     Aging                   Wine complexity
                terminology and                quality
              distinctions in wine
                 communication
Four Actions Framework
                                        REDUCE
                                     Which factors
                                 should be reduced well
                                       below the
                                  industry's standard?

        ELIMINATE
  Which of the factors that                                        CREATE
the industry take for granted         A New                Which factors should be
   should be eliminated?              Value                created that the industry
                                                              has never offered?
                                      Curve


                                         RAISE
                                Which factors should be
                                   raised well above
                                the industry’s standard?
A New Value Curve –
                                   Strategy Canvas


High



                                    [Blue Ocean]




      RAISE
                                     CREATE
Low
      Price
                          REDUCE
              ELIMINATE
Strategy Canvas: Southwest Airlines

High
                                            Southwest Airlines



              Average Airlines




                                                            Car Transport
Low
      Price       Meals   Lounges      Seating      Hub         Friendly   Speed   Frequent
                                    class choice connectivity   Service             Pint-to-
                                                                                     point
                                                                                   departure
 Eliminated: Many of the rules/criteria in the
  industry

 Reduced: Focus on some of the rules below
  industry standard

 Raised: Focus on some of the rules above
  industry standard

 Created: A new rules of their own
Strategy Canvas: Hub Spot
14


12
                                                             Hub Spot
10


8

                                                                                  CRM Vendors
6
                                                                                  Hubspot

4
                                                                CRM
2                                                              Vendors

0
     Sales Features Price   Add    Ease of Familiar   Help    Unified Referral Hand Advice Service
     team                   On's    use      UI               Offering Force Holding       Network

                                                                                             18
 Eliminate: The large sales force by putting the CMR
  money which is the important activity.
 Creating: An innovative "referral force" which provides rich
  incentives for our customers to refer us to other small
  businesses as that is the way small businesses tend to
  make decisions. Emphasis on "handholding" and "advice"
  which is apart from traditional support and consulting.
 Raise: Increased emphasis ease of
  use, help[Audio/video, Integration[Apps] increasing
  emphasis on "handholding" and "advice" which is apart
  from traditional support and consulting.
 Reduce: Emphasis relative to the industry on feature
  richness/depth and on platform/add-ons (small companies
  do not have resources to deal with the complexity of
  multiple vendors products)
Use of Blue Ocean Strategy in India


  Blue Ocean Strategy in India


   Use of value curves--
           Indian Angle
Case Study 3 :
                                    Cricket Before IPL
High




                                                                                Test Cricket
Low                                                                             One Day

       Spectator    Classic    Value of Team Emphasis on Entertainment   Pacy   Definite   Athleticism
         Time      Technique    Reputation    Patience &                        Result
                                             Perseverance
Case Study 3:
                                                                              Cricket After IPL
High




Low                                                                                                Test Cricket         One Day




                                                                                                   20-20




       Spectator Time    Classic    Value of Team Emphasis on Entertainment    Pacy   Definite Result   Athleticism   City Loyalty   Open to
                        Technique    Reputation    Patience &                                                                        Dummies
                                                  Perseverance
Case Study 3 :
                                 Value Curve for IPL
 Reduce
    Spectator Time Invested (Competes with Movie/Football)
    Emphasis on Classic Techniques (Batting/Bowling)
    Emphasis on Patience, Perseverance

 Raise
    Emphasis on Athleticism
    Pace of the Game
    Entertainment with Bollywood, Cheerleaders etc.
    Certainty of Result

 Create
    City Loyalty
    Welcome to Dummies
Get the Strategic Sequence Right


  Buyer                                                                        Commercially
                       Price              Cost              Adoption            Viable Blue
  Utility                                                                       Ocean Idea


                                                              What are adoption
     Is there         Is your price     Can you attain            hurdles in
exceptional buyer   easily accessible   your cost target       actualizing your
  utility in your    to the mass of     to profit at your     business idea? Are
 business idea?          buyers?        strategic price?       you addressing
                                                                them up front?
Reach Beyond Existing Demand
                                First Tier: “Soon-to-be” non-
                                 customers who are on the
                                 edge of your market, waiting
                       Third     to jump ship
                        Tier
              Second
         First Tier
         Tier                   Second Tier: “Refusing non-
 Your                            customers who consciously
Market                           choose against your market.

