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Blue ocean strategy
The document discusses the Blue Ocean Strategy, which focuses on creating uncontested market spaces through value innovation rather than competing in existing markets. It emphasizes the importance of targeting non-customers and redefining buyer groups, along with a structured approach to developing strategic and innovative pathways. The content also includes practical guidance for creating a strategy canvas and evaluating market opportunities for businesses such as McDonald's.
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Blue ocean strategy
- 1. Blue Ocean Strategy & Business model vernieuwing Yousri Mandour
- 2. Op het snijvlakvan… Analyse Creatie
- 3. Opwarmer Wie heefthet boek gelezen? Bent u actief in een rode oceaan? Jaws of Blue Lagoon? Als je mag kiezen: differentiatie of cost leadership?
- 6. Kerngedachte Blue OceanStrategy Door waarde- innovatie te realiseren, evolueren van een bloedige rode oceaan… naar nieuwe onontgonnen marktgebieden: blauwe oceanen!
- 7. Nieuwe vorm vanstrategievorming
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- 10. Hoe zit hetmet Ansoff?
- 11. Hoe de nieuwemarkt aanboren? Doorbreken van 2 conventionele denkkaders: Focus op niet-klanten in plaats van bestaande klanten Zoek naar overeenkomsten in plaats van verschillen tussen klanten
- 12. Focus op 3soorten niet-klanten ‘soon-to-be’ noncustomers ‘refusing’ noncustomers ‘unexplored’ noncustomers
- 13. 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 non-customers Exploit existing demand Create and capture new demand
- 14. Steps in BlueOcean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
- 15. Strategy canvas Southwestairlines What are difficulties when creating a strategy canvas?
- 16. Steps in BlueOcean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
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- 18. Herdefinieer kopersgroep Buyer, user, influencer Traditional customer group Example: Novo Nordisk • Insulin producer • Doctor vs. patient
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- 20. Kijk breder inde waardeketen Schuldgevoel Afspraak Verdoofde mond makenKwaliteit 3 uur niet eten Parkeren assistent kostenverwerking wachten Voor behandeling Na behandeling Kiezen Dossieroverdracht? Voor relatie Na relatie
- 21. Steps in BlueOcean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
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- 23. 4-actions framework Reduce Pushing for a Which factors should be quantum leap in reduced well below the buyer value industry’s standard? Eliminate Create Which of the A New Which factors factors that the Value should be created industry takes for Curve that the industry granted should be has never offered? eliminated? Raise Pushing for a sharp Which factors should be drop in the raised well above the industry’s cost industry’s standard? structure
- 24. Eliminate Raise Star performers Unique venue Animal shows Aisle concession sales Multiple show arenas Reduce Create Fun and humor Theme Thrill and danger Refined environment Multiple productions Artistic music and dance © ICSB Marketing en Strategie
- 25. Steps in BlueOcean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
- 26. Strategy canvas of[yellow tail]
- 27. Lakmoes-test van uwBOS strategie Value curve has focus Value curve diverges from the other players Clear strategic profile, compelling tagline: “The speed of a plane at the price of a car”
- 28. Get the StrategicSequence right Buyer utility Is there exceptional buyer utility in your business idea? No Rethink YES Price Is your price easily accessible to the mass of buyers? No Rethink YES Cost Can you attain your cost target to profit at your strategic price? No Rethink YES Adoption What are the adoption hurdles in actualizing your business idea? Are you addressing them up No Rethink front? YES A commercially viable Blue Ocean Strategy
- 29. Mutual funds supermarketSNS Fundcoach
- 30. Global search forasset management funds
- 31. Circle of worldleader fund managers
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- 34. Eliminate Raise In-house inferior funds Education on investing and stock trading in mini- Costs of buying and seminars selling funds Extensive research on private investment behaviour Reduce Create Only mutual funds, no Funds of exclusive asset individual stocks management houses Time span buying and Largest assortment of selling mutual funds in NL
- 35. Blue Ocean Strategy– executive summary “Nieuwe” manier van strategie bedrijven Alle oude scholen: • Gevecht om taartpunt • Gevecht om taartgroei • Blue ocean: eigen unieke taart bakken Nieuw aanbod voor niet klanten Meerwaarde voor nieuwe klanten én bedrijf: differentiatie én kostenleiderschap Aan de hand van modellen, processen, spelregels
- 36. Blue Ocean Strategy– waar gaat dat over? Blue Ocean Strategy denken gaat over het definiëren van een waarde-innovatie in nieuwe markten voor nieuwe klanten. Een stimulerende nieuwe wereld van alternatief strategie denken. Maar ook moeilijk en risicovol. En het biedt geen antwoord voor het gevecht in de huidige business. Terwijl (in tijden van crisis) juist daar alle zorgen en aandacht liggen. Hoe kunnen de slimme inzichten van de Blue Ocean Strategy denkwereld, helpen om opnieuw een slag te winnen in het gevecht om de bestaande markt?
- 37. Vision & Mission Main goal & Willingness Internal & External Analysis Strategy Canvas SWOT- and confrontation matrix Issues 6 innovation paths Creative solutions Alternative Canvas Choose Choose (3 characteristics, 4 actions => customer) Business Case Business Case strategic rank Execute Execute
- 39. Creating a StrategyCanvas for McDonald’s
- 40. “Strategy Canvas” asa start The Strategy Canvas is the cornerstone for Blue Ocean Strategy: • Provides insight in the need for change • Sharpens the key elements of the new strategy Your assignment: Create an (as-is) Strategy Canvas for McDonald’s
- 41. Strategy Canvas assignment 1.Formulate field of competition – 3 to 4 competitors / alternatives 2. Formulate competitive factors from the customers’ point of view 3. Score each player on the defined competitive factors (based on case information and own estimation) 4. Write down hurdles that you encounter during the process of making the strategy canvas! 5. Each team prepares a presentation of max 10 minutes for tomorrow morning
- 42. Searching for blueoceans
- 43. Assignment Searchingfor blue oceans for McDonald’s Reconstruct market boundaries via 4 of the 6 paths Foundation of the ‘to-be’ Strategy Canvas
- 44. 6 conventional boundariesof competition
- 45. 1. Look acrossalternative industries Substitute versus alternative Which customers looks beyond the border? • Key factors • Art of elimination Example: NetJets • Business class versus Companyjet • Focus on costs and demand
- 46. 2. Look acrossthe chain of buyers Buyer, user, influencer Traditional customer group Example: Novo Nordisk • Insulin producer • Doctor vs. patient
- 47. 3. Look acrosscomplementary product and service offerings Disclose added value of product context • What happens before, after and during the use of your service? • Imperfections during the total product experience Example: • Cinema a night out • Pain point: What to do with the kids? • Additional service: day nursery
- 48. Going to thedentist Feeling guilty Making Numb mouth appointment Waiting Unable to eat properly Parking Payment Before treatment After treatment > Choosing > Dossier transfer Before relationship After relationship © ICSB Marketing en Strategie
- 49. 4. Look acrosstime (external trends) Relevant trends McDonald’s: • Growing awareness for healthy nutrition & living. • Increasing number of elderly people in USA / Europe
- 50. Assignment in 4teams Team 1 Team 2 Alternative industries Chain of buyers Team 3 Team 4 Complementary Time (external trends) product and service offerings Explore possible paths and develop ideas for blue oceans
- 51. Contact ICSB Marketing enStrategie Barbizonlaan 76 2908 ME Capelle a/d IJssel T: 010 452 86 02 I: www.icsb.nl E: yousri.mandour@icsb.nl