Upload
ondenemersuniversiteit
View
2.628
Download
0
Embed Size (px)
DESCRIPTION
Presentatie blue ocean strategy - Prof. dr. Wim Vanhaverbeke - Universiteit Hasselt - clustermeeting 4 Strategie & Innovatie - OndernemersUniversiteit - 09/05/2012
Citation preview
Clustermeeting 4Blue Ocean Strategy
9 mei 2012
De Barrier Houthalen
Voorzitter: dhr. Matty Zadnikar, Z-Group
Professor: Prof. dr. Wim Vanhaverbeke, UHasselt
Spreker: dhr. Jo Nelissen, ABN Klimatisatie
Blue Ocean Strategy
Go where the profits and growth are - and where the competition isn’t
W. Chan Kim & Renée Mauborgne
Analytical tools and frameworks
Strategy CanvasHigh
Low
Price Use of enological
terminology
Above-the-line marketing Aging
quality
Vineyard prestige and legacy Wine
complexity
Wine range
Figure 2-1
Price
Fun &
humor
Multipleproductions
Artisticmusic
& danceAisle
concessions
Animalshows
StarPerformers
Multipleshow arenas
High
Low
Ringling Bros. & Barnum & Bailey
The strategy canvas of Cirque du Soleil
Theme
Refinedwatching
enjoinment
Thrills& danger
Uniquevenue
Cirque du Soleil
SmallerRegionalCircuses
8
What factors should be eliminated that the industry has taken for granted?
Eliminate
What factors should be reduced well below the industry standard?
Reduce
What factors should be created that the industry has never offered?
Create
What factors should be raised well beyond the industry standard?
Raise
Four Actions Framework: Key to Value Curve
The key to discovering a new value curve lies
in answering four basic questions
BOS Logic: Reconstruct market boundaries
Industry Focuses on rivals within its industry
Strategic Group Focuses on competitive position within strategic group
Buyer Group Focuses on better serving the buyer group
Scope of Product and Service
Offerings
Focuses on maximizing the value of product and service offerings within the bounds of its industry
Functional-emotional Orientation of an
Industry
Focuses on improving price-performance with the functional-emotional orientation of this industry
Time/Trends Focuses on adapting to external trends as they occur
Looks across alternative industries
Looks across strategic groups within its industry
Redefines the buyer group of the industry
Looks across to complementary product and service offerings that go beyond the bounds of its industry
Rethinks the functional-emotional orientation of its industry
Participation in shaping external trends over time
Boundaries of Competition
Head-to-HeadCompetition
Creating New Market Space
Four Steps of Visualizing Strategy1. Visual
Awakening2. Visual
Exploration3. Visual Strategy
Fair4. 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.
Three Tiers of CustomersThere is a universe of noncustomers which can be turned into customers to offer a big blue ocean market.
1st tier: “Soon-to-be” noncustomers who are on the edge of your market
2nd tier: “Refusing” noncustomers who consciously choose against your market
3rd tier: “Unexplored” noncustomers who are in markets distant from yours
Your Market
First Tier
Second Tier
Third Tier
BOS Logic: Get the
strategic sequence
right
Buyer utility
Is there exceptional buyer utility in your business idea?
Price
Is your price easily accessible to the mass of buyers?
CostCan 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
Buyer Utility Map
1.Purchase2.Delivery
3.Use4.Supplements
5.Maintenance6.Disposal
Customer Productivity
Simplicity
Convenience
Risk
Fun and Image
Environmental friendliness
The Six Stages of the Buyer Experience Cycle
Th
e S
ix U
tilit
y L
ever
s
Buyer Experience Cycle
.
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?
Uncovering Blocks to Buyer UtilityPurchase Delivery Use Supple-
mentsMainte-nance
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?
EnvironmentalFriendliness:
In which stage are the biggest blocks to environmental friendliness?
Profit Model of Blue Ocean Strategy
The 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