SlideShare a Scribd company logo
Blue ocean Strategy




The science of making competition
            irrelevant


© 2012 Regalix Inc. Confidential, All Rights Reserved
What is blue ocean strategy about?
•   Based on the best selling books HBR press – translated
    in over 41 languages
•   It’s a culmination of a decade long study by Renee
    Mauborgne and Chan Kim , who studied over 150
    strategic moves spanning more than 30 industries over
    100 years (1880-2000)
•   BOS focuses on making competition irrelevant by
    creating uncontested marketspaces.
•   BOS covers both strategy formulation and strategy
    execution.
•   BOS offers a set of methodologies, tools and
    frameworks that makes it a structured, learnable
    system.



                       © 2012 Regalix Inc. Confidential, All Rights Reserved
Blue Ocean Strategy


In Today’s webinar                                                  In the concluding part


                                                                                             Search Risk


                                                                                              Planning
                                                                                                Risk
                                                                       Strategy
                                                                       Formula               Scale Risk
              BOS -                                                      tion
             Tools &
             Framew                                                                           Business
               orks                                                                          Model Risk


                                                                                             Organizatio
                                                                        Strategy              nal Risk
                                                                        Executio
                                                                            n
                                                                                             Manageme
                                                                                              nt Risk


            © 2012 Regalix Inc. Confidential, All Rights Reserved
The color - Red and Blue




 © 2012 Regalix Inc. Confidential, All Rights Reserved
A quick reality check of how red or blue your
                         company is?
 Does your company feel that                                                                          Is your company increasing
                                                                  Does your company depend on
  they are facing increasing                                                                           advertising and marketing
                                                                    offering deeper and deeper
   competition from rivals?                                                                            spends every year, yet the
     Domestic , International , Small                              price discounts to make sales
                                                                                                     impact of these efforts keeps
  player, Large Player, MNC’s, basically                                      happen?
           scared of everybody                                                                                   falling?




 Is your company focusing on
                                                                    Do people in your company           Is your company seeing
cost cutting and quality control
                                                                     blame slow economic and         outsourcing and job cuts as a
       at the expense of
                                                                   market conditions most of the     way to regain competitiveness
growth, innovation, and brand
                                                                              time?                         and profitability?
           creation?




     Does your company
                                                                   Does your company think that
 management sees mergers                                                                             Is your company now starting
                                                                   it easier to follow competitors
and acquisitions as one of the                                                                       to worry that the marketplace
                                                                       than to break away from
 principal means to grow in                                                                              has become crowded?
                                                                                 them?
           future?

   if your answer to three or more questions is YES - You are in Red Ocean
                                  © 2012 Regalix Inc. Confidential, All Rights Reserved
The Red Ocean
• A Marketplace where companies compete with each other
  on a daily basis.
• When companies compete, it becomes battle field for :
   •   Acquiring market shares
   •   Increasing revenues
   •   Maximization of profit by reducing costs and value
   •   Basically beating competition consumes most of the effort, time and
       resources
• Such companies are called Red Ocean companies.


 Such companies fight for competitive advantage with two
 strategic weapons - Differentiation and Price



                 © 2012 Regalix Inc. Confidential, All Rights Reserved
Cost and differentiation dilemma


                                                                          But there can be only one price
                                                                               leader in an Industry




And differentiation would mean
          higher cost.



 • More the differentiation – Higher the segmentation
 • Higher the segmentation – lower would be the market size.


                  © 2012 Regalix Inc. Confidential, All Rights Reserved
Also the size of the market pie is fixed




i.e almost all the companies in an industry are competing for an increased slice of the same pie




         But the real objective of business is not fighting – its about
                          creating profit and value
                   © 2012 Regalix Inc. Confidential, All Rights Reserved
“Skillful leaders win wars without any fighting”
                                                                    ------ Sun Tzu
                                                                     ‘ Art of War’




            © 2012 Regalix Inc. Confidential, All Rights Reserved
Brief: Blue ocean strategy
•   Blue ocean strategy builds new businesses where
    none existed
     –   By tapping the untapped market space                                                Price
     –   By creating demand
     –   Thereby making competition irrelevant
•   Blue ocean strategy is about simultaneous pursuit of
                                                                                                          Value innovation –
    value innovation and low cost                                                                         simultaneous
•   Value innovation is defined in terms of value/ utility                                                pursuit
                                                                                                          of high value &
    for customer                                                                                          low cost
•   Blue ocean markets are usually more profitable
                                                                                         Value/ product
    than markets with head to head competitors
                                                                                            features




                                                                                –   Cost savings by eliminating and
Blue ocean strategy                                     Blue ocean strategy         reducing the factors an industry
defines innovation in                                     focuses on value          competes on
  terms of value of                                  innovation and cost as a   –   Buyer values is lifted by raising &
      customer                                         simultaneous pursuit.        creating elements the industry has
                                                                                    never offered
                    © 2012 Regalix Inc. Confidential, All Rights Reserved
Red Ocean Vs. Blue Ocean

  Red Ocean Strategy                                                   Blue Ocean Strategy

Compete in existing market space                                  Create uncontested / New market space


     Beat the competition                                            Make the competition irrelevant


 Create a value – cost trade off                                      Break the value-cost trade off


    Competitive Advantage                                                   Value Innovation


  Segment existing customers                                              Attract noncustomers


    Exploit existing demand                                          Create and capture new demand




          © 2012 Regalix Inc. Confidential, All Rights Reserved
How do you identify these companies?
                                                                                                                                                                                                 Blue Ocean with ipod, iphone & ipad

                                                                                                                                                          Blue ocean from prescription
                                                                                                                                                          drug to lifestyle



                                              Blue ocean by making
                                              Music portable




                                                                                                                                                   Blue Ocean in low cost travel
                                                                                                        Blue Ocean in Luxury Travel                                                                     Blue ocean in Search
Blue ocean with making no frills
barbershop
                                               Blue Ocean by increasing Customer productivity

                                                                                                              Blue Ocean in Insulin market




Blue Ocean through tipping point leadership
                                                     Blue Ocean by looking across complimentary products




                                                                                                                                                                                            Blue Ocean in coffee bars
                                                                                                                          Blue Ocean in Apparels


Blue Ocean by making copiers a desktop
utility and not office equipment


                                                                                                                                                                                         Blue Ocean in Gaming




                                       These are the companies that questioned the norms and
                                          boundaries set by the industry and seized their market
                                          shares without fighting with anyone!
                                                      © 2012 Regalix Inc. Confidential, All Rights Reserved
Lets explore how these companies got there


            •Case Study 1: NETJETS
         •Case Study 2: Indochino.com
          •Case Study 3: Zynga Games
         •Case Study 4 : Khan Academy


        © 2012 Regalix Inc. Confidential, All Rights Reserved
Six path to blue ocean strategy
                                  Conventional boundaries in a competitive
                                                marketplace
                                                  Industry - industry size &
                                                       dependencies

                                        Strategic groups – strategic groups i.e
                                                     customer , vendors etc


                                           Buyer group- individual customer
        From competing                                    buying processes        Creating value
            within                                                                    across
                                          Scope of product: scope of adding
                                          value with complementing products

                                         Functional/ emotional orientation
                                           of the industry: functionality vs.
                                                                                   Blue ocean Strategy
                                                   Emotional appeal tradeoff

                                        Time: value that an attribute might
                                                          deliver tomorrow


• Blue oceans can be created by exploring outside of industry boundaries
• Break out of the traditional boundaries of the industry to unlock value
• “out of the boundaries” thinking framework for unlocking value
               © 2012 Regalix Inc. Confidential, All Rights Reserved
6 PATHS: Exploration Outside of Traditional
                              Boundaries
                            Path 1 - Industry
           What are the alternative industries to your industry?                                                Path 2 – Strategic Group
                  Why do buyers trade across to them?                                                What are the strategic groups in your industry?
                                                                                                Why do buyers trade up for the higher group, and why do
          NTT DoCoMo, Federal Express, Southwest Airlines, NetJets
                                                                                                           they trade down for the lower one?
                                                                                                Polo Ralph Lauren, Curves, Sony Walkman, Toyota Lexus


                                                                                                                   Path 3 - Buyer Group
                                                                                                         What is the chain of buyers in your industry?
                                                                                                  Which buyer group does your industry typically focus on?
                                                                                                       If you shifted the buyer group of your industry,
                                                                                                               how can you unlock new value?
                                                                                               Novo Nordisk, Bloomberg Terminals, Canon Copiers, Philips Alto


                                                                                                       Path 4 - Scope of product or service offering
                                                                                               What is the context in which your product or service is used? What
                                                                                              happens before, during, and after? Can you identify the pain points?
                                                                                              How can you eliminate these pain points through a complementary
                                                                                                                   product or service offering?
                                                                                             Borders and Barnes & Noble, Dyson Vacuum Cleaners, Kinépolis Kiné-
                                                                                                              kids, Zenick Salick’s Cancer Centers



                            Path 6 - Time                                                       Path 5 - Functional-emotional orientation of an industry
  What trends have a high probability of impacting your industry, are                        Does your industry focus on functionality or emotional appeal? If you
 irreversible, and evolving in a clear trajectory? How will these trends                   compete on emotional appeal, what elements can you strip out to make it
impact your industry? Given this, how can you open up unprecedented                        functional? If you compete on functionality, what elements can be added
                            customer utility?                                                                    to make it more emotional?
                   Apple Music, Cisco Systems, CNN,                                                Starbucks, QB House, Direct Line Group, Pfizer’s Viagra
                       HBO’s “Sex and the City”
                                   © 2012 Regalix Inc. Confidential, All Rights Reserved
More understanding of the frameworks & tools



                               Case Study - 1

   • Introduction to Strategy Canvas
   • Introduction to 4 Actions framework




        © 2012 Regalix Inc. Confidential, All Rights Reserved
Can you name the world’s largest airline?

   Its not Delta, United, Lufthansa, or South West …




        • Over 800 aircrafts
        • Over 6300 employees
        • 285000 flights annually
        •Flying across 170 countries and 2200 airports




         © 2012 Regalix Inc. Confidential, All Rights Reserved
Strategic questions before NETJETS
– How to enter into the aviation space when the market was dominated by the big airline groups? –
    1983.
 The red ocean
 •Over 20 domestic and international airlines
 • All of them catering to similar customer groups – i.e. Business travelers, holiday travelers and casual
 travelers
 •Corporates – biggest strategic groups - spent millions on executive travel every year
 •All travelers – including executive travelers had to go through the long check ins, security
 checks, hectic flight transfers, congested airports, baggage claims ….
 •Business travelers only have the option of business class/ first class or corporate jet

 The blue ocean
 • Business travelers are the most frequent and regular flyers
 • NETJETS offered business travelers “ the convenience of a private jet at the price of a airline ticket”
 • NETJETS also provided fractional 1/16 ownership of the aircraft
 • NETJETS provided Private aircraft at 4 hours notice ( much less than flight booking)
 • NETJETS provided no hassles or responsibilities of aircraft maintenance
 • Customized in flight services – much better than business class or first class services


             NETJETS Converted a B2C industry into a B2B Industry
                     © 2012 Regalix Inc. Confidential, All Rights Reserved
The Strategy Canvas
                                                                                                                           NETJETS
                  High



       Medium                                                                                                                         Business / 1st
                                                                                                                                      Class Travel
Relevance Scale




                  Low                                                                                                                             Commercial
                                                                                                                                                  Airline Industry

                                           Dead head                       Hassle free           Time Savings/   Flexibility &
                             Price                                                               Faster Travel
                                                                                                                                  Jet Ownership        In Flight Service
                                             Costs                           Travel                               Reliability
                    Attributes of Industry & Competitors
                              NETJETS                                                Commercial Airline                  Business / 1st
                                                                                     Industry                            Class Travel

