Upload
marian-mckenzie
View
214
Download
2
Embed Size (px)
Citation preview
Creating Blue Oceans
Hilary Becker, Ph.D.Carleton University
* These slides are based on the work of Kim and Mauborgne in their book Blue Ocean Strategy, Harvard Business Press 2005.
Cirque du Soleil
• Why do blue oceans exist?– Business and markets never stands still
• Achieved rapid growth in declining market• Found new market space• Customer focus
– Eliminated animal acts– Introduced Theater ideas and storyline
• Offer fun and thrill of circus with sophistication of theater.
Cirque du Soleil
Circus
Cirque du Soleil
Theater
Markets
BLUEOCEANS
REDOCEANS
Established markets. All known markets in existence
-Industry boundaries are defined
-Competitive rules known and companies compete on traditional methods
All unknown markets or markets not in existence today
-Industry boundaries are undefined
-Competitive rules unknown and companies look for demand creation
Blue Oceans
• Created (generally) from expansion of red oceans.– Management ideas, opportunities, SWOT,
Environmental scan, R&D, Technology
• No Competition – No competitors• Traditional focus of strategic management based
on red ocean strategies – analyze underlying economic structure,– determining strategic position/strategy– Benchmarking industry– Convergence to target market
Examples in past 30 years
• Mutual funds • Cell phones• Biotechnology• Coffee bars (Starbucks)• Home video, VCD, DVD• CD, MP3, IPOD• Minivans• Snowboards/In-line
skates• Internet
• Bacardi Rum• CNN• Microsoft• Southwest Airlines• Cirque du Soleil• Bacardi Rum• Big Screen
TV/LCD/Plasma• Celebrity
Clothing/Perfume Lines
New Business Launches
Business launch
Revenue Impact
Profit Impact
86% 14%
62% 38%
39% 61%
Launches from Red Oceans
Launches from Blue Oceans
Driving Forces of Blue Ocean• Globalization
– Firms looking to expand beyond local borders to gain efficiencies and increase profitability
– Decline of trade barriers, niche markets and monopolies– Development of economic free trade zones and clustering (European Union,
Caribbean Common Market).– Increasing supply without increasing demand is forcing companies to look
for new markets/opportunities• Technology & Telecommunications
– Decreased cost, increased efficiency, greater flexibility– Increased communications
• Allows foreign companies to effectively manage international operations (Favors creation of IJV)
– Improved industrial productivity– Limited competitive advantage for technological advances (shorter time
horizon)• Organizational Structure
– Flatter, flexible and mobile– Strategic Alliances and JV– Bureaucracy: Persists but at a different level
• Focus on Environment– Sustainable Development (Balanced Scorecard)
Driving Forces of Blue Ocean• Accounting & Finance
– Harmonization of Accounting Principles– Importance of International Monetary Management
• Managing Foreign Exchange
• Human Resources– Work Teams (multiculturalism)
• Flexibility• Increased training and cross-training• Communication• Coordination of Activity
• Management– Geocentric: view entire world as one organization– Polycentric: view host country cultures are different and
allow operations to be managed more autonomously– Ethnocentric: view home-country standards to be superior.
Results
• Accelerated commoditization of products and services– As products become standardized, selection
is based more on prices
• Increasing price wars
• Shrinking profit margins
Strategic Moves to succeed• Research has shown that a move to Blue Ocean has
identified commonalities in strategic moves.• Strategic move: The set of managerial actions and
decisions involved in making a major market-creating business offering.
• Commonality seems to exist in strategic moves by all firms finding blue oceans.
• However, there was not commonality in types of firms: – small/large - attractive/unattractive industries– Young/mature - private/public– Low/hi tech - diverse national origins
• The basis of Blue Ocean Strategy is in developing Value Innovation.
Value Innovation
• Instead of focusing on competition, focus on making the competition irrelevant by creating a leap in value for buyers, and opening uncontested market space.
• Value without innovation – red ocean strategy of value creation on incremental scale (new bells or whistles)
• Innovation without value – red ocean technology innovation (often beyond what consumers are ready to accept or pay for).
• Value innovation occurs when companies align innovation with utility, price and cost positions thereby defying the traditional Cost-Value Tradeoff.
• Focus on differentiation and low cost simultaneously
Value Innovation
Costs
Buyer value
*****
Value Innovation
Simultaneous pursuit ofDifferentiation and LowCosts.
Blue Ocean vs. Red Ocean
Formulating and Executing Blue Ocean Strategy
• General belief (red ocean) that going beyond existing industry space is low odds of success.
• Most business strategy is red ocean focused.– Based on 6 principles
• Decreasing search risk, planning risk, scale risk, business model risk, organizational risk and management risk.
Six Principles of Blue Ocean Strategy - Summary
• Formulation Principles– Reconstruct market
boundaries– Focus on big picture, not
numbers– Reach beyond existing
demand– Get the strategic sequence
straight
• Execution Principles– Overcome key
organizational hurdles– Build execution into
strategy
• Risk Factors– Decrease search risk
– Decrease planning risk
– Decrease scale risk
– Decrease business model risk
• Risk Factor – Organizational risk
– Management risk
Four Guiding Formulation Principles
• Identify paths to systematically create uncontested market space and make the competition irrelevant (search risk)
• Design strategic planning to go beyond incremental improvements to create value innovations (planning risk)
• Maximize the blue ocean to create the greatest market of new demand. (scale risk)
• Design strategy to allow companies to provide a leap in value to buyers and build viable business model to produce and maintain profitable growth for itself. (business model risk).
