Blue Ocean Strategy Frameworks are the fusion of Low Price and Differentiation. The 4 Actions Framework is a tool that marketers can use to create a tactical advantage that can render the competition irrelevant.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
The document discusses the concepts of blue ocean strategy from the book by W. Chan Kim and Renee Mauborgne. It provides details on:
1. The difference between red ocean and blue ocean strategies, where red oceans refer to competing in existing markets and blue oceans create new market space.
2. The core principles of blue ocean strategy including reconstructing market boundaries, reaching beyond existing demand, and getting the strategic sequence right by focusing on value innovation first.
3. An example of a double degree MBA-JD program between De La Salle University and Far Eastern University that created a new blue ocean by eliminating unnecessary subjects and reducing time/costs to complete both degrees.
This document discusses the concept of Blue Ocean Strategy, which involves creating new market space and demand rather than competing in existing markets. It summarizes that a Blue Ocean talks about creating value for both the company and buyers by eliminating or reducing competitive factors while raising and creating new factors. Case studies on the US wine industry with Yellow Tail, US women's exercise with Curves, and cricket in India with the IPL are presented to illustrate how these businesses achieved differentiation and low costs to create blue oceans in their industries.
This document provides an overview of a Blue Ocean Strategy simulation developed by StratX. The simulation is designed to teach participants about Blue Ocean Strategy concepts developed by W. Chan Kim and Renée Mauborgne. In the simulation, participants manage a fictitious company competing in the game console industry over multiple decision rounds. The rounds progress from competing in existing red ocean markets to attempting to create blue oceans of uncontested market space through value innovation and other Blue Ocean Strategy tools and frameworks.
The document summarizes key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It discusses how companies can create new market space, or "blue oceans", by focusing on value innovation to increase value for customers and decrease costs. It outlines analytical tools like the strategy canvas and frameworks like eliminate-reduce-raise-create to help companies reconstruct market boundaries. Finally, it discusses how to visualize strategy and understand the different tiers of potential customers, including non-customers, to help actualize a viable blue ocean idea.
This document provides an overview of key concepts from the book Blue Ocean Strategy. It discusses how companies traditionally compete in red oceans by battling for market share in existing industries, whereas blue ocean strategy creates new market space by focusing on value innovation. Analytical tools like the strategy canvas and 4 actions framework are presented to help companies eliminate, reduce, raise, and create factors to reconstruct industry boundaries. The goal is to shift demand curves through compelling value propositions that non-customers see as attractive. Chapters discuss visualizing strategies, targeting non-customers, and ensuring exceptional buyer utility to create commercially viable blue ocean ideas.
Between 1975 and 1995, 60% of Fortune 500 companies were replaced, showing that markets and competitors are constantly changing. Industries and companies continuously rise and fall, so there are no permanently dominant players. Strategic moves that continuously create new value for customers allow companies to stay at the top. Value innovation aims to substantially raise customer value rather than focus only on new technologies. By identifying and serving overall customer needs through an unparalleled value proposition, companies can dominate their market.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Value innovation creates value for both buyers and the company by reducing costs through eliminating unnecessary factors while also increasing buyer value by introducing new elements. It aims to break the trade-off between low costs and differentiation.
Blue ocean strategy seeks to create new market space by making competitors irrelevant and capturing new demand rather than competing head-to-head in existing markets. It breaks the value-cost tradeoff through eliminating, reducing, raising and creating factors compared to industry standards.
The buyer utility map outlines six stages of the buyer experience and six levers companies can use to deliver exceptional utility at each stage from purchase to disposal.
The document discusses the concepts of blue ocean strategy from the book by W. Chan Kim and Renee Mauborgne. It provides details on:
1. The difference between red ocean and blue ocean strategies, where red oceans refer to competing in existing markets and blue oceans create new market space.
2. The core principles of blue ocean strategy including reconstructing market boundaries, reaching beyond existing demand, and getting the strategic sequence right by focusing on value innovation first.
3. An example of a double degree MBA-JD program between De La Salle University and Far Eastern University that created a new blue ocean by eliminating unnecessary subjects and reducing time/costs to complete both degrees.
This document discusses the concept of Blue Ocean Strategy, which involves creating new market space and demand rather than competing in existing markets. It summarizes that a Blue Ocean talks about creating value for both the company and buyers by eliminating or reducing competitive factors while raising and creating new factors. Case studies on the US wine industry with Yellow Tail, US women's exercise with Curves, and cricket in India with the IPL are presented to illustrate how these businesses achieved differentiation and low costs to create blue oceans in their industries.
