Chapter 9_Blue Ocean Strategy
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Transcript of Chapter 9_Blue Ocean Strategy
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THE SUSTAINABILITY ANDRENEWAL OF BLUE OCEAN
STRATEGY
(Chapter 9: Conclusion)
by Anastacio, Alyanna
Lordan, Mara Vanessa
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INTRODUCTION
In this concluding chapter, we address the issues
of the sustainability and renewal of blue ocean strategy.
“Creating a blue ocean strategy is not a static achievement but a dynamic process”
-Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, W. Chan Kim and Renee Mauborgne, 2005
Chapter 9
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INTRODUCTION
After a company creates a BLUE OCEAN and its powerful performance consequences are known sooner or later imitators appear on the horizon.
Chapter 9
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Chapter 9
This raises a related question:
When should a company reach out to create another BLUE OCEAN?
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BARRIERS TO IMMITATION
A blue ocean brings barriers to imitation; some being operation and others cognitive
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BARRIERS TO IMITATION
A value innovative move does not make sense based on conventional strategic logicEX: CNN
Brand image conflict prevents companies from imitating a blue ocean strategy. EX: The Body Shop
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BARRIERS TO IMITATION
Natural monopoly blocks imitation when the size of a market cannot support another playerEX: Megaplex in Brussels
Patents or legal permits block imitation
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BARRIERS TO IMITATION
Politics and Culture: Imitation often requires companies to make changes to existing business practices and culture Ex: Southwest (offers speed of travel with
cost/flex. of driving) Would mean major revisions in routing, training,
marketing, and pricing Brand Buzz: High leap in value leads to loyal
followers Ex: Apple products (“I’m a Mac” campaign)
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BARRIERS TO IMITATION
Cost Advantages: High volume by value innovation Ex: Apple ‘i’ products helped discourage
imitation for awhile
Network externalities: the more customers, the more attractive a company looks Ex: ebay – many buyers/sellers; hard to get them
to move to a potential imitator
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APPLE’S OCEANS: THE TECHNOLOGY INDUSTRY
Drowning in a red ocean Moving to a blue ocean Blue oceans turn to red oceans
What is the next step? Make another blue ocean (try to incorporate the
barriers to imitation)
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WHEN TO VALUE-INNOVATE AGAIN?
Eventually every blue ocean strategy will be imitated.
In an effort to hold on to customer base a firm can become focused on the competition instead of the buyer.• Apple in late 80’s.
Chapter 9
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WHEN TO VALUE-INNOVATE AGAIN?
To avoid this trap a company needs to monitor their value curves.
When a company’s value curve still has focus, divergence and a compelling tagline you should focus on expanding it and not re-innovating.
Chapter 9
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WHEN TO VALUE-INNOVATE AGAIN?
• As long as value curve still good a company should focus on operation improvements, geographic expansion, economies of scale and market coverage.
• As more competitors enter the market and rivalry intensifies a blue ocean will turn red.
Chapter 9
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WHEN TO VALUE-INNOVATE AGAIN?
• This can be seen by plotting you and your competitions value curves on a strategy canvas.
• As they converge a company should start looking for a new blue ocean.
Chapter 9
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BLUE and RED oceans
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BLUE AND RED OCEANS
Long-run profitability growth is a result of value-innovation
Create a blue ocean when competitors aggressively imitate and credibly converge value curves
Go beyond competing for market share and create blue oceans
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BLUE AND RED OCEANS
Blue and Red oceans have always coexisted “Great” businesses can succeed in both
oceans Good companies must master their
strategies for both oceans to become Great companies
To create a blue ocean a company must make competitors in the red ocean irrelevant Via value-innovation
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THE SIX PRINCIPLES OF BLUE OCEAN STRATEGY
REMEMBER :Formulation Principles
1. Reconstruct market boundaries
> reduce search risk2. Focus on the big picture, not the numbers > reduce planning risk3. Reach beyond existing demand
> reduce scales risk4. Get the strategic sequence right
> reduce business model risk
Executive Principles5. Overcome key organizational hurdles
> reduce organizational risk6. Build executive into strategy
> reduce management risk
Chapter 9
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Chapter 9
SWIM as far as to DOMINATE the BLUE OCEAN over your IMITATORS for as long as possible!