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Präsentation Kolloquium Bachelorarbeit - Beispiel

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Bachelor Thesis Colloquium
Strategic Patterns in Buyer Value Creation Behind the
Implementation of the Blue Ocean Strategy...

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Table of Contents
• Relevance of Research Question
• Concept of Blue Ocean Strategy
• Methodology
• Results
• Conclusion
•...

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The Blue Ocean Strategy as a new concept needs further
research
Relevance of the Research Questions
3Colloquium / 20.06.20...

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Präsentation Kolloquium Bachelorarbeit - Beispiel

Präsentation meiner Bachelorarbeit im Kolloquium.

Ein Beispiel zu Ergänzung des Blogartikels unter http://deinpraesentationstraining.de/praesentation-im-kolloquium-komplette-anleitung/

1. Vorbereitung: Schreiben der Abschlussarbeit
2. Präsentationserstellung
3. Halten der Präsentation

Für Fragen stehe ich gerne zur Verfügung.

Präsentation meiner Bachelorarbeit im Kolloquium.

Ein Beispiel zu Ergänzung des Blogartikels unter http://deinpraesentationstraining.de/praesentation-im-kolloquium-komplette-anleitung/

1. Vorbereitung: Schreiben der Abschlussarbeit
2. Präsentationserstellung
3. Halten der Präsentation

Für Fragen stehe ich gerne zur Verfügung.

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Präsentation Kolloquium Bachelorarbeit - Beispiel

