![Blue Ocean Strategy
How to Create
Uncontested Market Space
and Make the Competition Irrelevant
[ W. Chan Kim & Renée Mauborgne ]](https://image.slidesharecdn.com/blueoceanstrategy-130502121814-phpapp01/85/Blue-Ocean-Strategy-1-320.jpg)
![ERRC grid by [yellow tail]
Eliminate
• Enological terminology
and distinctions
• Aging qualities
• Above-the-line-marketing
Raise
• Price versus budget wines
• Retail store involvement
Reduce
• Wine complexity
• Wine range
• Vineyeard prestige
Create
• Easy drinking
• Ease of selection
• Fun and adventure
jesholt.dk](https://image.slidesharecdn.com/blueoceanstrategy-130502121814-phpapp01/85/Blue-Ocean-Strategy-15-320.jpg)
![Strategy canvas by [yellow tail]Relativelevel
Key Elements of Product, Service, and Delivery
Premium Wines
Budget Wines
[yellow tail]
High
Low
jesholt.dk](https://image.slidesharecdn.com/blueoceanstrategy-130502121814-phpapp01/85/Blue-Ocean-Strategy-16-320.jpg)
Uploaded byJes Thorbjørn Holt
Blue Ocean Strategy
The document discusses the Blue Ocean Strategy, which advocates for creating uncontested market space and making competition irrelevant by innovating value propositions. It outlines various tools and frameworks, such as the ERRC grid and value curves, that help identify opportunities by eliminating, raising, reducing, and creating factors that affect buyer value. The strategy emphasizes understanding market boundaries, buyer groups, and complementary products to unlock new demand while maintaining a balance between differentiation and cost.
More Related Content
Blue Ocean Strategy
- 1. Blue Ocean Strategy Howto Create Uncontested Market Space and Make the Competition Irrelevant [ W. Chan Kim & Renée Mauborgne ]
- 2. ”Competition in steadymarkets can be cutthroat People involved in this competition generally dislike it and want to break free from the pack but they simply don’t know where to begin” Kim and Mauborgne, Harvard Business Review, # 99105 jesholt.dk
- 3. ”Creating New MarketSpace” jesholt.dk
- 4. Creating New MarketSpace • Create products or services for which there are no direct competitors • Break free from ”how we compete in our industry or in our strategic group” thinking • Look at familiar data from a new perspective jesholt.dk
- 5. Look across conventionalboundaries.. Substitute industries Strategic groups within an industry Buyer groups Complimentary product and service offerings Functional/emotional orientation of industry Even time jesholt.dk
- 6.
- 7. A NEW VALUE CURVE ELIMINATE RAISE REDUCE CREATE The FourActions Framework jesholt.dk
- 8. ELIMINATE • What factorsshould be eliminated that the industry has taken for granted? RAISE • What factors should be raised well beyond the industry standard? REDUCE • What factors should be reduced well below the industry standard? CREATE • What factorys should be created that the industry has never offered? Or The ERCC grid jesholt.dk
- 9. Value innovation Basic premise behindBlue Ocean Strategy Pushing for a quantum leap in buyer value while pushing for a sharp drop in the industry cost structure Buyer Value Costs Value Innovation jesholt.dk
- 10. Red Ocean versusBlue Ocean Strategy Red Ocean Strategy Compete in existing market space Beat the competition Exploit existing demand Make the value-cost trade-off Align the whole system of a firm’s activities with its strategic choice of differentiation OR low cost Blue Ocean Strategy Create uncontested market space Make the competition irrelevant Create and capture new demand Break the value-code trade-off Align the whole system of a firm’s activities in pursuit of differentiation AND low cost jesholt.dk
- 11. The 6 Principlesof Blue Ocean Strategy Formulation principles Risk factor each principle attenuates 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 Risk factor each principle attenuates Overcome key organizational hurdles Organizational risk Build execution into strategy Management risk jesholt.dk
- 12. Case: the USwine industry jesholt.dk
- 13. Strategy canvas ofUS wine industryRelativelevel Key Elements of Product, Service, and Delivery Premium Wines Budget Wines High Low jesholt.dk
- 14. How do youget this guy to drink wine? jesholt.dk
- 15. ERRC grid by[yellow tail] Eliminate • Enological terminology and distinctions • Aging qualities • Above-the-line-marketing Raise • Price versus budget wines • Retail store involvement Reduce • Wine complexity • Wine range • Vineyeard prestige Create • Easy drinking • Ease of selection • Fun and adventure jesholt.dk
- 16. Strategy canvas by[yellow tail]Relativelevel Key Elements of Product, Service, and Delivery Premium Wines Budget Wines [yellow tail] High Low jesholt.dk
- 17.
