This document discusses creating value through blue ocean strategy and finding new market spaces. It emphasizes differentiating yourself by focusing on a niche and developing clear competitive advantages. Specifically, it recommends combining integrated digital marketing services with a targeted micro-niche and reinforcing your unique value through perseverance to become remarkable and profitable.

1. The Blue OceanPresented by Kate Dunn, Founder and President Digital Innovations Group (DIG)

2. Who Is This?

3. Stockdale Paradox Highest-ranking naval officer held as a prisoner of war in Vietnam

4. Imprisoned for 8 years“This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be.”Vice AdmiralJames Bond Stockdale (December 23, 1923–July 5, 2005)Source: Good to Great, Jim Collins

5. Today’s RealitiesMidst of a worldwide recessionOther forms of communication are proving effective and cost efficientOverall print volume is shrinkingPrice of print is decliningOperating costs continue to increaseCosts have been cut to highest levelsSmaller businesses do not have the critical mass to be profitable in a commodity marketThe printing industry will look very different at the end of this recession

6. To Survive and ThriveIncrease profitable salesPrint as a stand alone medium is becoming marginalizedProfit comes from creating valueThe industry must find NEW ways to create valueThose ways will cannibalize our traditional businessWe need Blue Ocean!

7. Why Are You Here?Grow Profitable Sales!

8. Great IdeasA combination of 2, maybe 3 great thinkers!

9. Blue Ocean StrategyAuthors:W. Chan Kim & Renée Mauborgne

10. The DipAuthor:Seth Godin

11. Blue Ocean StrategyValue Innovation – focus is not on beating the competition but rather making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up “new and uncontested market space.”

12. The DIPQuit the wrong stuffStick with the right stuffHave the guts to do one or the other

13. What is a Dip?The long slog between starting and mastery.The Dip

14. Why?We forgetWhy were hereWhat we want to accomplishWhy people will buy from us

15. Your Competitive AdvantagesDifferentiate your companyGive people a reason to buy from youHelp you stay focused

16. Jay B. Barney“A firm is said to have a sustained competitive advantage when it is implementing a value-creating strategy not simultaneously being implemented by any current or potential competitors and when these firms are unable to duplicate the benefits of the strategy.Gaining and Sustaining Competitive Advantage, Jay B. Barney

17. True Competitive AdvantagesObjective, not subjective“Do business with us because we have great quality and terrific customer service.”Is quantifiable not arbitrary“95% of our business comes from referrals.”Is different from the competitionIs not a cliché “We exceed customer expectations.”Sustainable!

18. 5 Fatal Flaws of Most CompaniesThey don’t have a competitive advantages but think they doThey have a competitive advantage but don’t know what it isThey know what their competitive advantage is but don’t communicate it to their clientsThey mistake strengths for competitive advantageThey don’t concentrate on competitive advantages when making strategic and operational decisions

19. Another Key ConceptThe people who invest the time and the energy and the effort to power through the Dip become the best in the worldMake the Dip longer, deeper and harder for all those who followThe ‘Right’ One

20. Which Dip?The mass market is dyingNot just in communications in all thingsToday there are a million micro-marketsEach micro-market has a ‘best’Best is subjective; the customer decides

21. Are We Getting This?What’s Apple’s market for personal computers?“style-conscious, designer’s, multimedia, student, family computer.” They Own This One!

22. And They Know How to Work It

23. Blue Ocean: Value InnovationCreates value simultaneously for both the buyer and the companyOccurs when companies align innovation with utility, price and cost positions.Requires companies to orient the whole system toward achieving a leap in value for both buyers and themselves.Believes that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players.

24. What’s RemarkableCriticizes Michael Porter’s idea that successful businesses are either low cost providers or niche-playersProposed instead that value can be found by crossing conventional market segmentation and value and lower cost.

25. How?The innovation raises and creates value for the market while, simultaneously reducing or eliminating features or services that are less valued by the current or future market.

26. The Strategy Canvas

28. Southwest AirlinesEmphasize friendly service, speed, and frequent point to point departuresFocusPrice against car transportationNo extra investments in meals, lounges, and seating choicesDivergence

29. The Final Test…Compelling TaglineDelivers a clear messageAdvertises an offering truthfullyPromotes interest and trust from customers"The speed of the plane at the price of the car—whenever you need it." Southwest Airlines

30. How Did Airlines Get There?Their strategies were formed reactively as they tried to keep up with their competition

31. They lost uniquenessWhat makes you ‘Remarkable’?

32. Value Map for Printers

33. Value Map – Traditional Agency

34. A New Type of Company

35. A New Breed of CompanyHighService OfferingLow

36. Capitalizes on TrendsMovement away from TV, Radio, Print advertisingFocus on digital mediaNew media – social mediaProvides automation for faster implementation and analysisNeed to integrate all channels

37. Now Let’s Add the SpiceIngredients:the right ‘micro’ nicheClear competitive advantagesRemark-ability

38. Violá

39. Blue OceanCross channel communicationIntegrated channelsDirect mailEmailLanding pagesSearch Engine OptimizationSocial MediaCellvideoAutomated trackingCampaign ManagementMarketing AutomationWeb to print for cross channel communication

40. Combined with a Micro NicheVertical MarketsHorizontal ApplicationsDelivery channelsGeographic/RegionalCompany Characteristics

41. Reinforced byClear Competitive AdvantagesKnow themTell ThemKeep Them