The document summarizes key concepts from Blue Ocean Strategy. It discusses the difference between blue ocean strategy, which creates new market space, and red ocean strategy, which competes in existing markets. It outlines the strategy canvas and four action framework tools used in blue ocean strategy to reconstruct market boundaries. It also lists the six principles of blue ocean strategy, including reconstructing market boundaries, focusing on the big picture, and reaching beyond existing demand. Finally, it provides an overview of formulating and executing a blue ocean strategy.

1. Blue Ocean Strategy
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2. Contents
1. Blue Ocean Vs. Red Ocean Strategy
2. Blue Ocean Strategy Tools
3. Strategy Canvas and Four Action Framework
4. Six Principles of Blue Ocean Strategy
5. Formulating Blue Ocean Strategy
6. Executing Blue Ocean Strategy
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3. Blue Ocean Vs. Red Ocean
Strategy
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4. Blue Ocean vs. Red Ocean Strategy
Blue Ocean Strategy Red Ocean Strategy
•• Create uncontested
Create uncontested •• Compete in existing
Compete in existing
market space
market space market space
market space
•• Make the competition
Make the competition •• Beat the competition
Beat the competition
irrelevant
irrelevant
•• Create and capture
Create and capture •• Exploit existing
Exploit existing
new demand
new demand demand
demand
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5. Blue Ocean vs. Red Ocean Strategy
Blue Ocean Strategy Red Ocean Strategy
•• Break the value- cost
Break the value- cost •• Make the value-cost
Make the value-cost
trade off
trade off trade off
trade off
•• Align the whole system
Align the whole system •• Align the whole system
Align the whole system
of a firm’s activities with
of a firm’s activities with of a firm’s activities with
of a firm’s activities with
its strategic choice of
its strategic choice of its strategic choice of
its strategic choice of
differentiation and low
differentiation and low differentiation or low
differentiation or low
cost
cost cost
cost
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6. Blue Ocean Strategy Tools
• A diagnostic tool for building a
Strategy compelling blue ocean strategy
Canvas • It captures the current state of play in
the known market space
• Allow you to understand :
• where the competition is currently
investing
• the factors the industry currently
competes on in product, service and
delivery
• what customers receive from existing
competitive offerings on the market
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7. Four Action Framework
Eliminate Raise
Reduce Create
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8. Four Action Framework
Which of the factors that the industry
Eliminate takes for granted should be eliminated?
Which factors should be reduced well
Reduce below the industry’s standard?
Which factors should be raised well
Raise above the industry’s standard?
Which factors should be created that
Create the industry has never offered?
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9. Four Action Framework
The Case of Cirque du Soleil (A Circus Company)
Eliminate Reduce
• Star performers • Fun and humor
• Animal shows • Thrill and danger
• Aisle concession sales
• Multiple show arenas
Create Raise
• Theme • Unique venue
• Refined environment
• Multiple productions
• Artistic music and dance
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10. Six Principles of Blue Ocean Strategy
Formulation Principles Execution Principles
1. Reconstruct market 5. Overcome key
boundaries organizational
2. Focus on the big picture, hurdles
not the numbers 6. Build execution into
3. Reach beyond existing strategy
demand
4. Get the strategic
sequence right
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11. Formulating
Blue Ocean Strategy
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12. 1. Reconstruct Market Boundaries
Head-to-Head Strategy Blue Ocean Strategy
• Focus on rivals within • Looks across alternative
industry industries
• Focuses on competitive • Looks across strategic
position within strategic group within industry
group • Redefines the industry
• Focuses on better buyer group
serving the buyer group
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13. 1. Reconstruct Market Boundaries
Head-to-Head Strategy Blue Ocean Strategy
• Focuses on maximizing • Looks across to
the value of product or complementary product
service offerings within and service offerings
the bounds of its • Participates in shaping
industry external trends over time
• Focuses on adapting to
external trends as they
occur
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14. 2. Focus on the Big Picture, not the Numbers
Focus on the The Four Steps of
Big Picture, not
Picture Visualizing Strategy
the Numbers
• Visual Awakening
• Visual Exploration
• Visual Strategy Fair
• Visual Communication
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15. 2. Focus on the Big Picture, not the Numbers
• Compare your business with your
Visual competitors’ by drawing your “as is”
Awakening strategy canvas
• See where your strategy needs to
change
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16. 2. Focus on the Big Picture, not the Numbers
• Go to the field to explore the six
Visual paths to creating blue oceans
Exploration
• Observe the distinctive advantages
of alternative products and services
• See which factors you should
eliminate, create, or change
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17. 2. Focus on the Big Picture, not the Numbers
• Draw your “to be” strategy canvas
Visual
based on insights from field
Strategy
observations
Fair
• Get feedback on alternative
strategy canvases from
customers, competitors’
customers, and noncustomers
• Use feedback to build the best “to
be” future strategy
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18. 2. Focus on the Big Picture, not the Numbers
• Distribute your before-and-after
Visual strategic profiles on one page for
Communication
easy comparison
• Support only those projects and
operational moves that allow your
company to close the gap to
actualize the new strategy
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19. 3. Reach Beyond Existing Demand
• First tier: “Soon to be” non-
customers who are the edge of
your market, waiting to jump ship
The Three
Tier of Non- • Second tier: “Refusing” non-
customers customers who consciously
choose against your market
• Third tier: “Unexplored” non-
customers who are in markets
distant from yours
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20. 4. Get The Strategic Sequence Right
The Sequence of Blue Ocean Strategy
Buyer utility Price
Is there exceptional buyer Is your price easily
utility in your business idea? accessible to the mass of
buyers?
Adoption Cost
What are the adoption Can you attain your cost
hurdles in actualizing your target to profit at your
business idea? strategic price?
A commercially viable
blue ocean idea
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21. Executing
Blue Ocean Strategy
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22. 5. Overcome Key Organizational Hurdles
Cognitive Resource
Hurdle Hurdle
Overcome Key
Organizational
Hurdles
Motivational Political
Hurdle Hurdle
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23. 5. Overcome Key Organizational Hurdles
Cognitive • Ride the “Electric Sewer”
Hurdle • Meet with Disgruntled Customers
(status quo)
• Redistribute resources to your hot
Resource spots
Hurdle • Redirect resources from your cold
spots
• Engage in horse trading
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24. 5. Overcome Key Organizational Hurdles
• Zoom in on Kingpins (key influencers)
Motivational • Place kingpins on a fishbowl
Hurdle
• Atomize to get the organization to
change itself
• Secure a consigliere on your top
Political management team
Hurdle
• Leverage your angels and silence
your devils
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25. 5. Build Execution Into Strategy
Fair Process of Strategy
Strategy Formulation Process
Strategy Formulation Process
Fair Process – Engagement, Explanation, Expectation clarity
Fair Process – Engagement, Explanation, Expectation clarity
Attitudes
Attitudes
Trust and Commitment – “I feel my opinion counts”
Trust and Commitment – “I feel my opinion counts”
Behavior
Behavior
Voluntary Cooperation – “I’ll go beyond the call of duty”
Voluntary Cooperation – “I’ll go beyond the call of duty”
Strategy Execution
Strategy Execution
Exceeds Expectation – self initiated
Exceeds Expectation – self initiated
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26. End of Material
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