- 18. “People can’t bebothered by all the hype and nonsense of wine. They just want to drink it.“ John Casella, Managing Director jesholt.dk
- 19. LOOK ACROSS SUBSTITUTEINDUSTRIES jesholt.dk
- 20. Substitute industries Customer thinkingIndustry thinking Identify how customers make trade-offs between industries jesholt.dk
- 21. Your choices before.. Contactors •Expensive • Invade your home • Somewhat careless • Take day off from work • They have know-how! Hardware store • Local, often small • Lack of hands-on support • Costly overhead • No materials, appliances, ... • Nice display shelves jesholt.dk
- 22. Identify value, reduceeverything else • Bolster confidence in average home owner • Train competent people to coach customers • Eliminate costly location and features • Sponsor in-store training facilities • Provide an all-you-need experience • Revolutionize do-it-yourself market jesholt.dk
- 23. Your choices before.. Financialsoftware The pen • Very simple • Low price • Inaccuate • Highly accurate • Complex • Expensive jesholt.dk
- 24. Identify value, reduceeverything else Intuit Quicken • Released in 1984 • 42 competing products • Cheap ($29 vs. $299) • Easy (no accounting jargon) jesholt.dk
- 25. Industry value curve PriceEase of use Optional features Speed Accuracy Relativelevel Key Elements of Product, Service, and Delivery The pencil Personal financial software High Low jesholt.dk
- 26. Quicken value curve PriceEase of use Optional features Speed Accuracy Relativelevel Key Elements of Product, Service, and Delivery The pencil Personal financial software Quicken High Low jesholt.dk
- 27. LOOK ACROSS STRATEGICGROUPS WITHIN INDUSTRIES jesholt.dk
- 28. Strategic groups • Agroup of companies within an industry that pursue same strategy • In most industries, the fundamental strategic differences are captured by a small number of strategic groups jesholt.dk
- 29. Strategic groups Price Performance • Fiercecompetition within strategic groups • Key: understand what makes customers trade up or down jesholt.dk
- 30.
- 31. Case: Curves • Texas-basedwomens fitness club franchise • Entered a perceived mature market but unlocked a huge, untapped strategic group • The best from high-end health clubs and low-end home exercise and reduced everything else jesholt.dk
- 32. ERRC grid byCurves Eliminate • Locker rooms, juice bars, saunas, pools, etc • Male athletes, mirrors, everything unfriendly • Technical/adjustable machines Raise • Social, non-threatening and engaging atmosphere • Quick-Fit program • Self-adjustable machines Reduce • High initial costs • Member fee cost • Time spend on workout Create • Fun womenly atmosphere jesholt.dk
- 33. Curves value curveRelativelevel KeyElements of Product, Service, and Delivery Curves Home Exercise Healt Clubs High Low jesholt.dk
- 34. Curves numbers • Investmentdown from $500K - 1M to $50K • Monthly user fee down from $100 to $30 • Franchises profitable w. 3 months/100 users • 7.000 franchises in 90 countries since 1995 • $20K for a franchise • Established franchises sell for $100 - 150K jesholt.dk
- 35. LOOK ACROSS THECHAIN OF BUYERS jesholt.dk
- 36. Buyer groups Industries typicallyconverge on a single buyer group, for example: Pharmaceutical Influencers, i.e. Doctors Office equipment Corporate purchasers Clothing End users jesholt.dk
- 37. The usual suspect.. Buyergroups Executive value: Preference for own customers Buyer value: Competitive pricing and speedy delivery User value: Ease-of-use Technical value: Compatibility and handling Finance value: Credit rating, financing and payment terms jesholt.dk
- 38.