Two Guiding Execution Principles
• Mobilize the organization to overcome key organizational hurdles that block implementation of a blue ocean. (Organizational risk)
• Motivating people to act on and execute a blue ocean strategy (management risk).
The Blue Ocean
Analytical Tools and Framework
Red Ocean
• Governed by existing framework of strategic management – Porter 5 Forces model– Three Generic Strategies– Value Chain management– Offer better solutions than rivals to existing problems
defined by industry• Effective Blue Ocean seeks to minimize risk not
maximize risk• Take notes from Entrepreneurs, learn and apply
to new situations– Create entrepreneurial framework within
organizational structure (Ex. 3M – Post-it Notes)
Wine Industry
• Intense competition (8 main competitors)– Leverage distribution, shelf space and
marketing driven• Downward pressure on prices• Increasing bargaining power of distribution channel
and flat demand
• What to do?– Develop a strategy canvas
• Analytical framework that is central to value innovation and creating a blue ocean.
Strategy Canvas
• Purpose:– Capture current state of play in market space– Develop an action Framework
• Wine industry– 7 principle factors
Price per bottle Refined Image
Marketing Aging of wine
Legacy of vineyard Complexity and sophistication
Range of wines
Strategy CanvasHigh
Low
Pri
ce
Ter
min
olog
y
Ma
rke
ting
Ag
ing
Leg
acy
Com
plex
ity
Ra
nge
Strategy Canvas - Analysis
• Convergence in values, but at different levels between premium (differentiation) and (low cost)
• Look for uncontested market space.
• Re-orient strategic focus from competitors to alternatives, from customers to non-customers.
• Casella Wines – Yellow Label
Four Actions Framework
• Reconstruct buyer value• 4 Key Questions:
– Which of the factors that industry takes for granted should be eliminated?
• Environmental Scan – factors companies have long competed on.– Which factors should be reduced well below the industry’s
standards?• Which products or services have been overdesigned?
– Which factors should be raised well above the industry’s standards?
• Uncover and eliminate the compromises the industry has forced on customers.
– Which factors should be created that the industry has never offered?
• Helps to discover new sources of value for buyers and to create demand.
Four Actions Framework
A New ValueCurve
EliminateWhich factors to
Eliminate?
RaiseWhich factors to
Raise?
CreateWhich factors to
Create?
ReduceWhich factors to
Reduce?
Eliminate-Reduce-Raise-Create Grid
• Key to creating Blue Oceans.
• Four immediate benefits– Simultaneously pursue differentiation and low-cost
strategies to break Value-Cost Tradeoff.– Flags companies that are focused on raising and
creating (thus increasing cost structure and over-engineering products and services)
– Easily understood and communicated– Drives company to scrutinize every factor the industry
competes upon.
Yellow Tail
• Developed a fun new drink not pretentious– Reduced aging (less capital cost)– Ease of selection by reducing wine offerings
(Chardonnay and Shiraz)– Removed technical jargon from bottles– Simple, eye catching non-traditional label– Wine boxes were simple and used for display– Advertising in stores with clerk outfits
• Offered a LEAP IN VALUE to customers.
ERRC Grid – Yellow Tail
Eliminate
- Terminology and distinction
-Aging quality- Above the line marketing
Raise-Price vs. budget wine-Retail store environment
Reduce-Wine complexity-Wine range-Vineyard Prestige
Create-Easy drinking-Ease of selection-Fun and adventure
Yellow Tail – Strategic Canvas
High
Low
Pri
ce
Ter
min
olog
y Ma
rke
ting
Ag
ing L
ega
cy
Com
plex
ity
Ra
nge
Eas
y dr
inki
ng
Eas
y S
elec
tion F
un
Characteristics of a Good Strategy
• Focus– The company does not diffuse efforts across all key
factors of competition
• Divergence– The shape of the value curve diverges from that of its
competition– Company does not act reactively
• Compelling Tagline– Strategic profile is clear and concise to customers.– Used to develop marketing campaign
Reading the Value Curves(6 Ways)
• Blue Ocean Strategy– Whether 3 criteria for good blue ocean strategy are
met (focus, divergence, tagline), this is a litmus test for commercial viability of blue ocean.
• Company caught in Red Ocean– Companies value curve converges with competitors– Company is attempting to compete head to head with
competitors (slower growth and potential)
• Overdelivery without Payback– If value curve is higher across all factors, Does
Market share and profitability reflect investment?
Reading the Value Curves(6 Ways)
• An Incoherent Strategy– All over the map, it signals it does not have a
cohesive and coherent strategy, likely based upon independent sub-strategies (divisional or functional silos).
• Strategic Contradictions– Offering high level on one competing factor while
ignoring others that support that factor. (ex. Self serve gasoline at higher prices)
• Internally Driven Companies– How does it label its factors (If highly technical, built
on internal perspective rather than external perspective).