Blue ocean strategy
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Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
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Blue ocean strategy
- 1. Blue Ocean Strategy & Business model vernieuwing Yousri Mandour
- 2. Op het snijvlak van… Analyse Creatie
- 3. Opwarmer Wie heeft het boek gelezen? Bent u actief in een rode oceaan? Jaws of Blue Lagoon? Als je mag kiezen: differentiatie of cost leadership?
- 6. Kerngedachte Blue Ocean Strategy Door waarde- innovatie te realiseren, evolueren van een bloedige rode oceaan… naar nieuwe onontgonnen marktgebieden: blauwe oceanen!
- 7. Nieuwe vorm van strategievorming
- 8. Nieuw recept
- 10. Hoe zit het met Ansoff?
- 11. Hoe de nieuwe markt 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 3 soorten 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 Blue Ocean 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 Southwest airlines What are difficulties when creating a strategy canvas?
- 16. Steps in Blue Ocean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
- 17. 6 innovatiepaden
- 18. Herdefinieer kopersgroep Buyer, user, influencer Traditional customer group Example: Novo Nordisk • Insulin producer • Doctor vs. patient
- 19. Kijk over marktsegmenten heen
- 20. Kijk breder in de 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 Blue Ocean Strategy Analysis Creative Adapt Checklist starting situation process: proposition: Blue Ocean: Strategy canvas 6 innovation 4actions Strategy (as-is) paths framework canvas (to-be)
- 22. Nieuw recept
- 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 Blue Ocean 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 uw BOS 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 Strategic Sequence 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 supermarket SNS Fundcoach
- 30. Global search for asset management funds
- 31. Circle of world leader fund managers
- 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 Strategy Canvas for McDonald’s
- 40. “Strategy Canvas” as a 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 blue oceans
- 43. Assignment Searching for blue oceans for McDonald’s Reconstruct market boundaries via 4 of the 6 paths Foundation of the ‘to-be’ Strategy Canvas
- 44. 6 conventional boundaries of competition
- 45. 1. Look across alternative 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 across the chain of buyers Buyer, user, influencer Traditional customer group Example: Novo Nordisk • Insulin producer • Doctor vs. patient
- 47. 3. Look across complementary 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 the dentist 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 across time (external trends) Relevant trends McDonald’s: • Growing awareness for healthy nutrition & living. • Increasing number of elderly people in USA / Europe
- 50. Assignment in 4 teams 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 en Strategie Barbizonlaan 76 2908 ME Capelle a/d IJssel T: 010 452 86 02 I: www.icsb.nl E: yousri.mandour@icsb.nl