In the continual quest for sustainable growth, companies have traditionally focused on the competition. They have fought over the same customers, tried to improve on the same benefits, and hoped to wring profits from a shrinking revenue stream. In Blue Ocean Strategy, professors W. Chan Kim and Renée Mauborgne argue that the key to success is to make the competition irrelevant. They offer a practical, tested analytical framework that innovators in any sector can use to create new, uncontested market space. In this “blue ocean,” organizations can take advantage of untapped demand and deliver powerful leaps in value—both for their customers and for themselves.

1. Some Impressionistic takes from the book of
W.Chan Kim & Renee Mauborgne
“ Blue Ocean Strategy”
-by Ramki
ramaddster@gmail.com

2. About the Authors
W. Chan Kim is The Boston Consulting Group Bruce D.
Henderson Chair Professor of Strategy and International
Management at INSEAD business school and Co-Director of the
INSEAD Blue Ocean Strategy Institute. Prior to joining INSEAD,
he was a professor at the University of Michigan Business
School, USA. He has served as a board member as well as an
advisor for a number of multinational corporations in Europe, the
U.S. and the Asia Pacific region. He is an advisory member for
the European Union and serves as an advisor to several
countries.
Renée Mauborgne is The INSEAD Distinguished Fellow and a
professor of strategy at INSEAD, one of the world’s top business
schools. She is also Co-Director of the INSEAD Blue Ocean
Strategy Institute.
Renée Mauborgne along with her colleague Chan Kim was
named the #1 Management Thinker in the World by Thinkers50.
She is the first woman ever to secure the top spot on the
Thinkers50 list of global thought leaders. Renée Mauborgne was
also named among the world’s top 5 best business school
professors by MBA Rankings.

3. Prelude
 Companies approach market strategy in one of two ways . Most business &
governments pursue a market-competing “red ocean strategy,” which
focuses on increasing market share in established markets where
competition is intense, investment is difficult to procure and margins are
slim.
 Market-creating companies, on the other hand, adopt a “blue ocean
strategy,” whereby, regardless of what is happening in the broader industry,
they develop a “new space” that allows business to flourish.
 Market-creating companies allow the established industry structure to
dictate their strategies, and they don’t challenge the status quo.
 Thus, red ocean firms exhaust their resources trying to secure a larger
proportion of existing customer demand. By contrast, market-creating
companies use their strategies to shape their business environment.
 These blue ocean firms focus on generating entirely new demand,
expanding the industry as a whole. Red ocean strategy takes one of two
approaches to competition:
 Sell at the lowest cost or be the most differentiated player in the industry.
But if you provide a highly differentiated offering, your costs will be dear
and your product less affordable.

4. Prelude
 Whereas red ocean strategy assumes a trade-off between high
differentiation and low cost, blue ocean strategy argues you can achieve
both at once while creating new demand in a manner that is difficult for
competitors to replicate.
 The Nintendo Wii exemplifies the blue ocean strategy approach. Video
gaming once was a highly competitive red ocean industry with multiple
players jockeying for market share.
 But Nintendo disrupted the industry with the Wii, a differentiated product.
Despite being produced in Japan and the United States, where labor costs
are steep, the Wii has a low price point.
 It appeals to new market segments, including elderly people and kids who
previously opted to play sports ahead of video games. Once upon a time,
outdoor advertising also was a “bloody red” industry, and it suffered small
profit margins. Ads were confined to billboards erected alongside roads and
highways. Then came French company JCDecaux , which employed a blue
ocean strategy to dominate the industry. JCDecaux’s advertising can be
found in bus shelters, metro stations and airports in cities around the world.
It redefined the market, enhancing the service and aesthetics of outdoor
advertising.