- 39. The insulin industry Focuson influencers • Historic focus on the doctors as customers • Focus on purer insulin until ”human monocomponent” was reached by early 1980’s • Competitive convergence among the major players was rapidly occurring Vials and syringes jesholt.dk
- 40. ERRC grid byNovo Nordisk Eliminate • Vials and syringes • Social stigmatism Raise • User friendliness • Convenience Reduce • Hazzle in medicine administration • Risk of incorrect medical treatment Create • Automatic dosis control jesholt.dk
- 41. Novo Nordisk valuecurveRelativelevel Key Elements of Product, Service, and Delivery Industry Novo Nordisk High Low jesholt.dk
- 42. Case: Novo Nordisk Frominsulin producer to diabetes care company jesholt.dk
- 43. LOOK ACROSS COMPLEMENTARY PRODUCTAND SERVICE OFFERINGS jesholt.dk
- 44. Complimentary offerings What happens before? Whathappens during? What happens after? • Untapped value is often hidden in complementary products and services • The key is to define the total solution buyers seek when they choose a product or service jesholt.dk
- 45. What happens... Before • Babysitting •Car parking • Dining • Like/check in During • Wardrobe • Program • Drinks • Bar/pause After • Merchandise • Books/mags • Late night transport jesholt.dk
- 46. What happens... Before • Ground transportation •Tax free shopping During • In-flight services • Entertainment • Air shop After • Ground transportation • Accommodation • Airmile benefits jesholt.dk
- 47. Before Barnes &Noble (and Borders), people came, bought a book and left.. Before • Recommendations • Searching During • Evaluating alternatives • Sampling After • Consumption • Learning • Sharing jesholt.dk
- 48. ERRC grid byBarnes & Noble Eliminate • The risk of buying ”the wrong” book • Vain book search Raise • Selection • Support and sparring • Joy of reading Reduce • Inefficiencies • Inconveniences and frustrations of selection • Stock clerks/cashiers Create • Ambience (even compete with reading at home) • Sampling opportunity jesholt.dk
- 49. Barnes & Noblevalue curveRelativelevel Key Elements of Product, Service, and Delivery Mall bookstores Independent bookstores Barnes & Noble High Low jesholt.dk
- 50. Barnes & Noble Redefinethe scope of service Turning the book as a product into the pleasure of reading and intellectual exploration jesholt.dk
- 51. LOOK ACROSS FUNCTIONALOR EMOTIONAL APPEAL TO BUYERS jesholt.dk
- 52. Appeal to buyers Functional,competition on price/fuction and utility Emotional, competition on feelings jesholt.dk
- 53. Challenge historical thinking Industriescompetition converge to functional or emotional appeal ”Industry thinking” leads to customer thinking Reinforcement – customers just want more of the same for less Challenge historical thinking and find new market space jesholt.dk
- 54. From Functional • Keeptrack of time • Add functionality • Improve accuracy • Digitalize • Citizen & Seiko To Emotional • Fashion statement • Design • Image • Emotion • Repeat purchase jesholt.dk
- 55. QB House From Emotional •Ritual • Numerous hot towels • Massage • Coffee or tea • Skin treatments • Blow drying • Shaving • Long queues • 3.000 to 5.000 Yen To Functional • Basic cuts • Eliminate wash and dry • Air wash • Traffic light system • Eliminate waiting time • Eliminate reservation desk • Improved hygiene • ”one use” policy (combs,..) • Price 1.000 Yen jesholt.dk
- 56. ERRC grid byQB House Eliminate • Rituals • Reservation desk • Cash and change Raise • Hygiene • Value for money Reduce • Waiting time • Styles/treatment • Price Create • Sanitation system • Air wash system jesholt.dk
- 57. QB House valuecurveRelativelevel Key Elements of Product, Service, and Delivery Barber Shop QB House High Low jesholt.dk
- 58. What about growthpotential? jesholt.dk
- 59.
- 60.
- 61. Look across time Mostcompanies • adapt trends incrementally • focus on the trend itself (tech, legislation, etc.) • project the trend itself (direction, adoption, ..) Instead, companies should • project how it will change value to customers! jesholt.dk
- 62. Trends must.. • Bedecisive to your business • Be Irreversible • Have a clear trajectory jesholt.dk
- 63. Future trend valuecurveRelativelevel Key Elements of Product, Service, and Delivery Now Trend High Low jesholt.dk
- 64. Trends must.. • Bedecisive to your business • Be Irreversible • Have a clear trajectory jesholt.dk
- 65.
- 66. Blue Ocean Strategy •W. Chan Kim & Renée Mauborgne – Almost a decade of research • Blue Ocean Strategy HBS Press, ISBN • Blue Ocean Strategy HBR • Blue Ocean Strategy Harvard Business Review • www.BlueOceanStrategy.com jesholt.dk