By: W. Chan Kim & Renee MauborgneFacilitator: Gilbert Angeles

BSU MBA

Researching the history Researching the history of of blue ocean creationblue ocean creation

••Data: 150 strategic moves, Data: 150 strategic moves, more than 30 industries, over more than 30 industries, over 100 years (1800‐2000)100 years (1800‐2000)

••Variables considered: Variables considered: industrial, organizational and industrial, organizational and strategic strategic

Red versus blueRed versus blue

Compete in existing market spaceBeat the competitionExploit existing demandMake the value‐cost trade‐offAlign the whole system of acompany’s activities with its strategicchoice of differentiation or low cost

Create uncontested market spaceMake the competition irrelevantCreate and capture new demandBreak the value‐cost trade‐offAlign the whole system of acompany’s activities in pursuit ofdifferentiation and low cost

Value InnovationValue innovation is created in the region where a company’s actions favorably affect both its cost structure and its value proposition to buyers. Cost savings are made by eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in due to the high sales volumes that superior value generates.

Costs

Buyer Value

Value

Innovation

Value Innovation

Red Ocean Versus Blue Ocean StartegyIn the red ocean, differentiation costs because firms compete with the same best-practice principle. Here, the strategic choices for firms are to pursue either differentiation or low cost. In the reconstructionist world, however, the strategic aim is to create new best-practice rules by breaking the existing value-cost trade-off and thereby creating blue ocean.

Red Ocean Strategy Blue Ocean Strategy

Compete in existing market space. Create uncontested market space.

Beat the competition. Make the competition irrelevant.

Exploit existing demand. Create and capture new demand.

Make the value-cost trade-off. Break the value-cost trade-off.

Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost.

Align the whole system of a firm’s activities in pursuit of differentiation and low cost.

Red Ocean Versus Blue Ocean Strategy

Red Ocean Strategy Blue Ocean Strategy

The Six Principles of Blue Ocean Strategy

Formulation Principles Risk factor each principle attenuates

Reconstruct market boundaries

Focus on the big picture, not the numbers

Reach beyond existing demand

Get the strategic sequence right

Search risk

Planning risk

Scale risk

Business model risk

Evaluation principles Risk factor each principle attenuates

Overcome key organizational hurdles

Build execution into strategy

Organizational risk

Management risk

This figure highlights the six principles driving the successful formulation and execution of blue ocean strategy and the risks that these principles attenuate.

The Six Principles of Blue Ocean Strategy

Formulation Principles Risk factor each principle attenuates

Evaluation principles Risk factor each principle attenuates

Strategy CanvasThe strategy canvas is both a diagnostic and an action framework for building a compelling blue ocean strategy. It captures the current state of play in the known market space. This allows you to understand where the competition is currently investing, the factors the industry currently competes on in products, service, and delivery, and what customers receive from the existing competitive offerings on the market. The horizontal axis captures the range of factors the industry competes on an invests in. The vertical axis captures the offering level that buyers receive across all these key competing factors. The value curve then provides a graphic depiction of a company’s relative performance across its industry’s factors of competition.

High

Low

Price Use of enological

terminology

Above-the-line marketing Aging

quality

Vineyard prestige and legacy Wine

complexity

Wine range

Strategy Canvas

High

Low

Four Actions Framework + Eliminate/Reduce/Raise/Create Grid

The four actions framework offers an technique that breaks the trade-off between differentiation and low cost and to create a new value curve. It answers the four key questions of what industry takes for granted and needs to be eliminated; what factors need to be reduced below industry standards; what factors need to be raised above industry standards; and what should be created that the industry has never offered.

The eliminate-reduce-raise-create grid pushes companies not only to ask all four questions in the four actions framework but also to act on all four to create a new value curve. By driving companies to fill in the grid with the actions of eliminating, reducing, raising, and creating, the grid provides four immediate benefits: it pushes them to simultaneously pursue differentiation and low costs; identifies companies who are only raising and creating thereby raising costs; makes it easier for managers to understand and comply; and it drives companies to scrutinize every factor the industry competes on.

Eliminate

Enological terminology and distinctions

Aging qualities

Above-the-line marketing

Raise

Price versus budget wines

Retail Store involvement

Reduce

Wine complexity

Wine range

Vineyard prestige

Create

Easy drinking

Ease of selection

Fun and adventure

A New

Value Curve

Reduce

Eliminate Create

Raise

Which factors should be reduced well below industry standards?