5. Blue Ocean Strategy

6. Understanding Blue Ocean Vs. Red Ocean
 Create uncontested market space
 Make the competition irrelevant
 Create and capture new demand
 Break the value-cost trade off
 Pursue low cost and differentiation
 Compete in existing market space
 Beat the competition
 Exploit existing demand
 Make the value-cost trade off
 Pursue low-cost or differentiation
How the Blue Ocean Strategy (BOS) differs from the conventional Red Ocean
Strategy:

7. A Blue Ocean represents uncontested market space where there is no or little
competition. A Red Ocean is where everyone is competing and markets have well
defined boundaries. A Blue ocean strategy creates new where none existed in the past.
Blue Ocean Strategy- A Visual Representation

8. Understanding Market Creation

9.  A cornerstone of the BOS is Value Innovation, which is
essentially the area where a company’s actions concurrently
reduce costs and increase its value offering to buyers.
 The company saves costs by eliminating and reducing its
investments in certain factors that its industry competes on. It
increases buyer value by raising and creating new value
elements not previously offered by the industry.
 The latter may mean a short-term increase in investment, but
this will be addressed once economies of scale kick in.
 It is about creating a quantum leap in value for your buyers,
thereby creating new and uncontested market place. This
strategy needs to span across the entire system of a
company’s activities.
Value Innovation

10. “Instead of focusing on
beating the competition, you
focus on making the
competition irrelevant by
creating a leap in value for
buyers and your company,
thereby opening up new and
uncontested market
space…Value innovation is
more than innovation. It is
about strategy that embraces
the entire system of a
company’s activities.”
Value Innovation

11. Strategy Canvas
 This is a tool to capture the current state of play in the
marketplace, so you can understand:
 Where the competition is currently investing
 How the industry currently competes -(in products, service,
delivery)
 What customers receive from existing competitors in the
market
“To fundamentally shift the strategy canvas of an industry, you
must begin by reorienting your strategic focus from competitors
to alternatives, and from customers to noncustomers of the
industry… to gain insight into how to redefine the problem the
industry focuses on and thereby reconstruct buyer value
elements that reside across industry boundaries.”
Analysing the Market –Tools & Frameworks

12. Your BOS Strategy Curve should:
 Look significantly different from existing competitors’;
 Involve cutting back and/ or eliminating competition factors that were taken for
granted in your industry (thereby reducing cost); and
 Involve raising and/or creating new competition factors that your industry doesn’t
offer (thereby increasing differentiation).
Strategy Canvas

13. Case Study -Cirque du Soleil
( A Circus Company)

14. Example :Strategy Canvas -Cirque du Soleil
 Cirque du Soleil is one of those examples they used to show
the relevance of Blue Ocean Strategy. How did Cirque du
Soleil manage to become a successful and prominent
player in the declining circus Industry?
 While other circuses were focusing on benchmarking similar
traditional circuses in order to steal market share from a
shrinking demand pool, Cirque du Soleil reinvented the circus
experience by eliminating and reducing factors that were
costly and didn’t add much value to customers anymore.
 They for example quit using animals during their shows. Apart
from the increasing public discomfort people had with the use
of animals, it was also very expensive to feed, move and train
animals for the show.
 Eliminating this factor alone was therefore a massive
improvement in Value Innovation.

15. Example :Strategy Canvas -Cirque du Soleil

16. Example :Strategy Canvas -Cirque du Soleil
 In addition, Cirque du Soleil wanted to elevate the customer
experience by focusing on adults as well instead of the usual
focus on kids. They therefore borrowed elements from
Broadway shows in order to make the shows more theatrical
and magical.
 Funny enough, because of these changes Cirque du
Soleil was able to strategically raise the prices of their
tickets to match those of the theater industry. Through
both differentiation and low-cost Cirque du Soleil jumped out
of the Red Ocean of the circus industry and created a new
Blue Ocean concept that was never seen before.

17. Four Action Framework-The Case of Cirque du Soleil
 Theme
 Refined environment
 Multiple productions
 Artistic music and dance
Eliminate Reduce
RaiseCreate
 Star performers
 Animal shows
 Aisle concession sales
 Multiple show arenas
 Fun and humor
 Thrill and danger
 Unique venue

18.  The book also highlights 3 components of a good strategy:
 Focus : Do not diffuse your efforts across all factors of
competition
 Divergence : The shape of your value curve looks totally
different from other players’
 Tagline : The tagline must deliver not only a clear
message but advertise your offering truthfully
3 Components of a good Strategy

19.  4 Action Framework & ERCC grid - 2 tools can be used in
conjunction with the Strategy Canvas to develop a strategy
that will create an uncontested market space.
 The Four Action Framework is used to break the trade-off
between differentiation and low cost to create a new value
curve, using 4 key questions to challenge an industry’s
logic and business model:
4 Action Framework & ERRC Grid
Four Action Framework
“There are four key questions to challenge an industry’s strategic logic and business
model.”
ERRC Grid
“The 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.”