This document provides an overview of a Blue Ocean Strategy simulation developed by StratX. The simulation is designed to teach participants about Blue Ocean Strategy concepts developed by W. Chan Kim and Renée Mauborgne. In the simulation, participants manage a fictitious company competing in the game console industry over multiple decision rounds. The rounds progress from competing in existing red ocean markets to attempting to create blue oceans of uncontested market space through value innovation and other Blue Ocean Strategy tools and frameworks.
The basic premise of the authors Kim and Mauborgne is that many companies that win in the marketplace do so in ways that make their competition irrelevant.
Blue Ocean Strategy (BOS) is a framework for creating new market space and making competition irrelevant. It is based on a decade of research on strategic moves spanning over 100 years. BOS aims to create blue oceans of uncontested market space rather than fighting in existing red oceans. It provides tools like the strategy canvas and four actions framework to help formulate strategies that eliminate, reduce, raise, and create factors compared to industry standards. The six principles of BOS guide successful formulation through reconstructing market boundaries and focusing on the big picture rather than numbers. Executing BOS involves overcoming organizational hurdles and building fair processes and tipping point leadership into the strategy.
This document discusses Blue Ocean Strategy (BOS), which aims to create new market space by challenging conventional assumptions about competition. BOS reconstructs market boundaries to reach beyond existing demand. Examples provided include Cirque du Soleil creating a new circus format targeting adults, and Casella Winery marketing wine to new customers. The six paths to create blue oceans are examining alternative industries, strategic groups, buyer groups, complementary services, functional/emotional orientations, and time trends. Implementation involves workshops to develop new market spaces not constrained by existing boundaries and features.
Blue Ocean Strategy + Story + Video + Case Study Nikhil Mhatre
This document summarizes the key concepts of Blue Ocean Strategy (BOS) based on a book by W. Chan Kim and Renée Mauborgne. It provides an overview of BOS, including its definition as creating new market space without competition by raising and creating new factors. It discusses the six principles of BOS and tools like the strategy canvas. Two case studies are presented: the classical orchestra industry, where BOS helped Andre Rieu succeed, and Nintendo Wii, which used BOS to target non-gamers and become profitable with new demand. The document concludes by comparing traditional vs. innovative tutorials to illustrate how BOS allows businesses to avoid competition.
Blue Ocean Strategy - Universal Business School by Prof. Vijay TandonTarun Anand
The document discusses the concept of blue ocean strategy, which involves creating new market space by making competition irrelevant rather than competing head-on in existing markets. It contrasts blue ocean strategy with red ocean strategy, where competition is intense in existing markets. Blue ocean strategy uses the four actions framework of eliminate, reduce, raise and create to break the value-cost trade-off and drive costs down while increasing value for buyers. Examples are given of companies like Yellow Tail wines that successfully created blue oceans by applying this approach.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
This document outlines a 6-path framework for creating uncontested market space. It discusses looking across alternative industries, strategic groups, the chain of buyers, complementary offerings, value appeals, and time. Key aspects include exploring customer needs satisfied by other industries, combining features of different strategic groups, focusing on various types of buyers, and addressing trends that will impact customer value over time. The framework aims to help companies develop blue ocean strategies that open new market space instead of competing head-to-head in existing markets.
This is the first presentation of a two part webinar for Blue ocean strategy.
The presentation introduces to red ocean and blue ocean companies, How blue ocean strategy is a simultaneous pursuit of cost and value.
The presentation provides a quick introduction with new age examples to strategy canvas, 6 paths framework, four actions frame work, buyer utility map, 3 tiers of non customers and PMS maps.
The presentation also utilizes these frameworks in showcasing descriptive case studies of companies like netjets, indochino.com, Zynga and khan academy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
This document discusses the concept of Blue Ocean Strategy as presented in the book of the same name by W. Chan Kim and Renee Mauborgne. It provides examples of companies like Cirque du Soleil and Netflix that created new "blue oceans" of uncontested market space rather than competing in existing "red oceans." The document outlines tools and frameworks for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, getting the strategic sequence right, overcoming organizational hurdles, building execution into strategy, and ensuring sustainability.