  1. 1. Bachelor Thesis Colloquium Strategic Patterns in Buyer Value Creation Behind the Implementation of the Blue Ocean Strategy 20. June 2012 Michael Fröse BA 09 in International Business / Management Consulting Student-No. Advisor:
  2. 2. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 2
  3. 3. The Blue Ocean Strategy as a new concept needs further research Relevance of the Research Questions 3Colloquium / 20.06.2012 Are there any strategic patterns in buyer value creation behind the implementation of the blue ocean strategy in the cases of Nintendo and Nespresso? Relevance of Research Question • Success of companies like Nintendo and Nespresso needs explanation and analysis • Blue Ocean strategy as a new theory (2005) to achieve competitive advantage • Only little academic literature available • Success factors of the blue ocean strategy • Research on the reproducibility of the blue ocean strategy concept • Special factors underlying the implementation • Triggers in buyer value that are exploited to successfully implement the blue ocean strategy Research Question
  4. 4. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 4
  5. 5. Value Innovation as the Heart of the Blue Ocean Strategy Aims at Creating Superior Buyer Value Concept of Value Innovation 5 1 Kim and Mauborgne (1999: 43) 2 Kim and Mauborgne (2005: 13) Colloquium / 20.06.2012 “Value innovation makes the competition irrelevant by offering fundamentally new and superior buyer value in existing markets and by enabling a quantum leap in buyer value to create new market spaces”1 Value Innovation • Companies pursue new value for customers and focus on customers instead of focusing on competition2 • Focus on customer value leads to changes in industries Value Innovation Concept • Strategic pricing should be pursued by companies • Long-term success of blue oceans needs operational measures to increase efficiency, for instance LEAN management tools because blue oceans turn into red oceans over time
  6. 6. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 6
  7. 7. Case Study Research as the Appropriate Methodology to Examine Strategic Patterns in Buyer Value Creation Research Design 7 1 Flyvbjerg (2011: 301) 2 Merriam-Webster dictionary definition (2012a) Colloquium / 20.06.2012 Research Design Case Study defined: “an intensive analysis of an individual unit (as a person or community) stressing developmental factors in relation to environment“ 1,2 Individual Units Developmental Factors: Changes in Buying Behaviours/Buyer Values Buyer Utility Map In relation to environment: Consideration of competition Strategy Canvas
  8. 8. • The before and after situation for each case isolated (with competitors) from each other is considered by constructing the strategy canvas and the buyer utility map • This provides a deep understanding of the mechanisms of the blue ocean strategy • Moreover, evidence for the implementation is generated by the comparison with the competitors • For the strategy canvases different competing factors were analysed and evaluated Application of Blue Ocean Strategy as an Assumption for the Research Design Assumptions and Procedures 8Colloquium / 20.06.2012 Assumptions Use of blue ocean strategy in both cases Nintendo unlocked the market for casual gamers Nintendo unlocked the market for high price coffee Procedure for Case Studies
  9. 9. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 9
  10. 10. Sixth Console Generation shows Nintendo‘s Position in Relation to Competitors Results (1/4) 10 1 Zackariasson and Wilson (2010: 139-140) 2 Schilling (2003: 17) Colloquium / 20.06.2012 • Sixth Console Generation (128bit-generation) chosen to represent “before situation” based on the fast product life cycles in the console gaming industry1 • The biggest player in sixth generation: Nintendo, Sony, Microsoft2 Case Study 1: Nintendo Strategy Canvas Sixth Console Generation GameCube Xbox PS 2 Buyer Utility Map
  11. 11. New and Clear Changed Strategic Position of Nintendo after the Implementation of the Blue Ocean Strategy Results (2/4) 11 1 Marketing: Ziesak (2009: 74) Colloquium / 20.06.2012 • Seventh Console Generation represents “after situation” • Sony and Mircrosoft competed at the technical level with each other • In this generation Nintendo implemented the blue ocean strategy • Nintendo aggressively approached their new target group1 Strategy Canvas Seventh Console Generation Wii Xbox 360 PS 3 Buyer Utility Map Case Study 1: Nintendo
  12. 12. Coffee Market Shows Two Players with Distinct Value Propositions Results (3/4) 12 1 Nespresso brand: Gaillard (2000: 296-297) 2 Slywotzky (2011) Colloquium / 20.06.2012 • Filter coffee and coffee pads represent coffee industry before the implementation of the blue ocean strategy by Nespresso • Although Nespresso was founded in 1986, success came in 20061,2 • Differing strategic profiles of the types of coffee Strategy Canvas Old Coffee Industry Filter coffee Coffee pads Buyer Utility Map Case Study 2: Nespresso
  13. 13. Nespresso Added New Features to the Market and established a Clear High-Class Position Results (4/4) 13Colloquium / 20.06.2012 • New value curve shows some parallels in the pads value curve and the value curve of Nespresso based on technical commonalities • Marketing was heavily pushed by Nespresso • Totally changed value propositions allowed Nespresso to unlock the blue ocean Case Study 2: Nespresso Strategy Canvas New Coffee Industry Filter coffee Coffee pads Nespresso Buyer Utility Map