Which factors should be created that the industry has never offered?

Which factors should be raised well above the industry’s standard?

Which of the factors that the industry takes for granted should be eliminated?

Four Actions Framework + Eliminate/Reduce/Raise/Create Grid

Four Actions Framework

A New Value Curve

Reduce

Eliminate Create

RaiseEliminate Raise

Reduce Create

The Eliminate-Reduce-Raise-Create Grid

Four Steps of Visualizing StrategyThe four steps of visualizing strategy builds on the six paths of creating blue oceans and involves a lot of visual stimulation in order to unlock people’s creativity. The four steps include visual awakening, visual exploration, visual strategy fair, and visual communication.

1. Visual Awakening

2. Visual Exploration

3. Visual Strategy Fair

4. Visual Communication

•Compare your business with your competitors’ by drawing your “as is” strategy canvas.

•See where your strategy needs to change

•Go into the field to explore the six paths to creating blue oceans.

•Observe the distinctive advantages of alternative products and services.

•See which factors you should eliminate, create, or change.

•Draw your “to be” strategy canvas based on insights from field observations.

•Get feedback on alternative strategy canvases from customers, competitors’ customers, and noncustomers.

•Use feedback to build the best “to be” future strategy.

•Distribute your before-and-after strategic profiles on one page for easy comparison.

•Support only those projects and operational moves that allow your company to close the gaps to actualize the new strategy.

Four Steps of Visualizing Strategy

1. Visual Awakening

2. Visual Exploration

3. Visual Strategy Fair

4. Visual Communication

Pioneer, Settler, Migrator MapA corporate management team pursuing profitable growth can plot the company’s current and planned portfolios on a pioneer-migrator-settler (PMS) map. This strategy can help a company determine which businesses experience the highest and lowest growth and cash flow. These are classified accordingly with the highest growth potential being pioneers, then to migrators, then to the lowest rung, settlers.

Pioneers

Migrators

Settlers

Today Tomorrow

Pioneer, Settler, Migrator Map

Pioneers

Migrators

Settlers

Today Tomorrow

Three Tiers of NoncustomersThere are three tiers of noncustomers that can be transformed into customers. They differ in their relative distance from your market. The first tier of customers minimally buy an industry’s offering out of necessity. The second tier of noncustomers refuse to use your industries offerings. The third tier are noncustomers who have never thought of your market’s offerings as an option.

Your Market

First Tier

Second Tier

Third Tier

Three Tiers of Noncustomers

Sequence of Blue Ocean Strategy

An important part of blue ocean strategy is to “get the strategic sequence right.” This sequence fleshes out and validates blue ocean ideas to ensure their commercial viability. This can then reduce business model risk. In this model, potential blue ocean ideas must pass through a sequence of buyer utility, price, cost, and adoption. At each step there are only two options: a “yes” answer, in which case the idea may pass to the next step, or “no”. If an idea receives a no at any point, the company can either park the idea or rethink it until you get a yes.

Buyer utility

Is there exceptional buyer utility in your business idea?

Price

Is your price easily accessible to the mass of buyers?

Cost

Can you attain your cost target to profit at your strategic price?

Adoption

What are the adoption hurdles in actualizing your business idea? Are you addressing them up front?

A Commercially Viable Blue Ocean Idea

No-- Rethink

Yes

Yes

Yes

Yes

No-- Rethink

No-- Rethink

No-- Rethink

Sequence of Blue Ocean StrategyBuyer utility

Price

Cost

Adoption

A Commercially Viable Blue Ocean Idea

No-- Rethink

Yes

Yes

Yes

Yes

No-- Rethink

No-- Rethink

No-- Rethink

Buyer Utility MapThe buyer utility map helps managers look at this issue from the right perspective. It outlines all the levers companies can pull to deliver exceptional utility to buyers as well as the various experiences buyers can have with a product or service.

1.

Purchase

2.

Delivery

3.

Use

4.

Supplements

5.

Maintenance

6.

Disposal

Customer Productivity

Simplicity

Convenience

Risk

Fun and Image

Environmental friendliness

The Six Stages of the Buyer Experience Cycle

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Buyer Utility Map1.