Blue Ocean Strategy helps organizations develop uncontested market space and make the competition irrelevant. The attached presentation summarizes the concept and utilizes laptops as an example to create a new strategy.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
This document discusses different types of business strategies, focusing on red ocean and blue ocean strategies. It defines red ocean strategies as competing in existing markets by fighting for market share, while blue ocean strategies create new, uncontested market space through strategic innovation. The document outlines the key principles and characteristics of blue ocean strategy, such as reconstructing market boundaries and focusing on strategic sequencing. It notes that blue ocean strategies can lead to new industries being created and can help companies alter industry boundaries to drive more profitable growth.
LG Electronics implemented a Blue Ocean strategy in India to create uncontested market space. It localized products like refrigerators to meet local needs. LG expanded its portfolio into new product categories, targeted new consumer segments, and entered emerging markets. It saw positive results in the first quarter of 2007 with double digit growth in mobile and display divisions. The Indian Premier League created a blue ocean in cricket by eliminating aspects like spectator time and unpredictability, while raising entertainment and flexibility. It attracted new audiences like families and women. KBC was also a blue ocean success by transforming the TV landscape away from repetitive dramas. It engaged viewers directly and brought in a mega star host to create a new value curve.
The Blue Ocean Strategy outlines how to create new market space and make competition irrelevant. It discusses moving from "red oceans" of bloody competition to "blue oceans" of wide open opportunities. The key tools presented are the strategy canvas to analyze the current market space and the four actions framework to reconstruct market boundaries by eliminating or reducing certain factors while creating or raising others. Principles for formulating a blue ocean strategy include reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing the strategy requires overcoming organizational hurdles and building an execution plan.
The document discusses the concept of blue ocean strategy, which involves creating new market space by changing the boundaries of an existing industry. It outlines key principles such as reconstructing market boundaries, focusing on non-customers, and using a strategy canvas to visualize new opportunities. The strategy aims to make competition irrelevant by creating uncontested market space through eliminating or reducing some industry factors while introducing new ones.
This presentation analyzes Zappos' transition to a holacracy structure. It provides background on Zappos, discusses issues with the transition like a 15% employee loss, and analyzes performance gaps. Recommendations include checking in with employees, expanding internationally, and enhanced marketing. While Zappos profits are up significantly, transitioning fully to holacracy will be a long and difficult path.
Zappos is an online shoe and clothing retailer that was purchased by Amazon in 2009. It has over 3866 employees and $2 billion in annual revenue. Zappos leverages information technology to provide a great customer experience through free shipping, 365-day returns, and 24/7 customer service. They use social media like Twitter and should expand to other sites like Pinterest. The recommendations are for Zappos to continue its leadership on Twitter and to replicate this success on Pinterest to market products.
This document provides an information architecture strategy report for Zappos.com. It includes an executive summary, background on Zappos' brand and strategy focus, an analysis of key competitors, research methods used, profiles of different customer types, and recommendations to improve the site's search, navigation, browsing and visual design to enhance the customer experience. The recommendations are intended to help Zappos maintain its leadership position in online shoe retail.
Zappos is a leading online shoe and clothing retailer known for its excellent customer service and unique company culture. It was founded in 1999 and has grown to become a Fortune 500 company. Some key aspects of Zappos' business model include free shipping both ways, a 365-day return policy, a 24/7 customer service approach, and a culture focused on its 10 core values. Both Zappos' strong culture and customer-centric approach have helped it achieve significant growth and brand loyalty over the years.
The basic premise of the authors Kim and Mauborgne is that many companies that win in the marketplace do so in ways that make their competition irrelevant.
Blue Ocean Strategy (BOS) is a framework for creating new market space and making competition irrelevant. It is based on a decade of research on strategic moves spanning over 100 years. BOS aims to create blue oceans of uncontested market space rather than fighting in existing red oceans. It provides tools like the strategy canvas and four actions framework to help formulate strategies that eliminate, reduce, raise, and create factors compared to industry standards. The six principles of BOS guide successful formulation through reconstructing market boundaries and focusing on the big picture rather than numbers. Executing BOS involves overcoming organizational hurdles and building fair processes and tipping point leadership into the strategy.
