tseblueoceanstrategymodified2014 141127122431-conversion-gate02
TRANSCRIPT
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Business Model
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Blue Oceans = value innovation(a new market space within mature industry)
• Compete in existing market space
• Beat the competition head-on
• Exploit existing demand
• Make the value/cost trade off
• Create uncontested market space
• Make competition irrelevant
• Create and capture new demand
• Break the value/cost trade off
Red Oceans (most businesses)
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62% 38%
Revenue Impact
39% 61%
Profit Impact
86% 14%
Business Launches
Pioneer, Innovation in Customer Value
Me-too & Value Improvement
• Why seek Value Innovation?
14% of firms in a ‘Blue Ocean’ space 61% of overall profits (Kim’s & Mauborgne’s observation of 108 companies over a 100-year period)
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Tools to find Blue Oceans
The Strategy Canvas:
captures the current state of play in the known market space; reorients focus from competitors to alternatives and from customes to non customers
the range of factors the industry competes on and invests in
the offering level that buyers receive across all of these key competing factors.
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Four actions framework (observations):
Factors that no longer are valuable to potential customers are avoidable costs
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Eliminate-reduce-raise-create grid
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Value innovation example: [yellow tail]
Australian vineyard Casella Wines
sought a way to increase US sales in a
hugely crowded and competitive industry
space with falling margins
The US Wine market –
hardly attractive
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Casella Wines’ value innovation
1. What did the US wine industry strategy canvas look like (on what factors were producers competing)?
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US wine industry - Factor 1: price
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US wine industry - Factor 2: labelling for connoisseurs
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US wine industry - Factor 3: mass media advertising
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US wine industry - Factor 4: aging quality – age=better
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US wine industry - Factor 5: heritage = prestige
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US wine industry - Factor 6: complex bouquet = desirable product
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US wine industry - Factor 7: wide product range = better label
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The US Wine Industry – strategy canvas
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[yellow tail] – 1 and 2
1. Industry Strategy Canvas• Price, packaging, above the line marketing, aging quality, prestige of the
vineyard, complexity of taste, diverse range of wines
2. Four actions framework - observations• Wine was only accessible to a limited number of people + takes years to
appreciate wine• French and worldwide producers were all competing on the factors on
the strategy canvas, bringing down margins• Blue Ocean: not competing on wine market, but on the alternative
market for beers, spirits and cocktails>> Create a new market of new wine drinkers
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[yellow tail] - 3
3. The eliminate-reduce-raise-create grid• Eliminated
» Enological terms on wine packaging, » above the line marketing – (replace with in-store merchandising)» aging quality » => costs and working capital declined
• Reduced» Vineyard prestige, » complexity of taste and range (2 products: Chardonnay and Shiraz)
• Raised» Price versus budget wines, » retail store involvement (display stands, merchandised clothing for staff)
• Created » 3 new factors: easy drinking, easy to select, and ‘fun and adventure’ image of
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Smaller product range, simpler labelling
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In-store merchandising
Retail store
involvement
Wal-Mart displays
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[yellow tail] value line vs US wine industry
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[yellow tail] - Results
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Further Reading
Kim, W.C. and Mauborgne, R., 2005. Blue Ocean Strategy: How to Create uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press.
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