              •      The strategy canvas is the central diagnostic and action framework for building a compelling blue
                     ocean strategy.
              •      The Strategy canvas serves two purposes:
                         –   It captures the current state of play in the known market space. This allows you to know where you
                             are viz competition
                         –   It propels you to action by reorienting your focus:
                                • From competitors to alternatives
                               • From customers to non customers of the industry.
                                         © 2012 Regalix Inc. Confidential, All Rights Reserved
The Four Actions Framework
                                                                             REDUCE

                                                        Factors that should be well
                                                            below the industry
                                                                 standard



      ELIMINATE                                                                                CREATE
                                                                             Create A
 Factors that the industry                                                     New
                                                                              Value     Factors that the industry
takes for granted and need
                                                                                           has never created
     to be eliminated                                                         Curve



                                                                             RAISE

                                                          Factors that should be
                                                        raised above the industry
                                                                standard

•   We use the four actions framework, to reconstruct buyer value elements in
    crafting a new value curve.
                     © 2012 Regalix Inc. Confidential, All Rights Reserved
Net Jets 4 Actions
                   Eliminate                                                                 Raised

• Airport check ins, waiting                                            •Convenience, comfort & luxury
time, baggage, transfers and other                                             •Customized in-flight services
time losses for customer                                                       •Entire private jet for the user/s
•The tiredness and hassles endured                                      • Service standards
during a journey by the corporate                                                   • On time take off & arrival
                                                                                      • Available on 4 hours notice
traveler


                    Reduced                                                                Created

• Private jet buying, maintenance and
administrative costs
• Time for travelers – same distance now                                •Fractional ownerships of plane
took half the time because there is no                                  • B2B industry when the entire
checking, boarding or baggage claim time                                industry was still B2C
• Other dead head costs :                                               •Loyal customer base
scheduling, ticketing, administrative or marketing
costs



                © 2012 Regalix Inc. Confidential, All Rights Reserved
Case Study – 2:

The Story of




         © 2012 Regalix Inc. Confidential, All Rights Reserved
The story is …
•        Heikal Gani needed a suit for an important presentation. He faced a
         major challenge.
            –     Affordable suits didn't fit well or were not comfortable
            –     Ones that fitted well were not of latest trend / design
            –     One hardly has the time to go to a tailor to get a customized suit done
            –     Designer suits of latest design & trend were too expensive

There had to be a better way for men to find a great-fitting suit

    • World’s first self service virtual suit company
    • Customers can choose the fabric, design style and                                Results :
    accessories                                                                        • Started in end of 2009 – have started averaging
    • Customers get customization of suits through the site
                                                                                       sales of over 30,000 suits a year across 60
    • Customers measure themselves and provide fitting details
                                                                                       countries, with about 30 + employees
    through online video tutorial
    • Most suits priced under $500 ( Much lesser than designer
                                                                                       • Student start up to a global brand in less than 2 year
    suites )                                                                           •Sales growth rate of over 200% every year
    • Suit tailoring in Shanghai’s network of tailors                                  • A beeline of Venture Capitalist wanting to invest –
    • Delivery in two to three weeks –
                                                                                       have already raised over 20 mn for operational
    • If order is less than perfect, indochino pays for local
                                                                                       expansion in Vancouver & Shanghai
    tailoring or remake the suit free Regalix Inc. Confidential, All Rights Reserved
                                  © 2012
Creating the blue ocean
 Traditional apparel / suit companies                                                       Indochino.com

1) Industry divided into five segments
       • Haute couture
       • Luxury
       • Affordable luxury                                                       1) Indochino.com does not compete
       • Mainstream                                                                 in any of the segment
       • Discount
                                                                                 2) Indochino.com does not get affected
2) The traditional companies competed                                            by the industry factors
among each other on the following
factors:                                                                         3) Indochino.com built its brand
• No of stores                                                                   reputation by delivering value
• Location of stores – premium stores –
premium brand                                                                    4) Indochino.com outsources all suits
• Range or no of lines offered                                                   to quality and reputed tailor network
• Hi fashion vs customization vs price                                           in shanghai - China
tradeoff
                                                                                  Created and captured a new market
3) Marketing & brand reputation                                                                demand
( Top brands associated with designer labels)

4) High customization costs
                         © 2012 Regalix Inc. Confidential, All Rights Reserved
Indochino.com 4 Actions

                Eliminate                                                                   Raised

• Need to go to store
                                                                          • Customer satisfaction & Quality
• Store presence in hi end posh locations
                                                                          • Convenience / ease of shopping
• Inventory and Store management costs
                                                                          • Affordability of quality suits
• Separate costs for customization / tailor



                Reduced                                                                    Created


• Price
• Delivery & customization hassles                                        •Fully self service customization
• Marketing costs                                                         • 100% return policy
• No of lines offered




                  © 2012 Regalix Inc. Confidential, All Rights Reserved
The Strategy Canvas – Indochino.com
                                                                                                                               Indo Chino
 High




Medium




 Low


                                # of                                                           Lines                       Customiz    Ease of    Return     Self
 Relevance Scale




                    Price                   Location              Marketing                   Offered
                                                                                                        Quality   Online
                               stores                                                                                        ation    Shopping    Policy   Service



                            Indo Chino                                                  Hi End – Designer Suits             Low End Suit Market
                              Attributes of Industry & Competitors


    •              Indochino.com - expanded the market by making good quality suits affordable
    •               It used technology to make things simple, functional and to add value
                                          © 2012 Regalix Inc. Confidential, All Rights Reserved
The Technology Trap

Use of technology challenges the conventional systems & process.
• But companies should not get carried away by the “technology”
• Technology innovation is not necessarily value innovation for buyer /
   customer every time.
    – Because use of cutting edge technology does not mean cutting edge utility for
      the buyers
    – Unless technology makes buyers lives simpler



  The buyer utility map helps managers to :
  • Avoid the technology trap
  • Refine value innovation
  • Enables a birds eye view of buyer utility
  • Takes into account the buyer experience cycle and utility leavers


                 © 2012 Regalix Inc. Confidential, All Rights Reserved
Buyer Utility Map
A buyer’s experience can usually be broken into a cycle of six stages, running more or less
sequentially from purchase to disposal. Each stage encompasses a wide variety of specific
experiences. At each stage, managers need to ask a set of questions to gauge the quality of buyer’s
experience.

              Purchase                 Delivery                                Use        Supplements         Maintenance            Disposal


        •How long does it       •How long does it                  •Does the             •Do you need         •Does the            •Does use of the
        take to find the        take to get the                    product require       other products       product require      product create
        product you need?       product                            training or           and services to      external             waste items?
                                delivered?                         assistance?           make this product    maintenance?
        •Is the place of                                                                                                           •How easy is it to
                                                                                         work?
        purchase                •How difficult is it               •Is the product                            •How easy is it to   dispose of the
        attractive and          to unpack and                      easy to store         •If so, how costly   maintain and         product?
        accessible?             install the new                    when not in use?      are they?            upgrade the
                                                                                                                                   •Are there legal
                                product?                                                                      product?
        •How secure is the                                         •How effective        •How much time                            or environmental
        transaction             •Do buyers have                    are the product’s     do they take?        •How costly is       issues in
        environment?            to arrange                         features and                               maintenance?         disposing of the
                                                                                         •How easy are
                                delivery                           functions?                                                      product safely?
        •How rapidly can                                                                 they to obtain?
                                themselves?
        you make a                                                 •Does the                                                       •How costly is
        purchase?                                                  product or                                                      disposal?
                                                                   service deliver far
                                                                   more power or
                                                                   options than
                                                                   required by the
                                                                   average user? Is
                                                                   in overcharged
                                                                   with bells and
                                                                   whistles?



                             © 2012 Regalix Inc. Confidential, All Rights Reserved
Uncovering Blocks to Buyer Utility
Uncovering blocks to buyer utility can identify the most compelling hot spots to unlock exceptional utility.
By locating your proposed offering on the thirty-six space of the buyer utility map, you can clearly see
how, and whether the new idea not only creates a different utility proposition from existing offerings but
also removes the biggest blocks to utility that stand in the way of converting noncustomers into
customers.



  Customer Productivity:              In which stage are the biggest blocks to customer productivity?


  Simplicity:                         In which stages are the biggest blocks to simplicity?


  Convenience:                        In which stage are the biggest blocks to convenience?


  Risk:                               In which stage are the biggest blocks to reducing risks?


  Fun and Image:                      In which stage are the biggest blocks to fun and image?


  Environmental
                                      In which stage are the biggest blocks to environmental friendliness?
  Friendliness:




                      © 2012 Regalix Inc. Confidential, All Rights Reserved
The Buyer Utility Map – Indochino.com
                                           Buyer Experience from Decision to Disposal – (For Emerging Industries)

                                                    Purchase                          Delivery       Supplements           Disposal
                                                                                  Choosing a
                                                                                     Suit (            Does the suit
                                                                                                                                            The Usage and
                                              Choosing a Store
                                                                                                                         Return Policy      Maintenance
                                                                                 Color, Style, &     require tailoring
                                              How Fast can the                      Fabric)                                                 experience in this case
                                               transaction be
                                                   made?
                                                                                                                                            remains constant, i.e
                                                                                   Getting Suit        How Time
                                                   Secure
                                                                                                       consuming
                                                                                                                                            same for existing
                                                 Transaction                        Delivered
                                                                                                                                            industry as well as blue
                                                Environment
                                                                                                                                            oceans
                          Is it
                    Productive for the
                         buyer?
Utility Leavers




                  Does the buyer find it
                        simple?


                  Does the buyer find it                                                                                                 Blocks in   Blocks in   Blocks in
                      Convenient?                                                                                                        tradition   tradition   New
                                                                                                                                         al          al          industry
                                                                                                                                         as well     Buyer       Buyer
                  Does it reduce buyers'                                                                                                 as new      Utility     Utility
                            Risk                                                                                                         Utility

       Buying Experience
                                    • Buyer Utility Score – Lower than what is prevalent in the current industry
                                    • Therefore Indochino.com raised the Buyer Utility and Experience
                                             © 2012 Regalix Inc. Confidential, All Rights Reserved
Case Study - 3

• Introduction to three tiers of non customers




     © 2012 Regalix Inc. Confidential, All Rights Reserved
The Story of Zynga


•   Founded Zynga in April 2007 with a mission “Connect the world
    through games”
•   Has over 3000 Employees and 270 million customers, 60 mn daily
    active users
•   Largest Social games developer of Facebook
•   Now provides games in multiple platforms like:
     –   Facebook, Myspace, Android, ipad, iphone, yahoo & Farmville.com
•   Successful IPO to raise up to $1 billion in an initial public offering on
    July 1, 2011; Valuation of over $7 billion
•   Has made over 15 game studio acquisitions in last 2 years
•   Generates over $1.16 billion in annual revenues in 2011
•   Zynga is approached billion dollars revenue after only four years.
     – Surpassing the market value of the longtime console game company EA
        Sports
                      © 2012 Regalix Inc. Confidential, All Rights Reserved
Creating the blue ocean
       Traditional Gaming Companies
                                                                                                 Zynga

1) Industry divided into four segments
      • Console based games
                                                                                  Zynga’s Farm Ville
      • Online Games
      • Mobile Games & Flash Games                                                1) Zynga did not compete in any of the
2) Console based games dominated the marketplace                                     segment or market player dominance
with 75% of the revenues.
3) The big four of the gaming dominated 95% of the                                2) Zynga’s (Farm Ville) did not get affected
console marketplace (sony, Nintendo, Xbox ..)                                     by the industry factors
4) The Traditional gaming companies competed
among each other on the following factors:
      • Consoles – Type speed, capabilities                                       3) Zynga built its brand reputation by
      • No of titles in each genre                                                sharing and word of mouth connect
      • Speed of Title Release – weekly, monthly
      • Hi end real time graphics
      • Hi end accessories                                                        4) Zynga caterered to all – children,
5) Catered only to gamers – Teenage boys to                                       parents, professionals …
professional gamers                                                               5) Zynga created a new genre of
                                                                                  education / simulation games
6) Addictive and had lot of side effects – Too much
violence, addiction, Lack of exercise, not mind                                     Created and captured a new market
stimulating
7) Parents usually do not recommend / Buy
                                                                                                 demand

                          © 2012 Regalix Inc. Confidential, All Rights Reserved
4 Actions Framework - Zynga
                Eliminate                                                                    Raise


• Game consoles
• High cost of playing games – free                                       • Community & sharing qualities in games
• Violence in games                                                       • Interactivity with friends
• Genere based games                                                      • Creativity, education & learning quotient
• Winner – loser syndrome


                  Reduce                                                                    Create


                                                                          • New revenue models
• Graphics
                                                                               • no console or title based revenue
• Hi-end technology – leveraging facebook
                                                                               • Partnerships & advertising based
• Effort & time involved in playing games                                      revenue
• Entry barriers for users                                                • Games that makes friends
•Marketing costs



                  © 2012 Regalix Inc. Confidential, All Rights Reserved
The Strategy Canvas- Zynga (Farm Ville)

 High




Medium




 Low


                   Consoles
                                         Time &                                     Winner/   Graphi   Game     Marketin   Commun   Educati
 Relevance Scale




                      &        Cost                          Violence                Loser                                   ity
                                                                                                                                                Sharing   Creativity
                   Hardware               Effort                                                cs     Genere      g                  on



                                 Traditional Gaming Industry                                                                                  Zynga



                              Attributes of Industry & Competitors

                                      © 2012 Regalix Inc. Confidential, All Rights Reserved
The Three Tiers of Non Customers

 Tier 3 Non
 Customers                                                        Tier 3 non customers: “unexplored” non customers who are in markets
                                                                  distant from yours.