This document discusses Blue Ocean Strategy (BOS), which aims to create new market space by challenging conventional assumptions about competition. BOS reconstructs market boundaries to reach beyond existing demand. Examples provided include Cirque du Soleil creating a new circus format targeting adults, and Casella Winery marketing wine to new customers. The six paths to create blue oceans are examining alternative industries, strategic groups, buyer groups, complementary services, functional/emotional orientations, and time trends. Implementation involves workshops to develop new market spaces not constrained by existing boundaries and features.
Blue Ocean Strategy + Story + Video + Case Study Nikhil Mhatre
This document summarizes the key concepts of Blue Ocean Strategy (BOS) based on a book by W. Chan Kim and Renée Mauborgne. It provides an overview of BOS, including its definition as creating new market space without competition by raising and creating new factors. It discusses the six principles of BOS and tools like the strategy canvas. Two case studies are presented: the classical orchestra industry, where BOS helped Andre Rieu succeed, and Nintendo Wii, which used BOS to target non-gamers and become profitable with new demand. The document concludes by comparing traditional vs. innovative tutorials to illustrate how BOS allows businesses to avoid competition.
Blue Ocean Strategy - Universal Business School by Prof. Vijay TandonTarun Anand
The document discusses the concept of blue ocean strategy, which involves creating new market space by making competition irrelevant rather than competing head-on in existing markets. It contrasts blue ocean strategy with red ocean strategy, where competition is intense in existing markets. Blue ocean strategy uses the four actions framework of eliminate, reduce, raise and create to break the value-cost trade-off and drive costs down while increasing value for buyers. Examples are given of companies like Yellow Tail wines that successfully created blue oceans by applying this approach.
This document summarizes the key concepts from the book "Blue Ocean Strategy" by W. Chan Kim and Renée Mauborgne. It describes blue ocean strategy as creating uncontested market space ("blue oceans") to make competition irrelevant. Companies can succeed not by battling competitors but by creating new demand through value innovation. Examples provided include Cirque du Soleil blending circus and performances to create a new market. The document also outlines criticisms that finding completely uncontested markets is difficult and marketing execution is underemphasized in the blue ocean strategy approach.
This document outlines a 6-path framework for creating uncontested market space. It discusses looking across alternative industries, strategic groups, the chain of buyers, complementary offerings, value appeals, and time. Key aspects include exploring customer needs satisfied by other industries, combining features of different strategic groups, focusing on various types of buyers, and addressing trends that will impact customer value over time. The framework aims to help companies develop blue ocean strategies that open new market space instead of competing head-to-head in existing markets.
This is the first presentation of a two part webinar for Blue ocean strategy.
The presentation introduces to red ocean and blue ocean companies, How blue ocean strategy is a simultaneous pursuit of cost and value.
The presentation provides a quick introduction with new age examples to strategy canvas, 6 paths framework, four actions frame work, buyer utility map, 3 tiers of non customers and PMS maps.
The presentation also utilizes these frameworks in showcasing descriptive case studies of companies like netjets, indochino.com, Zynga and khan academy.
This presentation is aimed at explaining the greatness of Blue ocean strategy thinking to general audience and does not imply distortion of facts and frameworks of the original Authors: Chan Kim, Renee Mauborgne
This document discusses the concept of Blue Ocean Strategy as presented in the book of the same name by W. Chan Kim and Renee Mauborgne. It provides examples of companies like Cirque du Soleil and Netflix that created new "blue oceans" of uncontested market space rather than competing in existing "red oceans." The document outlines tools and frameworks for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, getting the strategic sequence right, overcoming organizational hurdles, building execution into strategy, and ensuring sustainability.
Blue Ocean Strategy helps organizations develop uncontested market space and make the competition irrelevant. The attached presentation summarizes the concept and utilizes laptops as an example to create a new strategy.
The document discusses red and blue oceans in business. Red oceans represent existing industries with defined competition, while blue oceans represent uncontested market space without competition. It advocates pursuing differentiation and low cost simultaneously through value innovation to create a blue ocean and make competition irrelevant. Strategies discussed include reducing unnecessary factors, eliminating redundancies, raising what is below standards, and creating new benefits customers value. Analyzing potential new customers, including those on the edge of exiting, refusing, and unexplored markets, is also recommended to open new blue oceans. Examples given of companies creating blue oceans include Ralph Lauren, Pfizer, and Cirque Du Soleil.