20. ERRC Grid
Eliminate-Reduce-Raise-Create (ERRC) Grid pushes companies to specify the
actions that they can eliminate and reduce, so they can communicate their strategy
internally and take concrete action.

21.  Plotting your company’s current and planned portfolios gives
you perspective on your potential for growth. Your
businesses or offerings fall into 3 key categories:
 Settlers : Me-too offerings/businesses
 Migrators : Offerings/businesses above market average
 Pioneers : Offerings/businesses of unprecedented value
 Pioneers are the drivers of your BOS and your most
powerful sources of profitable growth, but settlers are
typically today’s cash generators. Your goal is to have a
balanced portfolio for current and future cash flow and
growth.
The Pioneer-Migrator-Settler (PMS) Map

22. The Pioneer-Migrator-Settler (PMS) Map

23. The Buyer Utility Map
 This map shifts the focus to buyers, helping to identify the
utility spaces that a product or service can potentially fill. The
Buyer Experience Cycle (BEC) outlines the 6 stages of
buyers’ experience, with a range of experiences within each
stage. The utility levers cut across stages of the buyers’
experience.
 Managers can use the map to consider ways to offer new/
different utility, and also ways to remove barriers that hinder
conversion of non-consumers to consumers. Exceptional
utility is achieved when the offering removes the greatest
blocks to utility across the entire buyer experience cycle. This
gives customers a compelling reason to use the product.

24. The 6 Stages of Buyer Experience Cycle

25.  The Buyer Experience Cycle (BEC): A buyer’s experience can usually be
broken into a cycle of six stages, running more or less sequentially from
purchase to disposal.
 Utility levers: Cutting across the stages of the buyer’s experience are
what we call utility levers – the ways in which companies unlock utility for
their customers.
 By locating a new offering on one of the spaces of the buyer utility map,
managers can clearly see how, and whether, the new idea 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.
 Managers too often focus on delivering more of the same stage of the
buyer’s experience.
 This approach may be reasonable in emerging industries, where there is
plenty of room for improving a company’s utility proposition. But in many
existing industries, this approach is unlikely to produce a market-shaping
blue ocean strategy.
The 6 Stages of Buyer Experience Cycle

26. Formulating Blue Ocean Strategy – 4 Key Principles
Reconstruct Market Boundaries
 Examine how the market is
currently performing and
competing, then create a
strategy that is drastically
different from the rest of the
players.
 The book outlines 6 paths you
can take to identify blue ocean
opportunities and reconstruct
your market boundaries.

27. Formulating Blue Ocean Strategy – 4 Key Principles
Look across alternative industries:
 These include products or services that have different
functions and forms, but serve the same purpose.
Look across strategic groups within industries:
 i.e. those pursuing similar strategies. Draw on the distinctive
strengths from different groups and eliminate and reduce
everything else.
Look across the chain of buyers:
 Consider whether your industry focuses on the purchasers,
users and influencers of a product or service. Identify if there
is potential to unlock new value by shifting the customer
focus. .

28. Formulating Blue Ocean Strategy – 4 Key Principles
Look across complementary product and service offerings:
 Identify the context in which your product is used, including what
happens before, during and after your product is used. That can shed
light on the pain points you can eliminate.
Look across functional or emotional appeal to buyers:
 Consider how your industry competes primarily, then see if there are
elements you can strip out of emotional appeal to compete
functionally, or elements you can add to functional appeal to compete
emotionally.
Look across time:
 Identify trends that have a high probability of impacting your industry,
are irreversible and evolving in a clear trajectory, and participate in
shaping external trends over time.