 Tier 2 Non
 Customers
                                                         Tier 2 non customers: refusing noncustomers who consciously choose against your market


 Tier 1 – Non
  Customers

                                                                 Tier 1 non customers : “soon-to-be” noncustomers who are on the edge of
                                                                 your market, waiting to jump ship

Non Customers

                                                                        Managing the three tiers of Non customers

                                                             Tier 1 non customers :
                                                                       Investigate un satisfaction
                                                                       Key commonalities across needs & desires
                                                                       E.G. PRET A MANGER- British fast food chain
                                                             Tier 2 non customers:
                                                                       Eliminate access barriers
                                                                       Economic, functional, education, geographical
                                                             Tier 3 non customers:
                                                                       Remove long held assumption on customer needs & behavior

         © 2012 Regalix Inc. Confidential, All Rights Reserved
What did Zynga Change?
                              Tier 1 Non-Customers                       Tier 2 Non-Customers               Tier 3 Non –Customers


                              Regular players – teenage boys,             Casual Players - working                Parents- women/
     Audience                          teenage girls                     men/ women became casual                   housewives
                                                                                  players
      Change 1                Changed genres completely –                Cost of acquisition – free              Removed violence
                              from shooting, arcade, racing,
                              to simulation
      Change 2                Made social networking fun                 Eliminated hassles of consoles,    Play with friends and family –
                              and more exciting                          game titles, accessories,            not necessarily together /
                                                                         hardware & setups                             real time
       Results                Fun lasts longer, with reduced             Non serious casual play to relax   No winner – no loser
                              time and effort                                      / unwind




• Zynga looked across non customers and attracted new buyer groups to
  create an industry that did not exist earlier
• Zynga also capitalized on the ongoing trends of Social media to mount its
  games offering to provide an unprecedented customer utility


                 © 2012 Regalix Inc. Confidential, All Rights Reserved
Case Study - 4

• Introduction to PMS maps




     © 2012 Regalix Inc. Confidential, All Rights Reserved
The Khan Academy Story

•   The Khan academy is a non-profit educational organization created in 2006 by
    salman khan- A MIT & harvard business school alumni
•   Free online collection of more than 3,300 micro lectures
     – Think out loud video tutorials in mathematics, sciences, engineering &
        medicine, economics, finance, arts, history, civics and even computer science
     – Automated exercises with continuous assessment
     – Content delivered offline in community colleges, charter schools and other schools
        across US
     – Providing a high quality education to anyone, anywhere
•   Mission : to accelerate learning for students of all ages
•   Khan academy has eclipsed mit’s open courseware ( OCW) in terms of videos viewed
     –    Its youtube channel has more than 172 million total views, compared to mit's 38 million.
     –   It also has twice as many subscribers, at more than 369,000
     –   Over 177 million lessons delivered till date
     –   Close to quarter billion dollars in donation
     –   Team size of just 20 people
     –   Amongst the 100 most influential people of the world



                     © 2012 Regalix Inc. Confidential, All Rights Reserved
Creating the blue ocean
              Traditional Learning
                                                                                                Khanacademy


                                                                               1)   Khanacademy filled the gaps existing in
1) Industry divided into 2 segments                                                 traditional brick & mortar school learning
      • Brick & mortar Learning – Schools/ Colleges                            •    Videos & Exercises to be used as a teaching aid
                                                                                    and not replacement for teacher
      • Online learning
                                                                               •    Use analytics and technology to figure out the
2) Learning is centered around students                                             Strengths & weakness of students

3) The factors the industry was competing on:                                  2) Learning is centered around
• Student teacher ratio                                                        students, teachers and parents
• Class room Interaction
• Cost of learning / Education
• Interactive Learning                                                         4) Everybody gets equal opportunity /
                                                                               attention/ Learning
4) Smart kids get more attention than other kids
                                                                               5) Unique Pedagogy -
5) Focused pedagogy – Teacher talks – Students listen                          • Stop, rewind, understand , then play, Solve
– Therefore Students learn                                                     problems and even teach others

6) Teachers Judge student’s strength / weakness                                6) Analytics drive the understanding of each
                                                                               students strengths & Weakness


                       © 2012 Regalix Inc. Confidential, All Rights Reserved
4 Actions Framework – Khan Academy
                        Eliminate                                                                      Raise

                                                                                     • Quality of Learning
                                                                                     • Equality of Learning
• Need of classrooms for learning
                                                                                     • Simplicity in learning
• Boring teachers and lectures
                                                                                     • Progress & Tracking management
• Cost of education
                                                                                     •Sharing and mentoring
                                                                                     • Emotional Connect


                             Reduce                                                                    Create



• Difficulty level /s in Learning                                                    • Enriched and vibrant class rooms
• Entry barriers for quality education                                     ( for     •Interactivity and fun while learning
students across the world)                                                           • More involvement from parents,
• Pedagogy based learning                                                            teachers & kids




                             © 2012 Regalix Inc. Confidential, All Rights Reserved
The Strategy Canvas- Khan Academy

 High




Medium




 Low


                                 Cost of         Teacher                                                                      Learnin    Involve                          Enriched
 Relevance Scale




                   Classroo                                            Learning              Learning   Student    Simplici                                  Emotiona
                                Learning/        student                                                                         g        ment     Sharing               Classroom
                      ms                                               pedagogy               Quality   Tracking      ty                  Levels              l Appeal
                                Teaching           ratio                                                                      equality                                        s



                                  Traditional Education/ Schooling Industry                                                                          KhanAcademy.org


                              Attributes of Industry & Competitors

                                            © 2012 Regalix Inc. Confidential, All Rights Reserved
Khan Academy + Classroom learning = Blended learning

                                          Regular students–
          Audience                            Students
                                                                                          Teachers                           Parents

           Change 1                Classroom teaching now done                   Forced the teachers to view           Started re learning and
                                   at home                                       videos and exercises                 refreshing their concepts



           Change 2                Pairing classmates with each                  Deep analytics and data to           Understand their child’s
                                   other facilitated easier learning             understand the student             strengths and talents better
                                                                                 learning behaviors and interests


           Change 3                Classroom is enriched – with                     Equality of learning            Understanding their
                                   higher level discussions and                                                     aspirations better
                                   problem solving
           Change 4                Mentoring and coaching by                        More quality time with          More quality time with
                                   students – to students across                          students                  parents
                                   the world – Empowered
                                   learning
•    Clubbed the best of both worlds – More constructive and enriched classroom based learning
•    Teachers have more quality time with students
      –    Teacher provides more time to students who need them
      –    If a student gets stuck in a subject / topic – he / she is paired with other student - to facilitate easy
           learning
•    Students can coach and mentor other students ( to anyone -across the world)
•    Parents really know what their kids are doing and what they are good at – with analytics
                         © 2012 Regalix Inc. Confidential, All Rights Reserved
Introduction to Pioneer, Migrator and Settler Maps

                                                                                                                               Blended Learning
       Pioneer                                                          Khan Academy                                         (Online + Classroom)
                                                                                                                        •Online teaching aids / Supplements
    ( Value Innovation)                                                                                                 classroom teaching



       Migrator                                                                                                               Online Learning
( Value Improvement)                                                                                                    (Online, mobile, ipad, Social)



       Settlers                                                                                                             Traditional brick &
                                                                                                                              mortar learning
    ( Value Imitation)                                                                                                      (Schooling System)

                                                   Today                               Tomorrow

•      Settlers are defined as me-too businesses, Migrators are business offerings better than most in the
       marketplace, and a pioneers is the businesses that offer unprecedented value.
•      Every thriving market place has high no of Settlers, moderate migrators and low / medium pioneers. The
       classification is also directly proportional to the growth potentials
•      This framework can be used to help a company align its internal product portfolios
         –    Today's market share is a reflection of how well a business has performed historically.
         –    Thereby help in determining which businesses experience the highest and lowest growth and cash flow.
         –    Clearly, what companies should be doing is shifting the balance of their future portfolio toward pioneers
         –    If current portfolio and the planned offerings consist mainly of settlers then the company has low growth trajectory



                               © 2012 Regalix Inc. Confidential, All Rights Reserved
Challenging the boundaries




  © 2012 Regalix Inc. Confidential, All Rights Reserved
What did they do differently?
                                                                                                                              Private Jet
                                                                                                                            Convenience +
                                           Looking beyond
                                                                                             Most profitable                   Marginal
                                             the current
                                                                                             strategic group               increase in cost
                                               Industry
                                                                                                                             + Fractional
  NETJETS                                                                                                                    Ownership



                                                                              Corporate and business
                                    Private jet industry
                                                                                  class travelers




                                      Looked at unique                                     Leveraged the
                                                                                                                           Customized , No
Indochino.com                          Strategic groups
                                          within the
                                                                                             Scope of
                                                                                          product/ Service
                                                                                                                                Hassles
                                                                                                                            affordable suit
                                           industry                                           offering




                                                                        Reduced the consumer’s effort by eliminating
                       Audience who wanted a good
                                                                        the need to choose store, Tailors, Customization
                       fitting suit at a nominal price
                                                                        costs etc




                © 2012 Regalix Inc. Confidential, All Rights Reserved
What did they do differently?