  14. 14. Comparison of Cases Show Clear Patterns in Buyer Value Creation with a Focus on Fun, Image and Marketing Strategic Patterns 14Colloquium / 20.06.2012 Case Study Results Compiled • Beside the factors regarding the product, the market structure and other factors were considered • Both cases had a oligopolistic market structure • Buyer value in “customer productivity” and “convenience” was evident in both cases • “Convenience” as buyer value was found in both cases after implementation – this value prop. remained the same • Strongest convergences in buyer value were found in the lever of “fun and image” with one in each case • Marketing was strongly pursuit by both companies to implement the BOS • Pricing strategy differs in the cases strongly Results explained
  15. 15. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 15
  16. 16. Evident Strategic Patterns Were Found in the Cases and Support the Research Question Conclusion 16Colloquium / 20.06.2012 • Theory showed the divergences of the structuralistic and reconstructuralistic approaches to achieve CA • Value Innovation is the core of the BOS and aims at creating superior buyer value • Strategy canvas and buyer utility map are used to show the changes in the cases • Before the BOS Nintendo competed in an undifferentiated manner. The value prop. “convenience” was not unique. The overall position can be regarded as cost leader • After the BOS Nintendo took heavy marketing actions and introduced the motion- controlled gaming. “Fun” for casual gamers was established as a unique value prop. • Coffee industry before Nespresso is rather simple with no exceptional value prop. for customers. “Customer productivity”, “simplicity” and “convenience” were found • Nespresso had heavy marketing actions and strongly pushed the value prop. of “fun and image”. Other factors such as “customer productivity”, “convenience” can be attributed to the technical aspects Theory Case Studies • Indeed, strategic patterns are evident in these cases. Before the BOS both companies acted in an oligopolistic market structure. Value prop. were “customer productivity“, “convenience“. Moreover, low marketing efforts were evident • Value prop. of “convenience” was transferred to new situation. Strong convergence found in “fun and image” and marketing actions. Price levels showed strong differences Answer RQ
  17. 17. Table of Contents • Relevance of Research Question • Concept of Blue Ocean Strategy • Methodology • Results • Conclusion • Backup Colloquium / 20.06.2012 17
  18. 18. Concept of Thesis 18Colloquium / 20.06.2012 Structuralism vs. Reconstructuralism Competitive Advantage Strategy Canvas Buyer Utility Map Blue Ocean Strategy Case Studies Value Innovation Nintendo Isolated Nespresso Isolated Comparison Before Comparison After Discussion Strategic Patterns
  19. 19. Industry conditions for reconstructuralistic approaches 19 1 (Kim and Mauborgne 2009: 74) Colloquium / 20.06.2012 • If the industry is attractive and companies have the corresponding resources and capabilities, generic strategies and structuralistic thinking might work • If the industry is less attractive structuralism works if companies possess resources to outperform competitors1 • If the industry is unattractive and risks are high although resources and capabilities are owned by companies strucuralistic approaches might be the wrong choice • An industry with well positioned competitors and no distinct resources pose opportunities for reconstructuralism • Industries with no competitive advantage should be decided on the notion of strategic mindset Industry Structure
  20. 20. Roots of the Blue Ocean Strategy 20 1 Chan and Mauborgne (2005: 209-210) Colloquium / 20.06.2012 Theory of Endogenous Growth New Growth Theory • Theory stating that economic growth comes from within an economic system • Researchers were Schumpeter (1934), Romer (1994) and Grossman and Helpman (1994) • Lack of knowledge of how process of entrepreneurship works and can be reproduced1 • Theory aiming at the explanation of replication of innovation • Tries to explain how innovation can be reproduced systematically1 Reconstructuralism
  21. 21. Eliminate-Reduce-Create-Raise Framework/ Six Paths Framework 21Colloquium / 20.06.2012 E-R-C-R Framework Six Paths Framework Path 1: Look across alternative industries Path 2: Look across strategic groups Path 3: Look across the chain of buyers Path 4: Look across complementary product and service offerings Path 5: Look across functional or emotional appeal of buyers Path 6: Look across time
