Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

Blue ocean strategy

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Nächste SlideShare
Blue Ocean Strategy
Blue Ocean Strategy
Wird geladen in …3
×

Hier ansehen

1 von 38 Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)

Andere mochten auch (20)

Anzeige

Ähnlich wie Blue ocean strategy (20)

Aktuellste (20)

Anzeige

Blue ocean strategy

  1. 1. Presented by , Fasna
  2. 2. Blue Ocean Strategy history  A book published in 2005 and written by W. Chan Kim and Renée Mauborgne, Professors at INSEAD and Co-Directors of the INSEAD Blue Ocean Strategy Institute.  Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries.
  3. 3.  In the book, the authors argue that leading companies will succeed not by battling competitors, but by systematically creating "blue oceans" of uncontested market space ripe for growth.  They assert that these strategic moves create a leap in value for the company, its buyers, and its employees, while unlocking new demand and making the competition irrelevant.  The book presents analytical frameworks and tools to foster organization's ability to systematically create and capture blue oceans.
  4. 4. Blue ocean strategy  Denote all the industries not in existence today – the unknown market space, untainted by competition. Demand is created rather than fought over.  There is ample opportunity for growth that is both profitable and rapid.  Competition is irrelevant because the rules of the game are waiting to be set.  An analogy to describe the wider, deeper potential of market space that is not yet explored.  From a focus on competing to a focus on value innovation.
  5. 5. Vs. Blue Ocean StrategyRed Ocean Strategy
  6. 6. Features of Red Ocean Strategy and Blue Ocean Strategy
  7. 7. Build execution into strategy Formulation principles Execution principles Reconstruct market boundaries Focus on the big picture Reach beyond existing demand Get the strategic sequence right Six principles of blue ocean strategy Overcome key organizational hurdles
  8. 8. Reconstruct market Boundaries Head-to-Head Strategy Blue Ocean Strategy Focus on rivals within industry Focuses on competitive position within strategic group Focuses on better serving the buyer group Looks across alternative industries Looks across strategic group within industry Redefines the industry buyer group
  9. 9. Head-to-Head Strategy Blue Ocean Strategy Focuses on maximizing the value of product or service offerings within the bounds of its industry Focuses on adapting to external trends as they occur Looks across to complementary product and service offerings Participates in shaping external trends over time Reconstruct market Boundaries
  10. 10. Focus on the Big Picture, not the Numbers Focus on the Big Picture, not the Numbers The Four Stages of Visualizing Strategy  Visual Awakening  Visual Exploration  Visual Strategy Fair  Visual Communication
  11. 11. Focus on the Big Picture, not the Numbers Visual Awakening  Compare your business with your competitors by drawing your “as is” strategy canvas  See where your strategy needs to change
  12. 12. Visual Exploration Focus on the Big Picture, not the Numbers  Go to 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
  13. 13. Focus on the Big Picture, not the Numbers Visual Strategy Fair  Draw your “to be” strategy canvas based on insights from field observations  Get feedback on alternative strategy canvas from customers, competitors customers, and non customers  Use feedback to build the best “to be” future strategy
  14. 14. Focus on the Big Picture, not the Numbers Visual Communication  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 gap to actualize the new strategy
  15. 15. Reach Beyond Existing Demand The Three Tier Of Non-customers  First tier : “Soon to be” non- customers who are the edge of your market, waiting to jump ship  Second tier : “ Refusing” non- customers who consciously choose against your market  Third tier : “Unexplored” non- customers who are in markets distant from yours
  16. 16. 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? Adoption What are the adoption hurdles in actualizing your business idea? Cost Can you attain your cost target to profit at your strategic price? A commercially viable blue ocean idea
  17. 17. Overcome Key Organizational Hurdles Overcome Key Organizational Hurdles Cognitive hurdle Motivational Hurdle Resource Hurdle Political Hurdle
  18. 18.  Apple  Google.Com  Amazon.Com  Tata motors  Micromax  ICICI bank  Fabindia  Shaadi.Com  Air deccan  Shramik Sanitation India The best example which are using blue ocean strategy by doing value innovation :
  19. 19. Numerous companies from various branches of industry have successfully created blue oceans. Some of them are ;
  20. 20.  SOUTHWEST AIRLINES  A US company, made history as the world's first low-cost carrier.  Analysed alternative industries and created new benefits for their non-customers, cost-sensitive travellers who rather drive.  The low-cost carrier thus positioned itself as a competitor to the car – not to other airlines – and adapted its strategy to the new requirements.  Reduced prices due to the elimination of additional services.
  21. 21.  Improved check-in times  Increased flight frequency  This new combination created an offering that enabled the customer to benefit from the high travelling speeds of an airplane at low prices combined with the flexibility of travelling by car.
  22. 22. CIRQUE DU SOLEIL  Created a new, highly-profitable market within the ailing circus industry.  The company’s management eliminated the main cost drivers of conventional circuses: the animals and the stars.  They incorporated elements from opera, ballet and concerts. The result was a totally new entertainment concept targeting former non-customers: adults happy to pay for good entertainment.
  23. 23.  Nintendo  The blue ocean strategy method has been implemented for many years with the systematic development of innovations such as nintendo DS or nintendo wii.  With nintendo wii they departed from a red ocean dominated by sony’s playstation and microsoft’s xbox by creating a totally new video game concept.  On one hand the wii created new benefits, such as innovative, intuitive control with movement sensors.  On the other hand it generated massive cost reductions eliminating high end graphics and CPU power.
  24. 24.  Thus nintendo was able to sell the wii at a price that appealed to the mass public.  This new recipe for success made the wii extremely popular and accessible for a new, unconventional target group, ranging from women to senior citizens.
  25. 25. Profit and growth consequences of creating blue oceans

×