29. Reach Beyond Existing Demand
To maximize the size of the blue ocean, you need to look to 3 tiers of
non-consumers. Focus on the tier that represents the biggest
catchment at the time, but also explore and build on overlapping
commonalities that applies to different tiers of non-consumers:
 First tier : “Soon-to-be” non-consumers who are at the edge of your
market, waiting to jump ship
 Second tier : “Refusing” non-consumers who consciously choose
against your market
 Third tier : “Unexplored” non-consumers who are in markets distant
from yours

30. Getting the Strategic Sequence Right
There are 4 key steps that must be covered, to develop a robust
strategy. If the answer is “no” to any of the steps, you need to re-
work the strategy until the item is addressed:

31. Focus on the Big Picture
Visualize your Strategy to
unlock the creativity of
people within your
organization, help them see
the blue oceans, and
communicate the strategy
for effective execution. This
includes 4 components:
 Visual Awakening
 Visual Exploration
 Visual Strategy Fair
 Visual Communication

32. Executing Blue Ocean Strategy
 Overcome Key Organizational Hurdles
 BOS represents a huge shift from status quo, the challenge of execution
is amplified. The book recommends using the approach of “tipping point
leadership” to overcome the 4 key hurdles to change:
 Cognitive Hurdle (waking up employees to the need for change):
 Rather than rely on numbers to convey the message, tipping point
leaders focus on making people see and experience the harsh reality
firsthand, in 2 ways:
 Get managers to face the worst operational problems
 Get managers to meet with their most disgruntled customers
 Resource Hurdle (executing a strategic shift with fewer resources):
 Rather than try to secure more resources, tipping point leaders focus on
multiplying the value of the resources they have, in 3 ways:
 Redistribute resources to hot spots
 Redirect resources from cold spots
 Horse-trade resources you don’t need for those that you need.

33. Executing Blue Ocean Strategy
 Motivational Hurdle (motivating key players to move fast &
tenaciously):
 Instead of trying to win over everyone, tipping point leaders
focus on 3 areas of disproportionate influence :
 Zoom in on Kingpins (key influencers)
 Use fishbowl management for Kingpins (spotlight on their
actions)
 Atomize the challenge to bits that are relatable and
attainable
 Political Hurdle (overcoming age and treachery):
 These can be overcome through 3 ways:
 Leverage your angels
 Silence your devils
 Secure a consigliore in your top management team

34. Executing Blue Ocean Strategy
 Build Execution into Strategy
 There will always be resistance to change, and much more so
with BOS, as it pushes people out of their comfort zones and
challenges past practices. To minimize the risk of distrust,
non-cooperation and even sabotage, the book recommends a
“fair process” in making and executing strategy.
The Fair Process involves 3 “E Principles”:
 Engagement:
 Involving individuals in the strategic decisions that affect them
 Explanation:
 Helping everyone involved and affected to understand why
the decisions are made as they are
 Expectation Clarity:
 Stating clearly the new rules of the game after a strategy is
set

35. Companies -Blue Ocean Strategic Moves

37.  Businesses that employ “red ocean strategy” accept their
industries’ prevalent strategies as given and compete for a
larger slice of market share of existing markets.
 Companies that take a “blue ocean strategy” approach
create new, uncontested markets by extending their reach
and appealing to new customers.
 Red ocean companies endeavor to win existing markets
through low price or differentiation. Competition is fierce and
profits are limited.
 Blue ocean companies can combine low costs with high
differentiation to appeal to new, untapped market segments.
 The Nintendo Wii exemplifies blue ocean strategy. The Wii
created new demand among large swathes of the population
who traditionally didn’t play video games.
Key Take away…

38.  Value innovation does not make sense to a company’s
conventional logic.
 Blue ocean strategy may conflict with other companies’
brand image.
 Natural monopoly: The market often cannot support a
second player.
 Patents or legal permits block imitation.
 High volume leads to rapid cost advantage for the value
innovator, discouraging followers from entering the market.
 Network externalities discourage imitation.
 Imitation often requires significant political, operational, and
cultural changes.
 Companies that value-innovate earn brand buzz and a loyal
customer following that tends to shun imitators
Imitation Barriers to Blue Ocean Strategy

39. Summary

40. Mail your comments to ramaddster@gmail.com