Reach beyond existing demand
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Transcript of Reach beyond existing demand
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REACH BEYOND EXISTING DEMAND
Chapter 5
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Introduction Focus on maximizing size of Blue
Ocean being created Companies must challenge two
conventional strategies Focus on existing customersDrive for finer segmentation
Finer segmentation often creates smaller target markets
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Maximizing Size of Blue Oceans Companies must focus on
noncustomers Build commonalities in buyer’s value Example: Callaway Golf
Focused on why people weren’t playing golfFound it was too difficult to hit the ballIntroduced their product Big Bertha
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The Goal The Goal: Find insight to get
noncustomers to become customers Example: Coca Cola
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The Three Tiers First: Buyers who minimally purchase
your industry offering=Necessity Second: Buyers who have seen what’s
offered but don’t use. Example: Callaway
Third: Have never thought of your market or industry offerings
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Graphic Representation
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First-Tier Noncustomers Soon-to-be noncustomers are those who
minimally use the current market offerings to get by as they search for something better
Upon finding better alternative, they eagerly jump shipTend to sit on the edge of the market
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Market Results Market grows stagnant as soon-to-be
noncustomers increaseThis develops an opportunity for untapped
demand waiting to be released
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Pret A Manger Expanded Blue Ocean by tapping into
demand of first tier noncustomer People second guessed their choice of
eating at restaurants because they wanted healthier, faster, and less expensive options
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Key Commonalities First-tier noncustomer had three
commonalitiesWanted lunchWanted it fresh and healthyWanted it at a reasonable price
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Pret A Manger Formula Offers restaurant quality sandwiches
made fresh everyday Finest ingredients Makes food available faster than
restaurants and fast food Sleek setting Reasonable prices
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Pret A Manger Style Clean, Art Deco style 30+ choices of sandwiches $4-$6 Made in specific shop Fresh ingredients that are delivered that
specific day Also offers additional healthy options
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Ordering Experience Fast food: queue-order-pay-wait-
receive-sit down Pret A Manger: browse-pick up-pay-
leave90 seconds in store average
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How is it possible? Makes their ready-made sandwiches at
a high volume with high standardization assembly
No made-to-order and no serving customer
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The Lesson Noncustomers tend to offer far more
insight on how to unlock and grow a Blue Ocean than relatively content-existing customers
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Pret A Manger Today Sells more than 25 million sandwiches
annually 130 UK stores Now in Hong Kong and New York With $160 million in sales, McDonalds
bought 33% of its shares
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Second-Tier Noncustomers
Refusing noncustomersDon’t use/can’t afford current market
offeringsFind them unacceptable or beyond their
means
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JCDecaux Discovered problem:
Outdoor advertisement space undesirableBillboards and transport ads
○ No time for people to experience the ad Discovered solution:
“Street furniture” in 1964Municipalities offer stationary locations
○ Bus stops downtown
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JCDecaux Success “Street furniture”
Permitted richer contents and more complex messages
Campaigns could begin in 2-3 days as opposed to 15 days for billboards
Extensive contracts8-25 yearsMostly variable costs
○ Maintenance and renewal of furniture
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JCDecaux Today Number one street furniture-based ad
space provider worldwide Possess 283,000 panels in 33 countries
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Third-Tier Noncustomers Farthest from your current customers These are unexplored noncustomers Customers have not been targeted or
seen as potential customers by any player in the industryTooth whitening example
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U.S. Defense Aerospace Industry Problem
Inability to control aircraft costsKey vulnerability in long-term military
strength of U.S.Soaring costs/shrinking budgets
○ Leaving no viable plan to be able to replace the aging fleet of fighter aircraft
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U.S. Defense Aerospace Industry Needs by branch:
The Navy- durable aircraft that would survive the stress of landing on carrier decks and maintainability
The Marines- the need for short takeoff vertical landing (STOVL) and robust countermeasures
The Air Force- fastest and most sophisticated aircraft with super tactical agility and stealth technology
Three separate segments needing to be combined to cut costs
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U.S. Defense Aerospace Industry The Joint Strike Fighter (JSF) program
challenged this industry practice JSF searched for key commonalities
across the three branches JSF found that the highest-cost
components of the three branches were the same: avionics (software) and the enginesJSF is now called the F-35
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U.S. Defense Aerospace Industry Need
To build one aircraft for all three divisions Combing those key factors while reducing or
eliminating everything else Result: ONE aircraft and a dramatic
decrease in costs. Price per aircraft went down and value went up
The JSF reduced costs from $190 million per aircraft to $33 million
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U.S. Defense Aerospace Industry In Fall 2001, Lockheed Martin was given
the $200 billion JSF contractThe largest military contract in history
Pentagon believes in continued success because the F-35 has won support from all three branches
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Go for the Biggest Catchment
No set rule on which tier of noncustomers to focus on
Focus tier that represents the biggest catchment at the time
Explore if there are overlapping commonalities across all three tiers
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Go for the Biggest Catchment
Companies focus on retaining existing customers and seek further market segmentation
This strategy is not likely to create a Blue Ocean
The point is to challenge the existing, taken for granted strategic orientations
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Maximizing Scale of Blue Ocean Reach beyond demand to noncustomers De-segment opportunities to formulate
new strategies If no strategies are found, move on to
exploit differences among existing customers
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Central Idea It is not enough to maximize the size of
the Blue Ocean you are creatingA profit must be reached to create a win-win
outcome