Purchase

2.

Delivery

3.

Use

4.

Supplements

5.

Maintenance

6.

Disposal

Customer Productivity

Simplicity

Convenience

Risk

Fun and Image

Environmental friendliness

The Six Stages of the Buyer Experience Cycle

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Buyer Experience CycleA 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 can ask a set of questions to gauge the quality of buyer’s experience.

Purchase Delivery Use Supplements Maintenance Disposal

How long does it take to find the product you need?

Is the place of purchase attractive and accessible?

How secure is the transaction environment?

How rapidly can you make a purchase?

How long does it take to get the product delivered?

How difficult is it to unpack and install the new product?

Do buyers have to arrange delivery themselves? If yes, how costly and difficult is this?

Does the product require training or expert assistance?

Is the product easy to store when not in use?

How effective are the product’s features and functions?

Does the product or service deliver far more power or options than required by the average user? Is in overcharged with bells and whistles?

Do you need other products and services to make this product work?

If so, how costly are they?

How much time do they take?

How easy are they to obtain?

Does the product require external maintenance?

How easy is it to maintain and upgrade the product?

How costly is maintenance?

Does use of the product create waste items?

How easy is it to dispose of the product?

Are there legal or environmental issues in disposing of the product safely?

How costly is disposal?

Buyer Experience CyclePurchase Delivery Use Supplements Maintenance Disposal

Uncovering Blocks to Buyer UtilityUncovering 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.

Purchase Delivery Use Supplements Maintenance Disposal

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

Friendliness:

In which stage are the biggest blocks to environmental friendliness?

Uncovering Blocks to Buyer UtilityPurchase Delivery Use Supplements Maintenance Disposal

Customer Productivity:

Simplicity:

Convenience:

Risk:

Fun and Image:

Environmental

Friendliness:

Price Corridor of the MassThis tool helps managers find the right price for an irresistible offer, which, by the way, isn’t necessarily the lower price. The tool involves two distinct buy interrelated steps. The first step involves identifying the price corridor of the mass which deals with customer price sensitivity and pricing strategies of products offered outside the group of traditional competitors. The second step deals with specifying a level within the price corridor which factors in legal protection and exclusive assets.

Step 1: Identify the price corridor of the mass.

Step 2: Specify a price level within the price corridor.

Three alternative product/service types:

Same form

Different form, same function

Different form and function, same

objective

Price Corridor of the Mass

High degree of legal and resource protection

Difficult to imitate

Some degree of legal and resource protection

Low degree of legal and resource protection

Easy to imitate

Upper-level pricing

Mid-level pricing

Lower-level pricing

Price Corridor of the MassStep 1: Identify the price corridor of the mass.

Step 2: Specify a price level within the price corridor.

Three alternative product/service types:

Same form

Different form, same function

Different form and function,

same objective

Price Corridor of the Mass

High degree of legal and resource protection

Difficult to imitate

Some degree of legal and resource protection

Low degree of legal and resource protection

Easy to imitate

Upper-level pricing

Mid-level pricing

Lower-level pricing

Profit Model of Blue Ocean StrategyThe profit model of blue ocean strategy shows how value innovation typically maximizes profit by using the three levers of strategic price, target cost, and pricing innovation.

The Strategic Price

The Target Profit

The Target Cost

Streamlining and Cost Innovations Partnering

Pricing Innovation

Profit Model of Blue Ocean Strategy

Blue Ocean Idea IndexThe blue ocean idea index is a simple but robust test demonstrating how the sequence of utility, price, cost, and adoption form an integral whole to ensure commercial success through blue ocean strategy.

Utility Is there exceptional utility? Are there compelling reasons to buy your offering?

Price Is your price easily accessible to the mass of buyers?

Cost Does your cost structure meet the target cost?

Adoption Have you addressed adoption hurdles up front?

PhilipsCD-i

MotorolaIridium

DoCoMoI-modeJapan

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-

-

-

-

-

+

+

+

++/-

Blue Ocean Idea Index

Utility Is there exceptional utility? Are there compelling reasons to buy your offering?

Price Is your price easily accessible to the mass of buyers?

Cost Does your cost structure meet the target cost?

Adoption Have you addressed adoption hurdles up front?