                                                                                                                 Looked
                          Looking                                                   Increased
                                                                        Newer                                  across time          Gaming
   Zynga                 beyond the
                           current
                                                                        Buyer
                                                                                     scope of
                                                                                     product/
                                                                                                               to leverage           with
                                                                        Groups                                    social            Friends
                          Industry                                                    games
                                                                                                               networking


               Made a Niche                          Looked at Non Buyer         Made games            Looked at the audience
               Industry                              Groups                      more                  trends and
               to a mass                             by eliminating their        Social &              Provided unprecedented
               industry.                             pain points                 Educational           value




                                                                                     Reduced
                          Improved
                                                                                   Functional                    Looked            Empowere
                             the                                        Newer
                                                                                        &                      across time             d&
                           scope of                                     Buyer
Khan Academy               Product
                          Offerings
                                                                        Groups
                                                                                    Increased
                                                                                   emotional
                                                                                                               to leverage
                                                                                                                  trends
                                                                                                                                    Enriched
                                                                                                                                   classrooms
                                                                                   orientation


                Eliminated the pain                        Expanded the           • No frills service – just   Looked at the
                points in a                                horizon by             click, play, watch, learn    audience needs
                conventional                               involving              & practice utility           and
                system                                     teachers &             • Commitment to              Used his learning
                through a                                  parents                quality education –          medium to blend
                complementary                                                     increased emotional          with Conventional
                service offering                                                  appeal                       learning

                © 2012 Regalix Inc. Confidential, All Rights Reserved
Summary of the webinar

• Blue ocean strategy is about creating value innovation to the
  buyers
• Its about questioning and challenging the current industry
  boundaries and breaking out of them
• We also learnt through case studies
   – How a B2C industry was made into B2B Industry – Net Jets
   – How a new niche industry was created by providing buyer utility and
     convenience values - IndoChino.com
   – How a Niche industry was made into a mass industry – Zynga
   – How two industries could work together to create unprecedented
     value & utility to the audience – Khan academy



              © 2012 Regalix Inc. Confidential, All Rights Reserved
Blue Ocean Strategy Principles
                      Strategy Formulation                                                                       Strategy Execution
                                                                                      Business Model         Business Model        Business Model
  Search Risks          Planning Risks                                 Scale Risks
                                                                                           Risks                  Risks                 Risks

                          Strategic                                                      Business                                  Management
6 Paths Approach                                                   Market Sizing                             Mobilization
                          Planning                                                        Model                                       Risks

                                                                                       Getting the
 Reconstruct           Focus on Big                              Reach Beyond                                Overcoming               Building
                                                                                         strategic
   Market              Picture – Not                                Existing                                 Organization            Execution
                                                                                        Sequence
 Boundaries              Numbers                                   Demand                                     al hurdles           into Strategy
                                                                                           Right

                                                                                      •Sequence the
                      Use visualization to
•Alternative                                                                          business Model to
                      plan beyond
Industries                                                      •Challenge            capture newly
                      incremental                                                                            Tipping Point
•Strategic groups                                               Conventional          created value
                      changes                                                                                leadership to         Execution
•Buyer Groups                                                   practices             •Buyer Utility
                      •Visual Awakening                                                                      Tackle                through:
•Complementary                                                  •Consolidate          Mapping
                      • Visual Exploitation                                                                  • Cognitive hurdles   Engagement
Product offerings                                               demand by             •Pricing & corridors
                      • Strategy Fair                                                                        •Resource Hurdles     •Explanation
•Functional                                                     focusing on Non       of Masses
                      • Visual                                                                               •Motivational         •Clarity of
Emotional                                                       Customers             • Cost Targets
                      Communication                                                                          Hurdles               expectations
Orientation                                                     • Three tiers of      based on margins
                      • Pioneer, Migrator,                                                                   • Political Hurdles
•Time                                                           Non Customers         desired
                      Settler Map
                                                                                      • Potential
                                                                                      Adoption obstacles


                    To be Continued in next Webinar
                              © 2012 Regalix Inc. Confidential, All Rights Reserved
Questions ?


50
     © 2012 Regalix Inc. Confidential, All Rights Reserved
Get in Touch


    Forefront of Innovation                                                           visit: www.regalix.com
       Digital Marketing Services
       Technology Enabled Services                                                    If you have any questions about this webinar please
       Regalix Labs                                                                    feel free to get in touch with the speaker Pavan Kumar,
                                                                                        pavan@regalix-inc.com
    Multi-disciplinary Leadership Team & Strong Advisory
     Board, 175+ Team
                                                                                       For a free evaluation of your website / ecommerce
    Fortune 500 and Venture Backed Customers (B2B and                                  portal, please get in touch with Ritu Josan,
     B2C)                                                                               rjosan@regalix-inc.com


    Global Operations: HQ in Silicon Valley, 4 Offices

    Industry Recognition




    51
                            © 2012 Regalix Inc. Confidential, All Rights Reserved

More Related Content

What's hot

Blue Ocean Strategy - Creating Value Innovations
Blue Ocean Strategy - Creating Value InnovationsBlue Ocean Strategy - Creating Value Innovations
Blue Ocean Strategy - Creating Value Innovations
melanie_ernst
 
A Comparative Study on Working Capital Management of Tata Motors Limited and ...
A Comparative Study on Working Capital Management of Tata Motors Limited and ...A Comparative Study on Working Capital Management of Tata Motors Limited and ...
A Comparative Study on Working Capital Management of Tata Motors Limited and ...
Dr. Amarjeet Singh
 
Blue ocean strategy presentation
Blue ocean strategy presentationBlue ocean strategy presentation
Blue ocean strategy presentation
Ajay Mohan Goel
 
Porter 5 Forces
Porter 5 ForcesPorter 5 Forces
Porter 5 Forces
Ahmad Saufe Nawi, CPIF
 
Samsung final
Samsung finalSamsung final
Samsung final
Rakib Hasan
 
Mahindra Scorpio - A case study in brand management
Mahindra Scorpio - A case study in brand managementMahindra Scorpio - A case study in brand management
Mahindra Scorpio - A case study in brand management
Ishan Pratik
 
A project report on service marketing
A project report on service marketingA project report on service marketing
A project report on service marketing
Projects Kart
 
Vodafone Brand Analysis
Vodafone Brand AnalysisVodafone Brand Analysis
Vodafone Brand Analysis
Hitaishi Gupta
 
Human Resource Planning Goldman sachs
Human Resource Planning Goldman sachsHuman Resource Planning Goldman sachs
Human Resource Planning Goldman sachs
Leonard Bruno
 
Product life cycle coca cola
Product life cycle   coca colaProduct life cycle   coca cola
Product life cycle coca cola
NIBM
 
Brandinfg of cadbury final year
Brandinfg of cadbury final year Brandinfg of cadbury final year
Brandinfg of cadbury final year
Rupal Trivedi
 
Performance management practices of Apple
 Performance management practices of Apple  Performance management practices of Apple
Performance management practices of Apple
Pallavi Priya
 
Using Porter's 5 Forces on Apple
Using Porter's 5 Forces on AppleUsing Porter's 5 Forces on Apple
Using Porter's 5 Forces on Apple
sophlee
 
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
Kopila Shrestha
 
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf ChaudhryThe 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
Ashraf Chaudhry
 
Blue Ocean Strategy
Blue Ocean Strategy  Blue Ocean Strategy
Blue Ocean Strategy
Yodhia Antariksa
 
Dialog presentation
Dialog presentationDialog presentation
Dialog presentation
Dilruk Anuranjana
 
Case study on strategic management
Case study on strategic managementCase study on strategic management
Case study on strategic management
Umar Khan
 
Tata ace
Tata aceTata ace
Strategic Management (Lecture 1 45)
Strategic Management (Lecture 1  45)Strategic Management (Lecture 1  45)
Strategic Management (Lecture 1 45)
junaid khan
 

What's hot (20)

Blue Ocean Strategy - Creating Value Innovations
Blue Ocean Strategy - Creating Value InnovationsBlue Ocean Strategy - Creating Value Innovations
Blue Ocean Strategy - Creating Value Innovations
 
A Comparative Study on Working Capital Management of Tata Motors Limited and ...
A Comparative Study on Working Capital Management of Tata Motors Limited and ...A Comparative Study on Working Capital Management of Tata Motors Limited and ...
A Comparative Study on Working Capital Management of Tata Motors Limited and ...
 
Blue ocean strategy presentation
Blue ocean strategy presentationBlue ocean strategy presentation
Blue ocean strategy presentation
 
Porter 5 Forces
Porter 5 ForcesPorter 5 Forces
Porter 5 Forces
 
Samsung final
Samsung finalSamsung final
Samsung final
 
Mahindra Scorpio - A case study in brand management
Mahindra Scorpio - A case study in brand managementMahindra Scorpio - A case study in brand management
Mahindra Scorpio - A case study in brand management
 
A project report on service marketing
A project report on service marketingA project report on service marketing
A project report on service marketing
 
Vodafone Brand Analysis
Vodafone Brand AnalysisVodafone Brand Analysis
Vodafone Brand Analysis
 
Human Resource Planning Goldman sachs
Human Resource Planning Goldman sachsHuman Resource Planning Goldman sachs
Human Resource Planning Goldman sachs
 
Product life cycle coca cola
Product life cycle   coca colaProduct life cycle   coca cola
Product life cycle coca cola
 
Brandinfg of cadbury final year
Brandinfg of cadbury final year Brandinfg of cadbury final year
Brandinfg of cadbury final year
 
Performance management practices of Apple
 Performance management practices of Apple  Performance management practices of Apple
Performance management practices of Apple
 
Using Porter's 5 Forces on Apple
Using Porter's 5 Forces on AppleUsing Porter's 5 Forces on Apple
Using Porter's 5 Forces on Apple
 
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
Maruti Suzuki India Limited-Competitive Strategies of the Market Leader Criti...
 
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf ChaudhryThe 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
The 11 Corporate Lessons From Movie Rocket Singh By Ashraf Chaudhry
 
Blue Ocean Strategy
Blue Ocean Strategy  Blue Ocean Strategy
Blue Ocean Strategy
 
Dialog presentation
Dialog presentationDialog presentation
Dialog presentation
 
Case study on strategic management
Case study on strategic managementCase study on strategic management
Case study on strategic management
 
Tata ace
Tata aceTata ace
Tata ace
 
Strategic Management (Lecture 1 45)
Strategic Management (Lecture 1  45)Strategic Management (Lecture 1  45)
Strategic Management (Lecture 1 45)
 

Viewers also liked

Blue Ocean Strategy - Summary and Examples
Blue Ocean Strategy - Summary and ExamplesBlue Ocean Strategy - Summary and Examples
Blue Ocean Strategy - Summary and Examples
Khai Biau Yip
 
Blue ocean strategy part2
Blue ocean strategy part2Blue ocean strategy part2
Blue ocean strategy part2
Pavan kumar
 
Blue Ocean Strategy -Part 1
Blue Ocean Strategy -Part 1Blue Ocean Strategy -Part 1
Blue Ocean Strategy -Part 1
Pavan Kumar
 
Blue Ocean Strategy - Part 2 - Advanced
Blue Ocean Strategy - Part 2 - AdvancedBlue Ocean Strategy - Part 2 - Advanced
Blue Ocean Strategy - Part 2 - Advanced
Pavan Kumar
 
Blue ocean strategy Part 2
Blue ocean strategy Part 2Blue ocean strategy Part 2
Blue ocean strategy Part 2
Regalix
 
Blue ocean strategy ppt slides
Blue ocean strategy ppt slidesBlue ocean strategy ppt slides
Blue ocean strategy ppt slides
Yodhia Antariksa
 
Blue Ocean Strategy
Blue Ocean StrategyBlue Ocean Strategy
Blue Ocean Strategy
Sreekanth Jayanti
 
Blueoceanstrategy | Youtube Strategy
Blueoceanstrategy | Youtube StrategyBlueoceanstrategy | Youtube Strategy
Blueoceanstrategy | Youtube Strategy
Ammar Shafiq
 
Blue Ocean Strategy
Blue Ocean StrategyBlue Ocean Strategy
Blue Ocean Strategy
donovangaboya
 
Four actions framework of blue ocean applied to jet blue
Four actions framework of blue ocean applied to jet blueFour actions framework of blue ocean applied to jet blue
Four actions framework of blue ocean applied to jet blue
Neil Kizhakayil George
 
Blue ocean Red Ocean strategy
Blue ocean Red Ocean strategyBlue ocean Red Ocean strategy
Blue ocean Red Ocean strategy
David Zaki
 
Marketing plan ppt slides
Marketing plan ppt slidesMarketing plan ppt slides
Marketing plan ppt slides
Yodhia Antariksa
 
Value Curve CANVAS Steps
Value Curve CANVAS StepsValue Curve CANVAS Steps
Value Curve CANVAS Steps
IQS Barcelona
 
INTERNSHIP @ RASNA BEVERAGES DEVISION
 INTERNSHIP @ RASNA BEVERAGES DEVISION INTERNSHIP @ RASNA BEVERAGES DEVISION
INTERNSHIP @ RASNA BEVERAGES DEVISION
Safexpress Private Limited
 
