Imagine a market universe composed of two sorts of oceans: red oceans and blue oceans. In the red oceans, companies try to outperform their rivals to grab a greater share of existing demand. As the market space gets crowded, prospects for profits and growth are reduced. Blue oceans, in contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable growth. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set.

Red Vs Blue Oceans

“Blue ocean strategy is not about finding a better or lower-cost solution to the existing problem of an industry. Instead, it is about redefining the problem itself.”

To form the basis of a blue ocean strategy,<ol><li>The strategy must be decisive to your business,</li><li>They must be irreversible,</li><li>They must have a clear trajectory.</li></ol>

Look Across Time 

<ul><li>The key question here is this: Is your offering priced to attract the mass of target buyers so that they have a compelling ability to pay for your offering? If it is not, they cannot buy it. Nor will the offering create irresistible market buzz. </li><li>To secure a strong revenue stream for your offering, you must set the right strategic price. </li><li>It is important to know from the start what price will quickly capture the mass of target buyers. </li></ul>

Right Strategic Price

<ul><li>Value innovation is achieved only when the system of the company’s utility, price, and cost activities is properly aligned.</li><li>Weak utility, price, and cost positions, plus average adoption ability, indicated that a strategy would be a flop. </li><li>Blue ocean strategy is not about being first to market. Rather it’s about being first to get it right by linking innovation to value.</li></ul>

Utility,Price And Cost positions

“A focus on the competition often anchors companies in the red ocean, and puts the competitors, rather than the customer, at the core of strategy.”

<ul><li>When a company’s value curve lacks focus, its cost structure will tend to be high and its business model complex in implementation and execution.</li><li>When it lacks divergence, a company’s strategy is a me-too, with no reason to stand apart in the marketplace.</li><li>When it lacks a compelling tagline that speaks to buyers, it is likely to be internally driven or a classic example of innovation for innovation’s sake with no great commercial potential (i.e value).</li></ul>

Focus,Divergence And Compelling Tagline

<ol><li>Settlers are me-too businesses,</li><li>Migrators represent value improvements, and</li><li>Pioneers are a company’s value innovations. </li></ol><ul><li>Ask: How does your product or service offer a leap in productivity, simplicity, ease of use, convenience, fun, and/or environmental friendliness? </li><li>Three strategy propositions—value, profit, and people.</li></ul>

Settlers,Migrators And Pioneers

<ul><li>An effective blue ocean strategy has three complementary qualities: focus, divergence, and a compelling tagline. </li><li>Compelling Tagline: A good tagline must not only deliver a clear message but also advertise an offering truthfully, or else customers will lose trust and interest. </li></ul>Examples:<ol><li>MasterCard: “There Are Some Things Money Can’t Buy. For Everything Else, There’s MasterCard.”</li><li>BMW: “The Ultimate Driving Machine”</li><li>M&Ms: “Melts in Your Mouth, Not in Your Hands.”</li></ol>

Three Characteristics of a Good Strategy 

<ol><li>Engagement: means involving individuals in the strategic decisions that affect them by asking for their input and allowing them to refute the merits of one another’s ideas and assumptions. </li><li>Explanation: means that everyone involved and affected should understand why final strategic decisions are made as they are.</li><li>Clarity of Expectation: requires that after a strategy is set, managers state clearly the new rules of the game. </li></ol>

The Three E Principles of Fair Process

By being both “free” and “premium,” companies are striving to be strategically priced to capture the target mass while earning profit for the premium features those users, having used the product or service, will feel compelled to buy and upgrade to.

FREEMIUM

<ol><li>Emotionally oriented industries offer many extras that add price without enhancing functionality. Stripping away those extras may create a fundamentally simpler, lower-priced, lower-cost business model that customers would welcome.(Emotional to Functional)</li><li>Conversely, functionally oriented industries can often infuse commodity products with new life by adding a dose of emotion and, in so doing, can stimulate new demand.(Functional to Emotional) </li></ol>

Look Across Functional or Emotional Appeal to Buyers 

<ol><li>Cognitive: waking employees up to the need for a strategic shift.</li><li>Limited resources. The greater the shift in strategy, the greater it is assumed are the resources needed to execute it. But resources were being cut, and not raised.</li><li>Motivation. How do you motivate key players to move fast and tenaciously to carry out a break from the status quo? </li><li>Politics. </li></ol>

Overcoming Key Organizational Hurdles

<ul><li>First tier: “Soon-to-be” noncustomers who are on the edge of your market, waiting to jump ship.</li><li>Second tier: “Refusing” noncustomers who consciously choose against your market.</li><li>Third tier: “Unexplored” noncustomers who are in markets distant from yours. </li></ul>

The three tiers of Non-customers

<ul><li>It is called value innovation because 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.</li><li>Value innovation places equal emphasis on value and innovation. </li></ul>

Value Innovation: The Cornerstone of Blue Ocean Strategy 

<ol><li>Eliminate</li><li>Reduce</li><li>Raise</li><li>Create </li></ol><ul><li>To value-innovate, the company must decide which factors to eliminate and reduce and not only those to raise and create-to construct a divergent value curve. </li><li>By focusing on the key factors that lead buyers to trade across alternative industries and eliminating or reducing everything else, you can create a blue ocean of new market space. </li></ul>

The Four Actions Framework For Creating Blue Ocean

Argues against common competitive practices while outlining recommendations based on the creation of untapped market spaces with growth potential.

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Career

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Marketing & Sales

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Strategy

business

Business

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Books

The global phenomenon that has sold 3.5 million copies, is published in a record-breaking 43 languages and is a bestseller across five continents—now updated and expanded with new content. This global bestseller, embraced by organizations and industries worldwide, challenges everything you thought you knew about the requirements for strategic success. Now updated with fresh content from the authors, Blue Ocean Strategy argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating “blue oceans”—untapped new market spaces ripe for growth. Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans. This expanded edition includes: •	A new preface by the authors: Help! My Ocean Is Turning Red •	Updates on all cases and examples in the book, bringing their stories up to the present time •	Two new chapters and an expanded third one—Alignment, Renewal, and Red Ocean Traps—that address the most pressing questions readers have asked over the past 10 years A landmark work that upends traditional thinking about strategy, this bestselling book charts a bold new path to winning the future. Consider this your guide to creating uncontested market space—and making the competition irrelevant. To learn more about the power of blue ocean strategy, visit blueoceanstrategy.com. There you’ll find all the resources you need—from ideas in practice and cases from government and private industry, to teaching materials, mobile apps, real-time updates, and tips and tools to help you make your blue ocean journey a success.

CHAN KIM AND RENÉE MAUBORGNE

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