This document discusses different types of business strategies, focusing on red ocean and blue ocean strategies. It defines red ocean strategies as competing in existing markets by fighting for market share, while blue ocean strategies create new, uncontested market space through strategic innovation. The document outlines the key principles and characteristics of blue ocean strategy, such as reconstructing market boundaries and focusing on strategic sequencing. It notes that blue ocean strategies can lead to new industries being created and can help companies alter industry boundaries to drive more profitable growth.
LG Electronics implemented a Blue Ocean strategy in India to create uncontested market space. It localized products like refrigerators to meet local needs. LG expanded its portfolio into new product categories, targeted new consumer segments, and entered emerging markets. It saw positive results in the first quarter of 2007 with double digit growth in mobile and display divisions. The Indian Premier League created a blue ocean in cricket by eliminating aspects like spectator time and unpredictability, while raising entertainment and flexibility. It attracted new audiences like families and women. KBC was also a blue ocean success by transforming the TV landscape away from repetitive dramas. It engaged viewers directly and brought in a mega star host to create a new value curve.
The Blue Ocean Strategy outlines how to create new market space and make competition irrelevant. It discusses moving from "red oceans" of bloody competition to "blue oceans" of wide open opportunities. The key tools presented are the strategy canvas to analyze the current market space and the four actions framework to reconstruct market boundaries by eliminating or reducing certain factors while creating or raising others. Principles for formulating a blue ocean strategy include reconstructing market boundaries, focusing on the big picture rather than numbers, reaching beyond existing demand, and getting the strategic sequence right. Executing the strategy requires overcoming organizational hurdles and building an execution plan.
The document discusses the concept of blue ocean strategy, which involves creating new market space by changing the boundaries of an existing industry. It outlines key principles such as reconstructing market boundaries, focusing on non-customers, and using a strategy canvas to visualize new opportunities. The strategy aims to make competition irrelevant by creating uncontested market space through eliminating or reducing some industry factors while introducing new ones.
This presentation analyzes Zappos' transition to a holacracy structure. It provides background on Zappos, discusses issues with the transition like a 15% employee loss, and analyzes performance gaps. Recommendations include checking in with employees, expanding internationally, and enhanced marketing. While Zappos profits are up significantly, transitioning fully to holacracy will be a long and difficult path.
Zappos is an online shoe and clothing retailer that was purchased by Amazon in 2009. It has over 3866 employees and $2 billion in annual revenue. Zappos leverages information technology to provide a great customer experience through free shipping, 365-day returns, and 24/7 customer service. They use social media like Twitter and should expand to other sites like Pinterest. The recommendations are for Zappos to continue its leadership on Twitter and to replicate this success on Pinterest to market products.
This document provides an information architecture strategy report for Zappos.com. It includes an executive summary, background on Zappos' brand and strategy focus, an analysis of key competitors, research methods used, profiles of different customer types, and recommendations to improve the site's search, navigation, browsing and visual design to enhance the customer experience. The recommendations are intended to help Zappos maintain its leadership position in online shoe retail.
Zappos is a leading online shoe and clothing retailer known for its excellent customer service and unique company culture. It was founded in 1999 and has grown to become a Fortune 500 company. Some key aspects of Zappos' business model include free shipping both ways, a 365-day return policy, a 24/7 customer service approach, and a culture focused on its 10 core values. Both Zappos' strong culture and customer-centric approach have helped it achieve significant growth and brand loyalty over the years.
Zappos is an online retailer founded in 1999 that specializes in shoes, clothing and accessories. It grew rapidly due to its superior customer service culture and emphasis on fast shipping, free returns and friendly customer support. In 2009, Amazon acquired Zappos for $1.2 billion but allows it to operate independently. Zappos continues to focus on customer satisfaction through its unique company culture and wide product selection. It remains a leader in online shoe and apparel sales.
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This document discusses the concepts of red ocean and blue ocean strategies. It provides an overview of how blue ocean strategy differs from competing in red oceans by exploring new market spaces instead of battling competitors. The key aspects of blue ocean strategy covered include its principles, the canvas strategy tool, frameworks for strategic analysis, and the six steps of buyer experience.
Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
This document provides an overview of Blue Ocean Strategy. It defines Blue Ocean as uncontested market space created by industries that do not yet exist. The key aspects of Blue Ocean Strategy are to stop competing and instead create value innovation that makes competition irrelevant by establishing a new market space. An example given is Apple's iTunes, which transformed the digital music industry. The document contrasts Blue and Red Oceans, with Red representing existing competitive industries and Blue representing new market opportunities. It outlines six principles for formulating and executing a successful Blue Ocean Strategy.