FEDEX blue ocean strategy
FEDEX blue ocean strategyFEDEX blue ocean strategy
FEDEX blue ocean strategy
Team Pramkaew
 
Summary of Chapter 1 What is Strategy - Understanding Strategic Management
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementSummary of Chapter 1 What is Strategy - Understanding Strategic Management
Summary of Chapter 1 What is Strategy - Understanding Strategic Management
Donny Sitompul
 
Tata Nano
Tata NanoTata Nano
Tata Nano
nagenderyadav
 
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
Bhaskar Jyoti Bora
 
nintendo and blue ocean strategy
nintendo and blue ocean strategynintendo and blue ocean strategy
nintendo and blue ocean strategy
Yunru Feng
 

Viewers also liked (20)

Blue Ocean Strategy - Summary and Examples
Blue Ocean Strategy - Summary and ExamplesBlue Ocean Strategy - Summary and Examples
Blue Ocean Strategy - Summary and Examples
 
Blue ocean strategy part2
Blue ocean strategy part2Blue ocean strategy part2
Blue ocean strategy part2
 
Blue Ocean Strategy -Part 1
Blue Ocean Strategy -Part 1Blue Ocean Strategy -Part 1
Blue Ocean Strategy -Part 1
 
Blue Ocean Strategy - Part 2 - Advanced
Blue Ocean Strategy - Part 2 - AdvancedBlue Ocean Strategy - Part 2 - Advanced
Blue Ocean Strategy - Part 2 - Advanced
 
Blue ocean strategy Part 2
Blue ocean strategy Part 2Blue ocean strategy Part 2
Blue ocean strategy Part 2
 
Blue ocean strategy ppt slides
Blue ocean strategy ppt slidesBlue ocean strategy ppt slides
Blue ocean strategy ppt slides
 
Blue Ocean Strategy
Blue Ocean StrategyBlue Ocean Strategy
Blue Ocean Strategy
 
Blueoceanstrategy | Youtube Strategy
Blueoceanstrategy | Youtube StrategyBlueoceanstrategy | Youtube Strategy
Blueoceanstrategy | Youtube Strategy
 
Blue Ocean Strategy
Blue Ocean StrategyBlue Ocean Strategy
Blue Ocean Strategy
 
Four actions framework of blue ocean applied to jet blue
Four actions framework of blue ocean applied to jet blueFour actions framework of blue ocean applied to jet blue
Four actions framework of blue ocean applied to jet blue
 
Blue ocean Red Ocean strategy
Blue ocean Red Ocean strategyBlue ocean Red Ocean strategy
Blue ocean Red Ocean strategy
 
Marketing plan ppt slides
Marketing plan ppt slidesMarketing plan ppt slides
Marketing plan ppt slides
 
Blue Ocean Strategy
Blue Ocean StrategyBlue Ocean Strategy
Blue Ocean Strategy
 
Value Curve CANVAS Steps
Value Curve CANVAS StepsValue Curve CANVAS Steps
Value Curve CANVAS Steps
 
INTERNSHIP @ RASNA BEVERAGES DEVISION
 INTERNSHIP @ RASNA BEVERAGES DEVISION INTERNSHIP @ RASNA BEVERAGES DEVISION
INTERNSHIP @ RASNA BEVERAGES DEVISION
 
FEDEX blue ocean strategy
FEDEX blue ocean strategyFEDEX blue ocean strategy
FEDEX blue ocean strategy
 
Summary of Chapter 1 What is Strategy - Understanding Strategic Management
Summary of Chapter 1 What is Strategy - Understanding Strategic ManagementSummary of Chapter 1 What is Strategy - Understanding Strategic Management
Summary of Chapter 1 What is Strategy - Understanding Strategic Management
 
Tata Nano
Tata NanoTata Nano
Tata Nano
 
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
TU Patiala Aman Mehta -What marketing strategies are appropriate at each stag...
 
nintendo and blue ocean strategy
nintendo and blue ocean strategynintendo and blue ocean strategy
nintendo and blue ocean strategy
 

Similar to Blue Ocean Strategy - Making Competition Irrelevant - Part 1

Blue ocean strategy –part 1
Blue ocean strategy –part 1Blue ocean strategy –part 1
Blue ocean strategy –part 1
Pavan kumar
 
Ibm bp guide-010512
Ibm bp guide-010512Ibm bp guide-010512
Ibm bp guide-010512
jlstowell333
 
Dean Williams - Overview
Dean Williams - OverviewDean Williams - Overview
Dean Williams - Overview
deanwilliams2009
 
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
Corporate Visions
 
Imj conference2012 chapter2_マーケティング投資配分最適化_2
Imj conference2012 chapter2_マーケティング投資配分最適化_2Imj conference2012 chapter2_マーケティング投資配分最適化_2
Imj conference2012 chapter2_マーケティング投資配分最適化_2
IMJ Corporation
 
SagaciousThink Overview
SagaciousThink OverviewSagaciousThink Overview
SagaciousThink Overview
LouAnn Conner
 
Success in the USA
Success in the USASuccess in the USA
Success in the USA
MaRS Discovery District
 
CRM Manufacturing - Birmingham 25th Jan 2012
CRM Manufacturing - Birmingham 25th Jan 2012CRM Manufacturing - Birmingham 25th Jan 2012
CRM Manufacturing - Birmingham 25th Jan 2012
antonioferrin
 
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthMEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
David Baker
 
Developing A Strategic Business Plan Part 1 (Pages 1 36)
Developing A Strategic Business Plan Part 1 (Pages 1   36)Developing A Strategic Business Plan Part 1 (Pages 1   36)
Developing A Strategic Business Plan Part 1 (Pages 1 36)
Earl Stevens
 
Minuteman Advisory Partners
Minuteman Advisory PartnersMinuteman Advisory Partners
Minuteman Advisory Partners
bhafer01
 
Developing A Strategic Business Plan
Developing A Strategic Business PlanDeveloping A Strategic Business Plan
Developing A Strategic Business Plan
Earl Stevens
 
Developing A Strategic Business Plan
Developing A Strategic Business PlanDeveloping A Strategic Business Plan
Developing A Strategic Business Plan
Earl Stevens
 
Sales Best Practice Study 2009
Sales Best Practice Study 2009Sales Best Practice Study 2009
Sales Best Practice Study 2009
heinohovingh
 
The Strategy accelerator - Business models with sustainable competitive advan...
The Strategy accelerator - Business models with sustainable competitive advan...The Strategy accelerator - Business models with sustainable competitive advan...
The Strategy accelerator - Business models with sustainable competitive advan...
Alfred Griffioen
 
BrandZ Report
BrandZ ReportBrandZ Report
BrandZ Report
Son Huynh
 
EyeforTravel - Revenue Management & Pricing in Travel USA 2008
EyeforTravel - Revenue Management & Pricing in Travel USA 2008EyeforTravel - Revenue Management & Pricing in Travel USA 2008
EyeforTravel - Revenue Management & Pricing in Travel USA 2008
EyeforTravel
 
BAL Pg
BAL PgBAL Pg
BAL Pg
Jane Wagner
 
Branding Marketing Sales Solution Using 1 K E Y
Branding  Marketing  Sales  Solution  Using 1 K E YBranding  Marketing  Sales  Solution  Using 1 K E Y
Branding Marketing Sales Solution Using 1 K E Y
Sanjay Mehta
 
Strategic Thinking: It's Your Future
Strategic Thinking: It's Your FutureStrategic Thinking: It's Your Future
Strategic Thinking: It's Your Future
Transformation Consulting Group
 

Similar to Blue Ocean Strategy - Making Competition Irrelevant - Part 1 (20)

Blue ocean strategy –part 1
Blue ocean strategy –part 1Blue ocean strategy –part 1
Blue ocean strategy –part 1
 
Ibm bp guide-010512
Ibm bp guide-010512Ibm bp guide-010512
Ibm bp guide-010512
 
Dean Williams - Overview
Dean Williams - OverviewDean Williams - Overview
Dean Williams - Overview
 
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
Sales & Marketing Revitalizing the Value Proposition, Keith O'Brien, Frost & ...
 
Imj conference2012 chapter2_マーケティング投資配分最適化_2
Imj conference2012 chapter2_マーケティング投資配分最適化_2Imj conference2012 chapter2_マーケティング投資配分最適化_2
Imj conference2012 chapter2_マーケティング投資配分最適化_2
 
SagaciousThink Overview
SagaciousThink OverviewSagaciousThink Overview
SagaciousThink Overview
 
Success in the USA
Success in the USASuccess in the USA
Success in the USA
 
CRM Manufacturing - Birmingham 25th Jan 2012
CRM Manufacturing - Birmingham 25th Jan 2012CRM Manufacturing - Birmingham 25th Jan 2012
CRM Manufacturing - Birmingham 25th Jan 2012
 
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthMEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at Birth
 
Developing A Strategic Business Plan Part 1 (Pages 1 36)
Developing A Strategic Business Plan Part 1 (Pages 1   36)Developing A Strategic Business Plan Part 1 (Pages 1   36)
Developing A Strategic Business Plan Part 1 (Pages 1 36)
 
Minuteman Advisory Partners
Minuteman Advisory PartnersMinuteman Advisory Partners
Minuteman Advisory Partners
 
Developing A Strategic Business Plan
Developing A Strategic Business PlanDeveloping A Strategic Business Plan
Developing A Strategic Business Plan
 
Developing A Strategic Business Plan
Developing A Strategic Business PlanDeveloping A Strategic Business Plan
Developing A Strategic Business Plan
 
Sales Best Practice Study 2009
Sales Best Practice Study 2009Sales Best Practice Study 2009
Sales Best Practice Study 2009
 
The Strategy accelerator - Business models with sustainable competitive advan...
The Strategy accelerator - Business models with sustainable competitive advan...The Strategy accelerator - Business models with sustainable competitive advan...
The Strategy accelerator - Business models with sustainable competitive advan...
 
BrandZ Report
BrandZ ReportBrandZ Report
BrandZ Report
 
EyeforTravel - Revenue Management & Pricing in Travel USA 2008
EyeforTravel - Revenue Management & Pricing in Travel USA 2008EyeforTravel - Revenue Management & Pricing in Travel USA 2008
EyeforTravel - Revenue Management & Pricing in Travel USA 2008
 
BAL Pg
BAL PgBAL Pg
BAL Pg
 
Branding Marketing Sales Solution Using 1 K E Y
Branding  Marketing  Sales  Solution  Using 1 K E YBranding  Marketing  Sales  Solution  Using 1 K E Y
Branding Marketing Sales Solution Using 1 K E Y
 
Strategic Thinking: It's Your Future
Strategic Thinking: It's Your FutureStrategic Thinking: It's Your Future
Strategic Thinking: It's Your Future
 

More from Regalix

State of B2B Search Marketing 2015
State of B2B Search Marketing 2015State of B2B Search Marketing 2015
State of B2B Search Marketing 2015
Regalix
 
State of B2B Social Media Marketing 2015
State of B2B Social Media Marketing 2015State of B2B Social Media Marketing 2015
State of B2B Social Media Marketing 2015
Regalix
 
State of B2B mobile marketing 2015 slideshare
State of B2B mobile marketing 2015   slideshareState of B2B mobile marketing 2015   slideshare
State of B2B mobile marketing 2015 slideshare
Regalix
 
State of B2B marketing automation 2015
State of B2B marketing automation 2015 State of B2B marketing automation 2015
State of B2B marketing automation 2015
Regalix
 
Measure Your Product Management Effectiveness And Success
Measure Your Product Management Effectiveness And SuccessMeasure Your Product Management Effectiveness And Success
Measure Your Product Management Effectiveness And Success
Regalix
 
Remodel Your Marketing With Analytics And Dashboards
Remodel Your Marketing With Analytics And DashboardsRemodel Your Marketing With Analytics And Dashboards
Remodel Your Marketing With Analytics And Dashboards
Regalix
 
