Blue Ocean Strategy: How to Create Uncontested Market Space by W. Chan Kim

By W. Chan Kim

A needs to learn technique ebook for marketers and practitioners, The Blue Ocean procedure has stood the attempt of time. This leap forward paintings offers insights on how you can make the most of "white areas" available on the market and compete opposed to non-competition. the first argument by way of Chan and Mauborgne is that organisations may still specialise in making markets rather than competing inside of them.

In a vintage instance, the authors reference Cirque du Soleil, who created a high-end industry house within the circus enterprise, making a new model of leisure, taking pictures industry percentage and charging a value top rate of greater than 10 instances that of a conventional circus. In an age whilst markets might be reworked in a single day, Blue Ocean offers a framework for concentrating on the most efficient and ecocnomic marketplace segments.

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Extra resources for Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant

Sample text

Wine industry from the market perspective. Now let’s turn to the vertical axis of the Analytical Tools and Frameworks 27 strategy canvas, which captures the offering level that buyers receive across all these key competing factors. A high score means that a company offers buyers more, and hence invests more, in that factor. In the case of price, a higher score indicates a higher price. We can now plot the current offering of wineries across all these factors to understand wineries’ strategic profiles, or value curves.

The tagline of [yellow tail]’s strategic profile is clear: a fun and simple wine to be enjoyed every day. When expressed through a value curve, then, an effective blue ocean strategy like [yellow tail]’s has three complementary qualities: focus, divergence, and a compelling tagline. Without these qualities, a company’s strategy will likely be muddled, undifferentiated, and hard to communicate with a high cost structure. The four actions of creating a new value curve should be well guided toward building a company’s strategic profile with these characteristics.

These are classic low-cost players. Moreover, the value curves of premium and low-cost wines share the same basic shape. The two strategic groups’ strategies march in lockstep, but at different altitudes of offering level. To set a company on a strong, profitable growth trajectory in the face of these industry conditions, it won’t work to benchmark competitors and try to outcompete them by offering a little more for a little less. Such a strategy may nudge sales up but will hardly drive a company to open up uncontested market space.

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