This document provides an introduction to blue ocean strategy concepts including:
1) It describes the difference between red and blue oceans, with red oceans representing crowded, competitive markets and blue oceans representing new market spaces with opportunities for highly profitable growth.
2) It introduces the concepts of value innovation and creating blue oceans by aligning innovation with utility, price, and cost positions to break the value-cost trade-off and create new market demand.
3) It outlines the key analytical tools for formulating a blue ocean strategy including the strategy canvas to map the current competitive landscape, and the four actions framework of eliminate, reduce, raise, and create to reconstruct buyer value and shift the strategy canvas to open new blue ocean
Blue Ocean Strategy involves creating new market space and making competition irrelevant by focusing on value innovation. It involves reconstructing market boundaries and industry assumptions to create demand in uncontested market spaces. The key aspects of Blue Ocean Strategy are creating exceptional buyer utility, setting a strategic price accessible to mass buyers, achieving the target cost structure, and addressing adoption hurdles upfront to develop a commercially viable idea.
The document outlines a presentation on Blue Ocean Strategy (BOS). It introduces BOS and the key tools used, including the Strategy Canvas and the Eliminate-Reduce-Raise-Create (ERRC) grid. It then provides examples of how companies like AirAsia, NetJets, Curves, and Tune Hotels applied BOS principles to create uncontested market space by reconstructing industry boundaries across different frameworks. The presentation aims to help participants understand and apply BOS tools to perform an as-is analysis of their own company and develop a new "to-be" strategy canvas pursuing a blue ocean opportunity.
The document discusses the concepts of red ocean strategy and blue ocean strategy. A red ocean strategy involves competition in existing industries, while a blue ocean strategy creates new market space and makes competition irrelevant. It provides the example of Nintendo Wii, which used a blue ocean strategy to create a new market for gaming consoles by combining video games with physical sports activities. This stretched industry boundaries and created demand in an uncontested market space.
This document summarizes a market information training session. The objectives of the training are to define markets and industries, understand positioning, learn about Blue Ocean Strategy and market validation methods, see free market intelligence tools, and discuss challenges. The instructor has experience in consumer electronics, startups, and consulting. Participants will introduce their companies and industries. Topics will include defining markets and industries, understanding positioning through segmentation and the value chain, the basics of Blue Ocean Strategy to make competition irrelevant, and methods for validating market demand through customer interviews and testing assumptions. Free online tools for market intelligence like Google Advanced, Google Reader, Google Alerts, and Google Trends will also be presented.
Strategy crash course making the competition irrelevant.ppsGil Rachlin
This document outlines strategies for blue ocean startups, which combine blue ocean strategy and lean startup principles. It discusses value innovation using the ERRC framework to create an uncontested market space. Key aspects covered include using value curves to visualize differentiation, evaluating strategies based on focus, clear differentiation, and catchy slogans. The document also discusses frameworks for finding blue ocean strategies, validating strategies using buyer experience cycles, overcoming barriers to implementation, and metrics for measuring innovation using lean startup principles.
This document provides an overview of blue ocean strategy concepts from the book Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne. It includes definitions and descriptions of red ocean vs blue ocean strategy, with red ocean referring to competing in existing market space and blue ocean referring to creating new market space. The document also includes diagrams, frameworks and examples to illustrate blue ocean strategic approaches.
The document summarizes key concepts from "The Blue Ocean Strategy" book. It discusses how blue ocean strategy involves creating uncontested market space by making competition irrelevant. It outlines value innovation as the cornerstone, which creates value for both buyers and companies. It presents frameworks like the four actions grid to eliminate, reduce, raise or create factors to break value-cost tradeoffs. It also discusses visualizing strategies, sequencing ideas through buyer utility/price/cost/adoption tests, and avoiding imitations through value innovation moves.
Toolkit for Preparing Your Own Blue Ocean-Performance DashboardRod King, Ph.D.
This 'portable' toolkit contains tools that can be used to prepare a Blue Ocean-Performance Dashboard. This concept combines two of the most powerful concepts in business management: Blue Ocean Strategy and Balanced Scorecard. The Blue Ocean-Performance Scorecard will help you to visually translate any strategy including a Blue Ocean Strategy into reality. Consequently, with the dashboard the implementation of a Blue Ocean Strategy has a higher chance of success.