State Of B2B Marketing Metrics And Analytics 2015
State Of B2B Marketing Metrics And Analytics 2015State Of B2B Marketing Metrics And Analytics 2015
State Of B2B Marketing Metrics And Analytics 2015
Regalix
 
SEO Mastery in 2015
SEO Mastery in 2015SEO Mastery in 2015
SEO Mastery in 2015
Regalix
 
State of B2B Content Marketing 2015
State of B2B Content Marketing 2015State of B2B Content Marketing 2015
State of B2B Content Marketing 2015
Regalix
 
Content Marketing 2015: Welcome To The 7th Era of Marketing
Content Marketing 2015: Welcome To The 7th Era of MarketingContent Marketing 2015: Welcome To The 7th Era of Marketing
Content Marketing 2015: Welcome To The 7th Era of Marketing
Regalix
 
Video Marketing and Advertising : Tactics, Measurements, & Trends
Video Marketing and Advertising : Tactics, Measurements, & Trends  Video Marketing and Advertising : Tactics, Measurements, & Trends
Video Marketing and Advertising : Tactics, Measurements, & Trends
Regalix
 
The State of Product Marketing
The State of Product Marketing The State of Product Marketing
The State of Product Marketing
Regalix
 
The State of Marketing Automation
The State of Marketing AutomationThe State of Marketing Automation
The State of Marketing Automation
Regalix
 
The State of Search Marketing
The State of Search Marketing The State of Search Marketing
The State of Search Marketing
Regalix
 
The State of B2B Event Marketing
The State of B2B Event MarketingThe State of B2B Event Marketing
The State of B2B Event Marketing
Regalix
 
State of B2B Customer Experience 2014
State of B2B Customer Experience 2014 State of B2B Customer Experience 2014
State of B2B Customer Experience 2014
Regalix
 
B2B Social Media Marketing Trends 2013
B2B Social Media Marketing Trends 2013B2B Social Media Marketing Trends 2013
B2B Social Media Marketing Trends 2013
Regalix
 
Pre Sale Content Marketing Trends 2013
Pre Sale Content Marketing Trends 2013Pre Sale Content Marketing Trends 2013
Pre Sale Content Marketing Trends 2013
Regalix
 
Post-Sales Content Marketing Trends 2013
Post-Sales Content Marketing Trends 2013Post-Sales Content Marketing Trends 2013
Post-Sales Content Marketing Trends 2013
Regalix
 
Mobile Marketing Trends 2013
Mobile Marketing Trends 2013Mobile Marketing Trends 2013
Mobile Marketing Trends 2013
Regalix
 

More from Regalix (20)

State of B2B Search Marketing 2015
State of B2B Search Marketing 2015State of B2B Search Marketing 2015
State of B2B Search Marketing 2015
 
State of B2B Social Media Marketing 2015
State of B2B Social Media Marketing 2015State of B2B Social Media Marketing 2015
State of B2B Social Media Marketing 2015
 
State of B2B mobile marketing 2015 slideshare
State of B2B mobile marketing 2015   slideshareState of B2B mobile marketing 2015   slideshare
State of B2B mobile marketing 2015 slideshare
 
State of B2B marketing automation 2015
State of B2B marketing automation 2015 State of B2B marketing automation 2015
State of B2B marketing automation 2015
 
Measure Your Product Management Effectiveness And Success
Measure Your Product Management Effectiveness And SuccessMeasure Your Product Management Effectiveness And Success
Measure Your Product Management Effectiveness And Success
 
Remodel Your Marketing With Analytics And Dashboards
Remodel Your Marketing With Analytics And DashboardsRemodel Your Marketing With Analytics And Dashboards
Remodel Your Marketing With Analytics And Dashboards
 
State Of B2B Marketing Metrics And Analytics 2015
State Of B2B Marketing Metrics And Analytics 2015State Of B2B Marketing Metrics And Analytics 2015
State Of B2B Marketing Metrics And Analytics 2015
 
SEO Mastery in 2015
SEO Mastery in 2015SEO Mastery in 2015
SEO Mastery in 2015
 
State of B2B Content Marketing 2015
State of B2B Content Marketing 2015State of B2B Content Marketing 2015
State of B2B Content Marketing 2015
 
Content Marketing 2015: Welcome To The 7th Era of Marketing
Content Marketing 2015: Welcome To The 7th Era of MarketingContent Marketing 2015: Welcome To The 7th Era of Marketing
Content Marketing 2015: Welcome To The 7th Era of Marketing
 
Video Marketing and Advertising : Tactics, Measurements, & Trends
Video Marketing and Advertising : Tactics, Measurements, & Trends  Video Marketing and Advertising : Tactics, Measurements, & Trends
Video Marketing and Advertising : Tactics, Measurements, & Trends
 
The State of Product Marketing
The State of Product Marketing The State of Product Marketing
The State of Product Marketing
 
The State of Marketing Automation
The State of Marketing AutomationThe State of Marketing Automation
The State of Marketing Automation
 
The State of Search Marketing
The State of Search Marketing The State of Search Marketing
The State of Search Marketing
 
The State of B2B Event Marketing
The State of B2B Event MarketingThe State of B2B Event Marketing
The State of B2B Event Marketing
 
State of B2B Customer Experience 2014
State of B2B Customer Experience 2014 State of B2B Customer Experience 2014
State of B2B Customer Experience 2014
 
B2B Social Media Marketing Trends 2013
B2B Social Media Marketing Trends 2013B2B Social Media Marketing Trends 2013
B2B Social Media Marketing Trends 2013
 
Pre Sale Content Marketing Trends 2013
Pre Sale Content Marketing Trends 2013Pre Sale Content Marketing Trends 2013
Pre Sale Content Marketing Trends 2013
 
Post-Sales Content Marketing Trends 2013
Post-Sales Content Marketing Trends 2013Post-Sales Content Marketing Trends 2013
Post-Sales Content Marketing Trends 2013
 
Mobile Marketing Trends 2013
Mobile Marketing Trends 2013Mobile Marketing Trends 2013
Mobile Marketing Trends 2013
 

Recently uploaded

BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
mcdopex6
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
PhysicsUtu
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
➑➌➋➑➒➎➑➑➊➍
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
PraghyaBhandari
 
Module 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantagesModule 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantages
Seta Wicaksana
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
shivamkush646
 
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptxSTRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
ImranTabish1
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
maigasapphire
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
44annissa
 
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptxAR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
Akermon Rossenfeld
 
AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
Auxis Consulting & Outsourcing
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
IMARC Group
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Philip M Caputo
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
Business Model Canvas for Successful Business
Business Model Canvas for Successful BusinessBusiness Model Canvas for Successful Business
Business Model Canvas for Successful Business
SuganthiPrakash1
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
uitdiedosfinance
 

Recently uploaded (20)

BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
 
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family FoundationPatrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
Patrick Dwyer Merrill Lynch - Founder of the Dwyer Family Foundation
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
 
Module 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantagesModule 4 Business Strategy competitive advantages
Module 4 Business Strategy competitive advantages
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
Green Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdfGreen Minimalist Aesthetic Project Proposal Presentation.pdf
Green Minimalist Aesthetic Project Proposal Presentation.pdf
 
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptxSTRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
STRATEGY TO OVERCOME CURRENT PROBLEMS AT MTC.pptx
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
New Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
 
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptxAR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
AR Akermon Rossenfeld Co. Shares Key Steps to Avoid Debt Traps.pptx
 
AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
 
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
Innovation Hub_ Spotlight on Toms River's Role as a Beacon for Entrepreneuria...
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
Business Model Canvas for Successful Business
Business Model Canvas for Successful BusinessBusiness Model Canvas for Successful Business
Business Model Canvas for Successful Business
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
 

