BLUE OCEAN STRATEGY FOR BAR B.Q

1. STRATEGIC MANAGEMENT
TERM REPORT
BY GROUP#4:
1) MUHAMMAD ZUBAIR KHAN (19938)
2) MUHAMMAD ALI JEHANGIR (19963)
3) RAFAY AHMAD ABEDI (19663)
4) USAMA BAIG (19659)
5) SYED MUHAMMAD IMRAN SAMI (19631)
6) ZAKA ULLAH NAEEM (19547)
7) DARAKHSHAN RAZA (19450)
8) MUHAMMAD ASFAN LAKHANI (19385)

2. BLUE OCEAN STRATEGY FOR

3. COMPETITIVE SCENARIO
INCUMBENTS NEW ENTRANTS
BAR B.Q. TONIGHT
NOORANI KABAB HOUSE
AL-HAJ BUNDOO KHAN RESTAURANT
SHAIKH ABDUL GHAFFAR KABAB HOUSE
ZAMEER ANSARI
ABDUL WAHEED KABAB HOUSE
KOLACHI
KABABJEES
*BAR B.Q. TONIGHT THUS HAS SEVEN THREATS TO COUNTER FROM COMPETITIVE PERPSECTIVE.

4. CURRENT MARKET POSITION

5. COMPETITIVE SCENARIO

6. THE HARD CHOICE

7. APPLICATION OF BLUE-OCEAN
STRATEGY TOOLS

8. VISUAL AWAKENING
0
2
4
6
8
10
12
Taste Ambiance Easiness to
reach
Waiting time Price Hygiene and
quality
Variety of
cuisine
Service time
As-Is Value Curve
Bar B.Q. Tonight Incumbents New Entrants
STRATEGY CANVAS BUYER UTILITY MAP

9. VISUAL EXPLORATION
Current
Market:
Traditional
Customers
Soon to be:
Junk Food
Customers
Refusing:
Continental
Cuisine
Customers
Unexplored:
Vegetarian
Customers
Raise
- Number of
restaurants
- Outside seating
arrangement
upgrades
Eliminate
- Brand arrogance
Create
- Menu for
vegetarians
- Strategic partnership
- Marketing
department
Reduce
- Environment
harming operations
- Focus on irrelevant
offerings
- Waiting time
New Value
Curve
NON-CUSTOMER ANALYSIS THE ERRC MODEL

10. VISUAL EXPLORATION
Looking across
alternative
industries
Looking across
strategic groups
within the
industry
Redefining the
industry buyer
group
Looking across
complementary
product and
service offerings
Rethinking the
functional-
emotional
orientation of
industry
Participating in
shaping external
trends over time
Entering into the
catering business
Brand extension • Vegetarian
barbecue
• Up-gradation of
outside dining
facility
Strategic
partnerships for
providing
customers with
easiness to arrive
and leave
Portraying strong
sense of
patriotism, the
foundation on
which the
restaurant was
established
• Menu for health
conscious
customer
• Environmental
friendly
operations
THE SIX-PATH STRATEGY
PATH#1 PATH#2 PATH#3 PATH#4 PATH#5 PATH#6

11. VISUAL STRATEGY CREATION
Driving down costs by:
Limiting budget of quality certification compliance.
Screening out dishes from menu that are not in demand.
Limiting budget for CSR activities.
Driving buyer value up by:
Easing their worries of approaching by increasing number of branches
and providing discounts and free rides via strategic partnership with ride-
hailing app companies.
Providing more venues to youngsters for enjoying quality meal in a good
ambiance.
Providing a barbecue heaven for both vegetarians and meat lovers under
a single roof.
STRATEGY DEVELOPMENT

12. VISUAL STRATEGY CREATION
Action Execution Date Completion Date
Establishing Marketing
Department January 15, 2018 February 15, 2018
Including vegetarian menu February 20, 2018 March 20, 2018
Planning new locations in
the city
March 25, 2018 April 25, 2018
Establishment phase of
new locations
December 1, 2018 Ongoing
Switching to green
approach
June 1, 2018 July 1, 2018
Up-gradation of outside
seating locations
August 1, 2018 Ongoing
SAMPLE EXECUTION ROADMAP

13. VISUAL STRATEGY FAIR
0
2
4
6
8
10
12
To-Be Value Curve
Bar B.Q. Tonight Incumbents New Entrants
NEW STRATEGY CANVAS

14. RECOMMENDATIONS
In order to get out of the Red Ocean in the barbecue restaurant industry,
Bar B.Q. Tonight should:
1) Go for brand extension and leverage the already established brand
name
2) Offer menu that could include vegetarians as valuable customers
3) Adapt and portray environmental friendly and health conscious
approaches
4) Provide customers with differentiated utilities like easiness and
discounts to approach and leave via ride-hailing apps
5) Enhance the spectrum of focus to include youngsters
For formulation and strengthening of future strategies, the company should:
1) Establish a Marketing Department
2) Limiting budgets on attributes that add costs and are not of significant
value to customers