In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing or "red ocean" markets. It explains that blue oceans are defined by untapped market demand, while red oceans involve competition over existing demand. The document outlines principles for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture rather than numbers, and getting the strategic sequence right. Tools for blue ocean strategy creation are presented, such as the strategy canvas for mapping the current industry state and a company's strategic moves, and the four actions framework for eliminating, reducing, raising, and creating strategic factors. Characteristics of effective blue ocean strategies and risks to avoid with red ocean thinking are also summarized
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Unlocking Creative Wealth: Mastering Artwork Design on Redbubble for Profitab...SuperHero Marketing
Discover the art of turning creativity into currency with our comprehensive guide on designing artworks for Redbubble and maximizing your earnings through the power of Print-On-Demand. From design tips to marketing strategies, this presentation is your key to navigating the world of online art commerce. Join us on a journey to transform your passion into a lucrative venture!
To learn more details, please visit www.superhero-marketing.com
Red Bull Blue Ocean Strategy
Presentation explores Red Bull's strategic management and marketing tactics.
Presentation by Robert Wensley, Brett Lashley, Joanna Alencastro, Peter Jendrolovics
Harvard University, Summer 2011
Blue ocean strategy involves creating new market space by differentiating your company's offerings and lowering costs. It makes competition irrelevant by defining a new set of rules for competition. Value innovation, which creates a leap in value for both customers and the company through differentiation and low costs, is the cornerstone of blue ocean strategy. In contrast, red ocean strategy involves competing head-to-head in already existing markets by gaining a larger share of demand through better prices or marketing. Examples of blue ocean strategy include Crocs shoes and new construction project approaches that create new demand rather than fighting over existing customers.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
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The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...
Blue Ocean Strategy Rbn V1
1. Blue Ocean Strategy
Implementation
Presented by:
Reyland B. Nepomuceno, MBA
General Manager – International Business Division
Netpia Phils, Inc.
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
2. The Path to Blue Ocean
• “Imagination will often carry us to worlds that never were. But without it we
go nowhere.”
- Carl Sagan
• “All men who have achieved great things have been great dreamers.”
-Orison Swett Marden
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
3. What is Blue Ocean Strategy?
• Creating New Markets
• Shift in Paradigm
• Value Innovation: The cornerstone of BOS
• Hybrid of Differentiation and Low-Cost Strategy
• Traditional Marketing Focuses on serving “Customers”
• BOS focuses on serving “Non-Customers”
• Defense against thinning profit margins in Red Ocean
• Red Ocean = Marketing is War!
• Blue Ocean = Reinventing the Market
Red Ocean Blue Ocean
Create Uncontested Market Space
Compete in Existing Market
Make Competition Irrelevant
Beat the Competition
Create and Capture New Demand
Exploit Existing Demand
Break the Value-Cost Trade Off
Value-Cost Trade Off
Differentiation or Low-Cost Strategy Differentiation and Low-Cost Strategy
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
4. Value Innovation
• Value Innovation is created in the region where a company’s actions entail:
– Cost Savings: elimination and reduction of factors where industry
competes on
– Buyer Value: raised through creation of elements the industry has never
offered
Costs
Value
Innovation
Buyer Value
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
5. Blue Ocean Frameworks
• 6 Principles of Blue Ocean Strategy
• Strategy Canvass
• 4 Actions Framework
• PMS Map
• 3 Tiers of Non-Customers
• Blue Ocean Strategy Sequence
• Buyer Experience Cycle
• Price Corridor of the Mass
• Blue Ocean Index
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
6. 6 Principles of Blue Ocean Strategy
• Formulation Principles
– Reconstruct Market Boundaries
• Look Across Alternative Industries (different form but same purpose)
• Look Across Strategic Groups w/in Industries (pursue similar strategy)
• Look Across Chain of Buyers (not just the end-user but the influencer)
• Look Across Complementary Products & Service Offerings
• Look Across Functional or Emotional Appeal to Buyer
• Look Across Time (Proactive not Reactive)
– Focus on the Big Picture, Not the Numbers
– Reach Beyond Existing Demand
– Get the Strategic Sequence Right
• Evaluation Principles
– Overcome Key Organizational Hurdles
– Build Execution into Strategy
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
7. Strategy Canvass
• Diagnostic and an Action Framework
• Reveals where the Competition is Investing
• Dissects the factors where the Industry currently competes in Product,
Service and Delivery
• Reveals “Gaps” in the current market offerings
• Looking to “Alternative Industries” for Differentiation Focus
Ave. Airline
Cebu Pacific
Car Transport
Friendly
Seating Speed Frequent X-Factor
Price Meals Lounge
Service
Classes Departures
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
8. 4 Actions Framework
• Customers may be “Over-served in Areas which are not critical” and
“Underserved” in areas that matter to a specific market
• Core of the Blue Ocean =
Enables the Fusion of Differentiation and Low-Cost Strategy
• ELIMINATE – Factors that Industry Takes for Granted
• REDUCE – Factors that should be reduced below industry Standard
• RAISE – Value Factors above industry standard
• CREATE – New Factors that Industry has not offered
ELIMINATE REDUCE
RAISE CREATE
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
9. 4 Actions Framework: Sisig Hooray!