Blue Ocean Strategy - Making Competition Irrelevant - Part 1

  • 1. Blue ocean Strategy The science of making competition irrelevant © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 2. What is blue ocean strategy about? • Based on the best selling books HBR press – translated in over 41 languages • It’s a culmination of a decade long study by Renee Mauborgne and Chan Kim , who studied over 150 strategic moves spanning more than 30 industries over 100 years (1880-2000) • BOS focuses on making competition irrelevant by creating uncontested marketspaces. • BOS covers both strategy formulation and strategy execution. • BOS offers a set of methodologies, tools and frameworks that makes it a structured, learnable system. © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 3. Blue Ocean Strategy In Today’s webinar In the concluding part Search Risk Planning Risk Strategy Formula Scale Risk BOS - tion Tools & Framew Business orks Model Risk Organizatio Strategy nal Risk Executio n Manageme nt Risk © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 4. The color - Red and Blue © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 5. A quick reality check of how red or blue your company is? Does your company feel that Is your company increasing Does your company depend on they are facing increasing advertising and marketing offering deeper and deeper competition from rivals? spends every year, yet the Domestic , International , Small price discounts to make sales impact of these efforts keeps player, Large Player, MNC’s, basically happen? scared of everybody falling? Is your company focusing on Do people in your company Is your company seeing cost cutting and quality control blame slow economic and outsourcing and job cuts as a at the expense of market conditions most of the way to regain competitiveness growth, innovation, and brand time? and profitability? creation? Does your company Does your company think that management sees mergers Is your company now starting it easier to follow competitors and acquisitions as one of the to worry that the marketplace than to break away from principal means to grow in has become crowded? them? future? if your answer to three or more questions is YES - You are in Red Ocean © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 6. The Red Ocean • A Marketplace where companies compete with each other on a daily basis. • When companies compete, it becomes battle field for : • Acquiring market shares • Increasing revenues • Maximization of profit by reducing costs and value • Basically beating competition consumes most of the effort, time and resources • Such companies are called Red Ocean companies. Such companies fight for competitive advantage with two strategic weapons - Differentiation and Price © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 7. Cost and differentiation dilemma But there can be only one price leader in an Industry And differentiation would mean higher cost. • More the differentiation – Higher the segmentation • Higher the segmentation – lower would be the market size. © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 8. Also the size of the market pie is fixed i.e almost all the companies in an industry are competing for an increased slice of the same pie But the real objective of business is not fighting – its about creating profit and value © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 9. “Skillful leaders win wars without any fighting” ------ Sun Tzu ‘ Art of War’ © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 10. Brief: Blue ocean strategy • Blue ocean strategy builds new businesses where none existed – By tapping the untapped market space Price – By creating demand – Thereby making competition irrelevant • Blue ocean strategy is about simultaneous pursuit of Value innovation – value innovation and low cost simultaneous • Value innovation is defined in terms of value/ utility pursuit of high value & for customer low cost • Blue ocean markets are usually more profitable Value/ product than markets with head to head competitors features – Cost savings by eliminating and Blue ocean strategy Blue ocean strategy reducing the factors an industry defines innovation in focuses on value competes on terms of value of innovation and cost as a – Buyer values is lifted by raising & customer simultaneous pursuit. creating elements the industry has never offered © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 11. Red Ocean Vs. Blue Ocean Red Ocean Strategy Blue Ocean Strategy Compete in existing market space Create uncontested / New market space Beat the competition Make the competition irrelevant Create a value – cost trade off Break the value-cost trade off Competitive Advantage Value Innovation Segment existing customers Attract noncustomers Exploit existing demand Create and capture new demand © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 12. How do you identify these companies? Blue Ocean with ipod, iphone & ipad Blue ocean from prescription drug to lifestyle Blue ocean by making Music portable Blue Ocean in low cost travel Blue Ocean in Luxury Travel Blue ocean in Search Blue ocean with making no frills barbershop Blue Ocean by increasing Customer productivity Blue Ocean in Insulin market Blue Ocean through tipping point leadership Blue Ocean by looking across complimentary products Blue Ocean in coffee bars Blue Ocean in Apparels Blue Ocean by making copiers a desktop utility and not office equipment Blue Ocean in Gaming These are the companies that questioned the norms and boundaries set by the industry and seized their market shares without fighting with anyone! © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 13. Lets explore how these companies got there •Case Study 1: NETJETS •Case Study 2: Indochino.com •Case Study 3: Zynga Games •Case Study 4 : Khan Academy © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 14. Six path to blue ocean strategy Conventional boundaries in a competitive marketplace Industry - industry size & dependencies Strategic groups – strategic groups i.e customer , vendors etc Buyer group- individual customer From competing buying processes Creating value within across Scope of product: scope of adding value with complementing products Functional/ emotional orientation of the industry: functionality vs. Blue ocean Strategy Emotional appeal tradeoff Time: value that an attribute might deliver tomorrow • Blue oceans can be created by exploring outside of industry boundaries • Break out of the traditional boundaries of the industry to unlock value • “out of the boundaries” thinking framework for unlocking value © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 15. 6 PATHS: Exploration Outside of Traditional Boundaries Path 1 - Industry What are the alternative industries to your industry? Path 2 – Strategic Group Why do buyers trade across to them? What are the strategic groups in your industry? Why do buyers trade up for the higher group, and why do NTT DoCoMo, Federal Express, Southwest Airlines, NetJets they trade down for the lower one? Polo Ralph Lauren, Curves, Sony Walkman, Toyota Lexus Path 3 - Buyer Group What is the chain of buyers in your industry? Which buyer group does your industry typically focus on? If you shifted the buyer group of your industry, how can you unlock new value? Novo Nordisk, Bloomberg Terminals, Canon Copiers, Philips Alto Path 4 - Scope of product or service offering What is the context in which your product or service is used? What happens before, during, and after? Can you identify the pain points? How can you eliminate these pain points through a complementary product or service offering? Borders and Barnes & Noble, Dyson Vacuum Cleaners, Kinépolis Kiné- kids, Zenick Salick’s Cancer Centers Path 6 - Time Path 5 - Functional-emotional orientation of an industry What trends have a high probability of impacting your industry, are Does your industry focus on functionality or emotional appeal? If you irreversible, and evolving in a clear trajectory? How will these trends compete on emotional appeal, what elements can you strip out to make it impact your industry? Given this, how can you open up unprecedented functional? If you compete on functionality, what elements can be added customer utility? to make it more emotional? Apple Music, Cisco Systems, CNN, Starbucks, QB House, Direct Line Group, Pfizer’s Viagra HBO’s “Sex and the City” © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 16. More understanding of the frameworks & tools Case Study - 1 • Introduction to Strategy Canvas • Introduction to 4 Actions framework © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 17. Can you name the world’s largest airline? Its not Delta, United, Lufthansa, or South West … • Over 800 aircrafts • Over 6300 employees • 285000 flights annually •Flying across 170 countries and 2200 airports © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 18. Strategic questions before NETJETS – How to enter into the aviation space when the market was dominated by the big airline groups? – 1983. The red ocean •Over 20 domestic and international airlines • All of them catering to similar customer groups – i.e. Business travelers, holiday travelers and casual travelers •Corporates – biggest strategic groups - spent millions on executive travel every year •All travelers – including executive travelers had to go through the long check ins, security checks, hectic flight transfers, congested airports, baggage claims …. •Business travelers only have the option of business class/ first class or corporate jet The blue ocean • Business travelers are the most frequent and regular flyers • NETJETS offered business travelers “ the convenience of a private jet at the price of a airline ticket” • NETJETS also provided fractional 1/16 ownership of the aircraft • NETJETS provided Private aircraft at 4 hours notice ( much less than flight booking) • NETJETS provided no hassles or responsibilities of aircraft maintenance • Customized in flight services – much better than business class or first class services NETJETS Converted a B2C industry into a B2B Industry © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 19. The Strategy Canvas NETJETS High Medium Business / 1st Class Travel Relevance Scale Low Commercial Airline Industry Dead head Hassle free Time Savings/ Flexibility & Price Faster Travel Jet Ownership In Flight Service Costs Travel Reliability Attributes of Industry & Competitors NETJETS Commercial Airline Business / 1st Industry Class Travel • The strategy canvas is the central diagnostic and action framework for building a compelling blue ocean strategy. • The Strategy canvas serves two purposes: – It captures the current state of play in the known market space. This allows you to know where you are viz competition – It propels you to action by reorienting your focus: • From competitors to alternatives • From customers to non customers of the industry. © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 20. The Four Actions Framework REDUCE Factors that should be well below the industry standard ELIMINATE CREATE Create A Factors that the industry New Value Factors that the industry takes for granted and need has never created to be eliminated Curve RAISE Factors that should be raised above the industry standard • We use the four actions framework, to reconstruct buyer value elements in crafting a new value curve. © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 21. Net Jets 4 Actions Eliminate Raised • Airport check ins, waiting •Convenience, comfort & luxury time, baggage, transfers and other •Customized in-flight services time losses for customer •Entire private jet for the user/s •The tiredness and hassles endured • Service standards during a journey by the corporate • On time take off & arrival • Available on 4 hours notice traveler Reduced Created • Private jet buying, maintenance and administrative costs • Time for travelers – same distance now •Fractional ownerships of plane took half the time because there is no • B2B industry when the entire checking, boarding or baggage claim time industry was still B2C • Other dead head costs : •Loyal customer base scheduling, ticketing, administrative or marketing costs © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 22. Case Study – 2: The Story of © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 23. The story is … • Heikal Gani needed a suit for an important presentation. He faced a major challenge. – Affordable suits didn't fit well or were not comfortable – Ones that fitted well were not of latest trend / design – One hardly has the time to go to a tailor to get a customized suit done – Designer suits of latest design & trend were too expensive There had to be a better way for men to find a great-fitting suit • World’s first self service virtual suit company • Customers can choose the fabric, design style and Results : accessories • Started in end of 2009 – have started averaging • Customers get customization of suits through the site sales of over 30,000 suits a year across 60 • Customers measure themselves and provide fitting details countries, with about 30 + employees through online video tutorial • Most suits priced under $500 ( Much lesser than designer • Student start up to a global brand in less than 2 year suites ) •Sales growth rate of over 200% every year • Suit tailoring in Shanghai’s network of tailors • A beeline of Venture Capitalist wanting to invest – • Delivery in two to three weeks – have already raised over 20 mn for operational • If order is less than perfect, indochino pays for local expansion in Vancouver & Shanghai tailoring or remake the suit free Regalix Inc. Confidential, All Rights Reserved © 2012
  • 24. Creating the blue ocean Traditional apparel / suit companies Indochino.com 1) Industry divided into five segments • Haute couture • Luxury • Affordable luxury 1) Indochino.com does not compete • Mainstream in any of the segment • Discount 2) Indochino.com does not get affected 2) The traditional companies competed by the industry factors among each other on the following factors: 3) Indochino.com built its brand • No of stores reputation by delivering value • Location of stores – premium stores – premium brand 4) Indochino.com outsources all suits • Range or no of lines offered to quality and reputed tailor network • Hi fashion vs customization vs price in shanghai - China tradeoff Created and captured a new market 3) Marketing & brand reputation demand ( Top brands associated with designer labels) 4) High customization costs © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 25. Indochino.com 4 Actions Eliminate Raised • Need to go to store • Customer satisfaction & Quality • Store presence in hi end posh locations • Convenience / ease of shopping • Inventory and Store management costs • Affordability of quality suits • Separate costs for customization / tailor Reduced Created • Price • Delivery & customization hassles •Fully self service customization • Marketing costs • 100% return policy • No of lines offered © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 26. The Strategy Canvas – Indochino.com Indo Chino High Medium Low # of Lines Customiz Ease of Return Self Relevance Scale Price Location Marketing Offered Quality Online stores ation Shopping Policy Service Indo Chino Hi End – Designer Suits Low End Suit Market Attributes of Industry & Competitors • Indochino.com - expanded the market by making good quality suits affordable • It used technology to make things simple, functional and to add value © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 27. The Technology Trap Use of technology challenges the conventional systems & process. • But companies should not get carried away by the “technology” • Technology innovation is not necessarily value innovation for buyer / customer every time. – Because use of cutting edge technology does not mean cutting edge utility for the buyers – Unless technology makes buyers lives simpler The buyer utility map helps managers to : • Avoid the technology trap • Refine value innovation • Enables a birds eye view of buyer utility • Takes into account the buyer experience cycle and utility leavers © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 28. Buyer Utility Map A buyer’s experience can usually be broken into a cycle of six stages, running more or less sequentially from purchase to disposal. Each stage encompasses a wide variety of specific experiences. At each stage, managers need to ask a set of questions to gauge the quality of buyer’s experience. Purchase Delivery Use Supplements Maintenance Disposal •How long does it •How long does it •Does the •Do you need •Does the •Does use of the take to find the take to get the product require other products product require product create product you need? product training or and services to external waste items? delivered? assistance? make this product maintenance? •Is the place of •How easy is it to work? purchase •How difficult is it •Is the product •How easy is it to dispose of the attractive and to unpack and easy to store •If so, how costly maintain and product? accessible? install the new when not in use? are they? upgrade the •Are there legal product? product? •How secure is the •How effective •How much time or environmental transaction •Do buyers have are the product’s do they take? •How costly is issues in environment? to arrange features and maintenance? disposing of the •How easy are delivery functions? product safely? •How rapidly can they to obtain? themselves? you make a •Does the •How costly is purchase? product or disposal? service deliver far more power or options than required by the average user? Is in overcharged with bells