The document discusses the concepts of value creation and blue ocean strategy, contrasting it with traditional red ocean strategies. It outlines frameworks for value innovation and emphasizes creating uncontested market spaces while breaking the value/cost trade-off. Key examples include strategies from brands like Yellow Tail and Cirque du Soleil that illustrate effective value propositions and market differentiation.

1. value creation and blue ocean strategy in the WAM

3. Value InnovationBlue Oceans vs Red Oceans Building Your Value Factors & Four Actions Framework

4. TAKE OUTSBRAIN GYM

5. THE CONCEPT OF VALUE INNOVATION

6. UNDERSTANDING BLUE OCEAN STRATEGY

7. FOUR ACTIONS FRAMEWORK

8. BUILDING YOUR VALUE FACTORSBODY HACK

9. Thinking PartnershipTell someone about a recent purchase you have been extremely happy with and one which you think added a lot of value to you. Why? What was the value it added?

10. Value is Multiple

11. VALUE INNOVATIONPERCEIVED VALUEPRICECOST

12. Moving away from Strategy as the territory of War

13. Red and Blue Ocean StrategyRed Ocean StrategyCompete in existing market spaceBeat the competitionExploit existing demandMake the Value/Cost trade-offAlign the whole system of a company’s activities with its strategic choice of quality differentiation or low costBlue Ocean StrategyCreate uncontested market spaceMake competition irrelevantCreate & capture new demandBreak the Value/Cost trade-offAlign the whole system of a company’s activities with its strategic choice of quality differentiation and low cost

15. Value Innovation for [Yellowtail]543210PriceWine rangeAging qualityEasy drinkingEasy selectionFun & AdventureWine complexityVineyard prestigeAbove-the-line marketingUse of enological terminologyPremium WinesBudget WinesYellow Tail

16. “The most powerful family owned wine brand in Australia”Intangible Business(2009)“Fifth most powerful wine brand in the world”Food Week (2008)

17. Value Innovation For Cirque De SoleilHIGHRingling Bros. and Barnum Bailey Value CurveCirque De SoleilValue CurveSmaller Regional CircusesLOWPriceThemeUnique VenueAnimal ShowsFun and HumorStar PerformersThrills and DangerAisle ConcessionsMultiple ProductionsMultiple Show ArenasArtistic Music and DanceRefined Watching Environmenthttp://pds4.egloos.com/pds/200708/04/00/d0028500_05080812.jpg

18. highLevel of valuelowe.g. priceValue factorsStrategy CanvasPlot value factors against level of value offered

19. Four Actions Framework(Kim & Mauborgne, 2005)

20. Four Actions FrameworkCost Structure ReductionELIMINATEWhat costs a lot and does not seem to add much more value?REDUCEWhere can you decrease emphasis?Buyer ValueRAISEWhich current value offering should you increase, or add to? What can you increase that does not cost much, but raises the perceived value of what you sell considerably?CREATEWhat would your customer really appreciate that is not being offered in your industry at the moment? Is there any other value “factor” you could add or create which would make you stand out from everybody else who does what you do?

21. Value InnovationAre you seeing the whole picture? Ladder of InferenceValue Factors – What are you assuming to be true which is not necessarily so?

22. VALUE INNOVATIONHow do you build VALUE?Perceived Benefit – Cost = Value Innovation

23. Value InnovationCOSTS VALUE INNOVATIONBUYER VALUE

24. Six Paths FrameworkTo reconstruct market boundaries, look across:-Alternatives: Ch/air/bag, Art, Second hand stores, online etcStrategic groups – what does the premium market offer which would cost little to addChain of buyers incl. strategic networkComplementary products & services– coffee shop, meal couponsFunctional or emotional appeal to buyersTime (Kim & Mauborgne, 2005)

26. INSIGHTUSEINSIGHTUSEUNCLEAR