ELIMINATE REDUCE
-Above the Line -wait time
Advertising (They actually raised the bar
as it is served quicker)
(They use Blogs)
-cost = plastic spoon
-Beer that is usually
partnered w/Sisig and fork
-Bar Music / Entertainment -price = P50
-comfortable seats
-Sizzling Plate
RAISE CREATE
-Taste -Time of Availability
(Any time of the day)
-Convenience
(Disposable Styro) -Place of Availability
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
10. PMS Map
• Defines a Roadmap to your Target Market
Pioneer, Migrator and Setters
“The Soul
Never Thinks
Without an
Image”
-Aristotle
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
11. 3 Tiers of Non-Customers (Targeting)
Tier Tier 2:Tier 3: Non-Customers
1: Mainly Buy
Non-Customers
That have offeringbuy your Industry’s Offerings
Industry never thought of your market’s offerings as an option
That refuse to Out of necessity
(Either “Soon-to-be” Non-Customers to Belong to other Markets)
(Their Needs have been Assumed
they find it Unacceptable or Beyond Their Means)
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
12. Blue Ocean Strategy Sequence
Buyer Utility
Exceptional Buyer Utility?
No, Rethink
YES
Price
Affordable to Masses?
No, Rethink
YES
Cost
Can you Attain Cost Target to Profit
No, Rethink
At Strategic Price?
YES
Adoption
Adoption Hurdles Being Addressed?
No, Rethink
YES
A Commercially Viable Blue Ocean
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
14. Price Corridor of the Mass
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
15. Blue Ocean Idea Index (BOI Index)
Microsoft Sony Nintendo
Xbox-360 PS3 Wii
- +
+
- - +
- -,+ +
- - +
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
16. Case Study: Crocs
ELIMINATE REDUCE
• Innovation in the shoe industry
-Shoe Box and -Labor Manufacturing
• unique lightweight clogs that
packaging Costs
combine comfort and fashion and
-Material Costs
low price point.
-Advertising Costs
• Crocs branded shoes have broad
RAISE CREATE
appeal because they are a fun
-Comfort (Lightweight -Fun (emotional)
alternative to traditional sandals
and loose fitting) -New Type of
and casual shoes and come in a
-Ease of Use Fashionable,
wide range of funky bright colors. Functional Casual
-Durability
• Customer Value: ergonomic Footwear
-Safety (Skid resistant)
comfort, lightweight, anti-skid, -Purchase
waterproof, and anti-microbial. Accessibility
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1
17. Case Study: Blackberry
• Blackberry was a breakthrough in ELIMINATE REDUCE
mobile communication -Need for computer to -implementation time
• Was ideal for Corporate People check email -training time
“On-the-Go” and must be reached -Need for wifi to -support time
connect
anywhere (airports, etc.) -response time to
-remote client software emails (Global)
• Rapid Response Time to Emails instalation
• Eliminated need for Laptop and wifi RAISE CREATE
connection to check email /
-Battery Life -Security
Browse / Chat
-Durability (Bulletproof -”Push Technology”
Material) -Redundancy of Email
-Reliability / Synchronization
-Speed of -QWERT Keyboard
send/receive email -Real Time Chat
-Browsing Capability Capability
-integration of voice,
PDA, Tools, Email
Author: R.Nepomuceno Blue Ocean Strategy_RBN_v1