                                Third Tier: “Unexplored” non
                                 customers who are in
                                 markets distant from yours.
Impact of Creating Blue Oceans
•   Nintendo
•   Samsung
•   Maritz
•   Dupont
•   Cemex                Some BLUE adopters
•   Syngenta
•   Cirque du Soleil
•   Home Depot
•   Federal Express
•   Southwest Airlines
•   CNN
•   Netjets
•   Apple
Is Tata Nano Really Creating a
                      Blue Ocean ?
High                         Small Car
                             Nano
                             2 Wheeler




Low
Get inspired…




 “To fight and conquer in all your
battles is not supreme excellence.
Supreme excellence is in breaking
 the enemy’s resistance without
             fighting.”
                         Master Sun Tzu in
                           “Art of War’
Get inspired…


 This is not the end!
  It is not even the
beginning of the end.

 But it is, perhaps,
     the end of             Blue Ocean
  beginning of a
    Red Ocean



                                         30

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Blue ocean strategy aki

  • 2. Taxation in International Business Group No:1 Name of Members Roll No: Akshay Samant 04 Harshita Deotare 19 Tejas Joshi 55 Vinay Jaiswal 57
  • 4. The Book and the Authors © JOHN ABBOTT © JOHN ABBOTT Prof Chan Kim Prof Renee Mauborgne
  • 5. Blue Ocean Strategy Go where the profits and growth are - and where the competition isn’t
  • 6. Blue Ocean Strategy Create uncontested market space Make the competition irrelevant Blue Ocean Create and capture new demand Porter contested •It’s not Differentiation or Low Cost •It’s Differentiation and Low Cost
  • 7. Summary Conventional Logic Blue Ocean Logic Assets & Think in terms of a Think free from a company’s Capabilities company’s existing assets existing assets and and capabilities. capabilities. Build on what it has. Ask, what if we start a new? Product/ Think in terms of Think in terms of buyers’ Service products/services offered by solution even if that transcends offerings the industry. Seek to the industry. Seek to solve maximize the value of these buyers’ major bottlenecks/chief offerings. compromises in using the products/services of the industry.
  • 8. Value Innovation: The Cornerstone of BOS Costs Value Innovation Buyer Value The Simultaneous Pursuit of Differentiation and Low Cost
  • 9. Value Innovation  Region where a company’s actions favourably affect both its cost structure and its value proportion to buyers  Cost savings by eliminating and reducing the factors an industry competes on  Buyer values is lifted by raising & creating elements the industry has never offered  Over time, costs are reduced further as scale economies kick in
  • 10. Blue Ocean Strategy Red Ocean Blue Ocean
  • 11. Reed Ocean Versus Blue Ocean Stratégie Red Ocean Strategy Blue Ocean Strategy Compete in existing market space Create uncontested market space Beat the competition Make the competition irrelevant Differentiation or low cost Differentiation and low cost Competitive Advantage Value Innovation Segment existing customers Attract noncustomers Exploit existing demand Create and capture new demand
  • 12. Minimizing Risks and Maximizing Opportunities in Formulating and Executing Blue Ocean Strategy Formulation Principles Formulation Risks Reconstruct market boundaries Search Risk Focus on the big picture, not the numbers Planning Risk Reach beyond existing demand Scale Risk Get the strategic sequence right Business Model Risk Execution Principles Execution Risks Overcome key organizational hurdles Organizational Risk Build execution into strategy Management Risk
  • 13. Strategy Canvas US Wine Industry in the late 1990s High Budget Wines Low Price Above-the-line Vineyard prestige Wine range Use of enological marketing Aging Wine complexity terminology and quality distinctions in wine communication