and whistles? © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 29. Uncovering Blocks to Buyer Utility Uncovering blocks to buyer utility can identify the most compelling hot spots to unlock exceptional utility. By locating your proposed offering on the thirty-six space of the buyer utility map, you can clearly see how, and whether the new idea not only creates a different utility proposition from existing offerings but also removes the biggest blocks to utility that stand in the way of converting noncustomers into customers. Customer Productivity: In which stage are the biggest blocks to customer productivity? Simplicity: In which stages are the biggest blocks to simplicity? Convenience: In which stage are the biggest blocks to convenience? Risk: In which stage are the biggest blocks to reducing risks? Fun and Image: In which stage are the biggest blocks to fun and image? Environmental In which stage are the biggest blocks to environmental friendliness? Friendliness: © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 30. The Buyer Utility Map – Indochino.com Buyer Experience from Decision to Disposal – (For Emerging Industries) Purchase Delivery Supplements Disposal Choosing a Suit ( Does the suit The Usage and Choosing a Store Return Policy Maintenance Color, Style, & require tailoring How Fast can the Fabric) experience in this case transaction be made? remains constant, i.e Getting Suit How Time Secure consuming same for existing Transaction Delivered industry as well as blue Environment oceans Is it Productive for the buyer? Utility Leavers Does the buyer find it simple? Does the buyer find it Blocks in Blocks in Blocks in Convenient? tradition tradition New al al industry as well Buyer Buyer Does it reduce buyers' as new Utility Utility Risk Utility Buying Experience • Buyer Utility Score – Lower than what is prevalent in the current industry • Therefore Indochino.com raised the Buyer Utility and Experience © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 31. Case Study - 3 • Introduction to three tiers of non customers © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 32. The Story of Zynga • Founded Zynga in April 2007 with a mission “Connect the world through games” • Has over 3000 Employees and 270 million customers, 60 mn daily active users • Largest Social games developer of Facebook • Now provides games in multiple platforms like: – Facebook, Myspace, Android, ipad, iphone, yahoo & Farmville.com • Successful IPO to raise up to $1 billion in an initial public offering on July 1, 2011; Valuation of over $7 billion • Has made over 15 game studio acquisitions in last 2 years • Generates over $1.16 billion in annual revenues in 2011 • Zynga is approached billion dollars revenue after only four years. – Surpassing the market value of the longtime console game company EA Sports © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 33. Creating the blue ocean Traditional Gaming Companies Zynga 1) Industry divided into four segments • Console based games Zynga’s Farm Ville • Online Games • Mobile Games & Flash Games 1) Zynga did not compete in any of the 2) Console based games dominated the marketplace segment or market player dominance with 75% of the revenues. 3) The big four of the gaming dominated 95% of the 2) Zynga’s (Farm Ville) did not get affected console marketplace (sony, Nintendo, Xbox ..) by the industry factors 4) The Traditional gaming companies competed among each other on the following factors: • Consoles – Type speed, capabilities 3) Zynga built its brand reputation by • No of titles in each genre sharing and word of mouth connect • Speed of Title Release – weekly, monthly • Hi end real time graphics • Hi end accessories 4) Zynga caterered to all – children, 5) Catered only to gamers – Teenage boys to parents, professionals … professional gamers 5) Zynga created a new genre of education / simulation games 6) Addictive and had lot of side effects – Too much violence, addiction, Lack of exercise, not mind Created and captured a new market stimulating 7) Parents usually do not recommend / Buy demand © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 34. 4 Actions Framework - Zynga Eliminate Raise • Game consoles • High cost of playing games – free • Community & sharing qualities in games • Violence in games • Interactivity with friends • Genere based games • Creativity, education & learning quotient • Winner – loser syndrome Reduce Create • New revenue models • Graphics • no console or title based revenue • Hi-end technology – leveraging facebook • Partnerships & advertising based • Effort & time involved in playing games revenue • Entry barriers for users • Games that makes friends •Marketing costs © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 35. The Strategy Canvas- Zynga (Farm Ville) High Medium Low Consoles Time & Winner/ Graphi Game Marketin Commun Educati Relevance Scale & Cost Violence Loser ity Sharing Creativity Hardware Effort cs Genere g on Traditional Gaming Industry Zynga Attributes of Industry & Competitors © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 36. The Three Tiers of Non Customers Tier 3 Non Customers Tier 3 non customers: “unexplored” non customers who are in markets distant from yours. Tier 2 Non Customers Tier 2 non customers: refusing noncustomers who consciously choose against your market Tier 1 – Non Customers Tier 1 non customers : “soon-to-be” noncustomers who are on the edge of your market, waiting to jump ship Non Customers Managing the three tiers of Non customers Tier 1 non customers : Investigate un satisfaction Key commonalities across needs & desires E.G. PRET A MANGER- British fast food chain Tier 2 non customers: Eliminate access barriers Economic, functional, education, geographical Tier 3 non customers: Remove long held assumption on customer needs & behavior © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 37. What did Zynga Change? Tier 1 Non-Customers Tier 2 Non-Customers Tier 3 Non –Customers Regular players – teenage boys, Casual Players - working Parents- women/ Audience teenage girls men/ women became casual housewives players Change 1 Changed genres completely – Cost of acquisition – free Removed violence from shooting, arcade, racing, to simulation Change 2 Made social networking fun Eliminated hassles of consoles, Play with friends and family – and more exciting game titles, accessories, not necessarily together / hardware & setups real time Results Fun lasts longer, with reduced Non serious casual play to relax No winner – no loser time and effort / unwind • Zynga looked across non customers and attracted new buyer groups to create an industry that did not exist earlier • Zynga also capitalized on the ongoing trends of Social media to mount its games offering to provide an unprecedented customer utility © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 38. Case Study - 4 • Introduction to PMS maps © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 39. The Khan Academy Story • The Khan academy is a non-profit educational organization created in 2006 by salman khan- A MIT & harvard business school alumni • Free online collection of more than 3,300 micro lectures – Think out loud video tutorials in mathematics, sciences, engineering & medicine, economics, finance, arts, history, civics and even computer science – Automated exercises with continuous assessment – Content delivered offline in community colleges, charter schools and other schools across US – Providing a high quality education to anyone, anywhere • Mission : to accelerate learning for students of all ages • Khan academy has eclipsed mit’s open courseware ( OCW) in terms of videos viewed – Its youtube channel has more than 172 million total views, compared to mit's 38 million. – It also has twice as many subscribers, at more than 369,000 – Over 177 million lessons delivered till date – Close to quarter billion dollars in donation – Team size of just 20 people – Amongst the 100 most influential people of the world © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 40. Creating the blue ocean Traditional Learning Khanacademy 1) Khanacademy filled the gaps existing in 1) Industry divided into 2 segments traditional brick & mortar school learning • Brick & mortar Learning – Schools/ Colleges • Videos & Exercises to be used as a teaching aid and not replacement for teacher • Online learning • Use analytics and technology to figure out the 2) Learning is centered around students Strengths & weakness of students 3) The factors the industry was competing on: 2) Learning is centered around • Student teacher ratio students, teachers and parents • Class room Interaction • Cost of learning / Education • Interactive Learning 4) Everybody gets equal opportunity / attention/ Learning 4) Smart kids get more attention than other kids 5) Unique Pedagogy - 5) Focused pedagogy – Teacher talks – Students listen • Stop, rewind, understand , then play, Solve – Therefore Students learn problems and even teach others 6) Teachers Judge student’s strength / weakness 6) Analytics drive the understanding of each students strengths & Weakness © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 41. 4 Actions Framework – Khan Academy Eliminate Raise • Quality of Learning • Equality of Learning • Need of classrooms for learning • Simplicity in learning • Boring teachers and lectures • Progress & Tracking management • Cost of education •Sharing and mentoring • Emotional Connect Reduce Create • Difficulty level /s in Learning • Enriched and vibrant class rooms • Entry barriers for quality education ( for •Interactivity and fun while learning students across the world) • More involvement from parents, • Pedagogy based learning teachers & kids © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 42. The Strategy Canvas- Khan Academy High Medium Low Cost of Teacher Learnin Involve Enriched Relevance Scale Classroo Learning Learning Student Simplici Emotiona Learning/ student g ment Sharing Classroom ms pedagogy Quality Tracking ty Levels l Appeal Teaching ratio equality s Traditional Education/ Schooling Industry KhanAcademy.org Attributes of Industry & Competitors © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 43. Khan Academy + Classroom learning = Blended learning Regular students– Audience Students Teachers Parents Change 1 Classroom teaching now done Forced the teachers to view Started re learning and at home videos and exercises refreshing their concepts Change 2 Pairing classmates with each Deep analytics and data to Understand their child’s other facilitated easier learning understand the student strengths and talents better learning behaviors and interests Change 3 Classroom is enriched – with Equality of learning Understanding their higher level discussions and aspirations better problem solving Change 4 Mentoring and coaching by More quality time with More quality time with students – to students across students parents the world – Empowered learning • Clubbed the best of both worlds – More constructive and enriched classroom based learning • Teachers have more quality time with students – Teacher provides more time to students who need them – If a student gets stuck in a subject / topic – he / she is paired with other student - to facilitate easy learning • Students can coach and mentor other students ( to anyone -across the world) • Parents really know what their kids are doing and what they are good at – with analytics © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 44. Introduction to Pioneer, Migrator and Settler Maps Blended Learning Pioneer Khan Academy (Online + Classroom) •Online teaching aids / Supplements ( Value Innovation) classroom teaching Migrator Online Learning ( Value Improvement) (Online, mobile, ipad, Social) Settlers Traditional brick & mortar learning ( Value Imitation) (Schooling System) Today Tomorrow • Settlers are defined as me-too businesses, Migrators are business offerings better than most in the marketplace, and a pioneers is the businesses that offer unprecedented value. • Every thriving market place has high no of Settlers, moderate migrators and low / medium pioneers. The classification is also directly proportional to the growth potentials • This framework can be used to help a company align its internal product portfolios – Today's market share is a reflection of how well a business has performed historically. – Thereby help in determining which businesses experience the highest and lowest growth and cash flow. – Clearly, what companies should be doing is shifting the balance of their future portfolio toward pioneers – If current portfolio and the planned offerings consist mainly of settlers then the company has low growth trajectory © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 45. Challenging the boundaries © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 46. What did they do differently? Private Jet Convenience + Looking beyond Most profitable Marginal the current strategic group increase in cost Industry + Fractional NETJETS Ownership Corporate and business Private jet industry class travelers Looked at unique Leveraged the Customized , No Indochino.com Strategic groups within the Scope of product/ Service Hassles affordable suit industry offering Reduced the consumer’s effort by eliminating Audience who wanted a good the need to choose store, Tailors, Customization fitting suit at a nominal price costs etc © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 47. What did they do differently? Looked Looking Increased Newer across time Gaming Zynga beyond the current Buyer scope of product/ to leverage with Groups social Friends Industry games networking Made a Niche Looked at Non Buyer Made games Looked at the audience Industry Groups more trends and to a mass by eliminating their Social & Provided unprecedented industry. pain points Educational value Reduced Improved Functional Looked Empowere the Newer & across time d& scope of Buyer Khan Academy Product Offerings Groups Increased emotional to leverage trends Enriched classrooms orientation Eliminated the pain Expanded the • No frills service – just Looked at the points in a horizon by click, play, watch, learn audience needs conventional involving & practice utility and system teachers & • Commitment to Used his learning through a parents quality education – medium to blend complementary increased emotional with Conventional service offering appeal learning © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 48. Summary of the webinar • Blue ocean strategy is about creating value innovation to the buyers • Its about questioning and challenging the current industry boundaries and breaking out of them • We also learnt through case studies – How a B2C industry was made into B2B Industry – Net Jets – How a new niche industry was created by providing buyer utility and convenience values - IndoChino.com – How a Niche industry was made into a mass industry – Zynga – How two industries could work together to create unprecedented value & utility to the audience – Khan academy © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 49. Blue Ocean Strategy Principles Strategy Formulation Strategy Execution Business Model Business Model Business Model Search Risks Planning Risks Scale Risks Risks Risks Risks Strategic Business Management 6 Paths Approach Market Sizing Mobilization Planning Model Risks Getting the Reconstruct Focus on Big Reach Beyond Overcoming Building strategic Market Picture – Not Existing Organization Execution Sequence Boundaries Numbers Demand al hurdles into Strategy Right •Sequence the Use visualization to •Alternative business Model to plan beyond Industries •Challenge capture newly incremental Tipping Point •Strategic groups Conventional created value changes leadership to Execution •Buyer Groups practices •Buyer Utility •Visual Awakening Tackle through: •Complementary •Consolidate Mapping • Visual Exploitation • Cognitive hurdles Engagement Product offerings demand by •Pricing & corridors • Strategy Fair •Resource Hurdles •Explanation •Functional focusing on Non of Masses • Visual •Motivational •Clarity of Emotional Customers • Cost Targets Communication Hurdles expectations Orientation • Three tiers of based on margins • Pioneer, Migrator, • Political Hurdles •Time Non Customers desired Settler Map • Potential Adoption obstacles To be Continued in next Webinar © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 50. Questions ? 50 © 2012 Regalix Inc. Confidential, All Rights Reserved
  • 51. Get in Touch  Forefront of Innovation  visit: www.regalix.com  Digital Marketing Services  Technology Enabled Services  If you have any questions about this webinar please  Regalix Labs feel free to get in touch with the speaker Pavan Kumar, pavan@regalix-inc.com  Multi-disciplinary Leadership Team & Strong Advisory Board, 175+ Team  For a free evaluation of your website / ecommerce  Fortune 500 and Venture Backed Customers (B2B and portal, please get in touch with Ritu Josan, B2C) rjosan@regalix-inc.com  Global Operations: HQ in Silicon Valley, 4 Offices  Industry Recognition 51 © 2012 Regalix Inc. Confidential, All Rights Reserved

Editor's Notes

  1. Blue Ocean Strategy offers systematic and reproducible methodologies and processes to innovate and create new market spaces. This can be achieved by both new and existing firms. Blue Ocean Strategy frameworks and tools include: strategy canvas, value curve, four actions framework, six paths, buyer experience cycle, buyer utility map, and blue ocean idea index. These frameworks and tools are designed to be visual in order to effectively build the collective wisdom of the company and also to effectively execute a strategy through easy communication.