  22. 22. Competition Factors- Console Gaming (1/2) 22Colloquium / 20.06.2012 Price • Different pricing strategies are an important indicator for the target group of a product (Lui 2010: 429) Performance • Target group was hard-core gamers the performance of the product was important (TechMediaNetwork.com 2012) - homogeneity assumed Marketing • Research showed positive long-term effects of advertising on sales of products (Ataman et al. 2010: 871) Additional Features • More features offer an enhanced value the customers could gain out of a console, therefore, it is in scope of consideration (Taylor 2005: 1) Online Gaming • Network effect - creates a dependence of the value of a product for customers and the number of users (Wang, Chen & Xie 2010: 1) Number of Games • Indirect network effect - when the increasing number of consumers increases the amount of complementary products - (Gretz 2010: 81-82) Time to Market • First mover advantage - (Carpenter and Nakamoto 1989: 289)
  23. 23. Competition Factors- Console Gaming (2/2) 23Colloquium / 20.06.2012 Sold Number of Games • Analogue to factor number of games Attractiveness for Casual G. • Change/Widening in target group is important to consider when analysing the implementation of the blue ocean strategy Motion- Controlled G. • New technology allowed a new gaming experience for the users - (Verganti 2011: 116)
  24. 24. Competition Factors- Coffee Industry (1/2) 24Colloquium / 20.06.2012 Price • Nespresso’s unique pricing strategy needs opponents Ease of buying • Convenience aspect for customers - often times enhances buyer value (see theory) Ease of preparation • See above Preparation time • See above Fun • Nespresso added fun, therefore, important to observe level of fun before BOS Consistency of Taste • Nature of product Cost of Equipment • Importance of pricing
  25. 25. Competition Factors- Coffee Industry (2/2) 25Colloquium / 20.06.2012 Marketing • See explanation for console gaming industry Freshness after opening • Technical features provide Nespresso with this factor, therefore, important to include Different Flavours • Heavy marketing of different flavours by Nespresso Club • Unique factor added by Nespresso
  26. 26. Limitations of Research • Different industries might be compared carefully à patterns might be questioned • Success might be attributed to heavy marketing actions • Focus on entertainment products and consumer goodsà careful generalization • Qualitative nature should be done on a more quantitative basis 26Colloquium / 20.06.2012
  27. 27. Bibliography (1/2) • Ataman, M., et al. (2010). The Long-Term Effect of Marketing Strategy on Brand Sales. Journal of Marketing Research (JMR). 47 (5), 866-882. • Carpenter, G. S., & Nakamoto, K. (1989). Consumer Preference Formation and Pioneering Advantage. Journal of Marketing Research (JMR). 26 (3), 285-298. • Flyvbjerg, B. (2011). Case Study. In N. K. Denzin & Y. S. Lincoln (Eds.), The Sage Handbook of Qualitative Research (4th ed., pp. 301-316). CA: Thousand Oaks. • Gaillard, J. P. (2000). Changing the Strategy at Nespresso: An Interview with Former CEO Jean-Paul Gaillard. European Management Journal. 18(3) (3), 296-301. • Gretz, R. T. (2010). Console Price and Software Availability in the Home Video Game Industry. Atlantic Economic Journal. 38 (1), 81-94. • Grossman, G. M., & Helpman, E. (1994). Endogenous Innovation in the Theory of Growth. Journal of Economic Perspectives. 8 (1), 23-44. • Kim, W. C., & Mauborgne, R. (1999). Strategy, value innovation, and the knowledge economy. Sloan management review. 40 (3), 41-54. • Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make competition irrelevant. Boston: Harvard Business Press. • Liu, H. (2010). Dynamics of Pricing in the Video Game Console Market: Skimming or Penetration? Journal of Marketing Research (JMR). 47 (3), 428-443. • Merriam-Webster Incorporated. (2012a). case study. Retrieved 21/04/2012, from http://www.merriam- webster.com/dictionary/case%20study. • Romer, P. M. (1994). The Origins of Endogenous Growth. Journal of Economic Perspectives. 8 (1), 3-22. • Schilling, M., A. (2003). Technological Leapfrogging: Lessons from the U.S. video game console industry. California Management Review. 45 (3), 6-32. Colloquium / 20.06.2012 27
  28. 28. Bibliography (1/2) • Schumpeter, J., A. (1934). Theorie der wirtschaftlichen Entwicklung. Eine Untersuchung über Unternehmergewinn, Kapital, Kredit, Zins und den Konjunkturzyklus [Theory of the Economic Development. A Study of Entrepreneurial Profit, Capital, Loan, and the Economic Cycle] (4th edition). Berlin: Duncker & Humblot. • Slywotzky, A. (2011). Triggering Demand: How Coffee-Maker Nespresso Turned Drips Into Gushers Fast Company. Retrieved 18/04/2012, from http://www.fastcompany.com/1781304/triggering-demand-how-coffee-maker-nespresso- turned-drips-into-gushers. • Taylor, J. (2005). It´s a gaming console!It´s an entertainment Hub! Fast Company. (101), 41. • TechMediaNetwork.com. (2012). 2012 Best Video Game Console Comparisons and Review. Retrieved 19/04/2012, from http://video-game-consoles-review.toptenreviews.com/. • Verganti, R. (2011). Designing Breakthrough Products. Harvard Business Review. 89 (10), 114-120. • Wang, Q., Chen, Y., & Xie, J. (2010). Survival in Markets with Network Effects: Product Compatibility and Order-of- Entry Effects. Journal of Marketing. 74 (4), 1-14. • Zackariasson, P., & Wilson, T., L. (2010). Paradigm shifts in the video game industry. Competitiveness Review. 20 (2), 139-151. • Ziesak, J. (2009). Wii Innovate- How Nintendo created a New Market through the Strategic Innovation Wii. Munich: GRIN Verlag GmbH. 28Colloquium / 20.06.2012

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