  • 14. Four Actions Framework REDUCE Which factors should be reduced well below the industry's standard? ELIMINATE Which of the factors that CREATE the industry take for granted A New Which factors should be should be eliminated? Value created that the industry has never offered? Curve RAISE Which factors should be raised well above the industry’s standard?
  • 15. A New Value Curve – Strategy Canvas High [Blue Ocean] RAISE CREATE Low Price REDUCE ELIMINATE
  • 16. Strategy Canvas: Southwest Airlines High Southwest Airlines Average Airlines Car Transport Low Price Meals Lounges Seating Hub Friendly Speed Frequent class choice connectivity Service Pint-to- point departure
  • 17.  Eliminated: Many of the rules/criteria in the industry  Reduced: Focus on some of the rules below industry standard  Raised: Focus on some of the rules above industry standard  Created: A new rules of their own
  • 18. Strategy Canvas: Hub Spot 14 12 Hub Spot 10 8 CRM Vendors 6 Hubspot 4 CRM 2 Vendors 0 Sales Features Price Add Ease of Familiar Help Unified Referral Hand Advice Service team On's use UI Offering Force Holding Network 18
  • 19.  Eliminate: The large sales force by putting the CMR money which is the important activity.  Creating: An innovative "referral force" which provides rich incentives for our customers to refer us to other small businesses as that is the way small businesses tend to make decisions. Emphasis on "handholding" and "advice" which is apart from traditional support and consulting.  Raise: Increased emphasis ease of use, help[Audio/video, Integration[Apps] increasing emphasis on "handholding" and "advice" which is apart from traditional support and consulting.  Reduce: Emphasis relative to the industry on feature richness/depth and on platform/add-ons (small companies do not have resources to deal with the complexity of multiple vendors products)
  • 20. Use of Blue Ocean Strategy in India Blue Ocean Strategy in India Use of value curves-- Indian Angle
  • 21. Case Study 3 : Cricket Before IPL High Test Cricket Low One Day Spectator Classic Value of Team Emphasis on Entertainment Pacy Definite Athleticism Time Technique Reputation Patience & Result Perseverance
  • 22. Case Study 3: Cricket After IPL High Low Test Cricket One Day 20-20 Spectator Time Classic Value of Team Emphasis on Entertainment Pacy Definite Result Athleticism City Loyalty Open to Technique Reputation Patience & Dummies Perseverance
  • 23. Case Study 3 : Value Curve for IPL  Reduce  Spectator Time Invested (Competes with Movie/Football)  Emphasis on Classic Techniques (Batting/Bowling)  Emphasis on Patience, Perseverance  Raise  Emphasis on Athleticism  Pace of the Game  Entertainment with Bollywood, Cheerleaders etc.  Certainty of Result  Create  City Loyalty  Welcome to Dummies
  • 24. Get the Strategic Sequence Right Buyer Commercially Price Cost Adoption Viable Blue Utility Ocean Idea What are adoption Is there Is your price Can you attain hurdles in exceptional buyer easily accessible your cost target actualizing your utility in your to the mass of to profit at your business idea? Are business idea? buyers? strategic price? you addressing them up front?
  • 25. Reach Beyond Existing Demand  First Tier: “Soon-to-be” non- customers who are on the edge of your market, waiting Third to jump ship Tier Second First Tier Tier  Second Tier: “Refusing non- Your customers who consciously Market choose against your market.  Third Tier: “Unexplored” non customers who are in markets distant from yours.
  • 26. Impact of Creating Blue Oceans
  • 27. Nintendo • Samsung • Maritz • Dupont • Cemex Some BLUE adopters • Syngenta • Cirque du Soleil • Home Depot • Federal Express • Southwest Airlines • CNN • Netjets • Apple
  • 28. Is Tata Nano Really Creating a Blue Ocean ? High Small Car Nano 2 Wheeler Low
  • 29. Get inspired… “To fight and conquer in all your battles is not supreme excellence. Supreme excellence is in breaking the enemy’s resistance without fighting.” Master Sun Tzu in “Art of War’
  • 30. Get inspired… This is not the end! It is not even the beginning of the end. But it is, perhaps, the end of Blue Ocean beginning of a Red Ocean 30