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Blue Ocean Strategy


Strategija plavog okeana
Blue ocean strategy challenges companies to break out of the red
ocean of bloody competition by creating uncontested market space
that makesthe competition irrelevant.




Strategija plavog okeana poziva kompanije da napuste crveni okean
krvave konkurencije stvaranjem prostora na tržištu koji konkurenciju čini
irelevantnom.
Blue ocean strategy is about growing demand and breaking
awayfrom the competition.




Strategija plavog okeana okrenuta je ka povedanju tražnje i odvajanje od
konkurencije.
In the red oceans, industry boundaries are defined and accepted,
and the competitive rules of the game are known.

Blue oceans, in contrast, are defined by untapped market space,
demand creation, and the opportunity for highly profitable growth.


Poslovanje u crvenim okeanima, predstavlja poslovanje između
industrija u kojima su konkurentske igre takve, da su pravila jasno
definisana iprihvadena .

Plavi okean su tržišta na kojima pravila poslovanja tek trebamo definisati
akonkurencija je nevažna.
....companies need to go beyond competing
....companies need to create blue oceans




....kompanije treba da idu dalje od konkurencije
....kompanije moraju dastvaraju plave okeane
VALUE INNOVATION


INOVACIJA VREDNOSTI
Peter Drucker - observes that companies tend to race against
each other by looking at what competitors do.
 Kim and Mauborgne -argue that a focus on benchmarking and beating the
competition leads to imitative, not innovative, approachesto the market, often
resulting in price pressure and further commodization. Instead, they argue,
companies should strive to make the competition irrelevant by offering buyers
a leap in value.

Peter Drucker - kompanije nastoje da se nadmedu jedna sa drugom tako
štoposmatraju šta konkurencija radi.

Kim i Mauborgne dokazuju da fokusiranost na ispitivanje i pobeđivanje
konkurencije jeste pristup koji vodi ka imitaciji, a ne stvaranju novih
vrednosti, što često ima za posledicu pritisak na cenu i pretvaranje svega
u potrošnu robu. Umesto toga, kompanije treba da teže da konkurenciju
učineirelevantnom, nudedi kupcima skok uvrednosti.
Value innovation places equal emphasis on value and innovation.

What separates winners from losers in creating blue oceans is neither
bleeding-edge technology nor“timing for market entry.” Sometimes these
exist; more often, however, they do not. Value innovation occurs only when
companies align innovation with utility, price, and cost positions.



Inovacija vrednosti stavlja podjednak naglasak na vrednost iinovaciju.

Ono što u stvaranju strategije plavog okeana, razdvaja pobednike i
gubitnike , nije ni krvavo pladena najnovija tehnologija, ni dobar tajming
za ulazak na tržište. Da, to može imati uticaja i postoji, ponekada.
Međutim, inovacija vrednosti se pojavljuje samo ako kompanije povežu
inovaciju sa korisnošdu, cenom i stanjem troškova.
Creation of blue oceans is about driving costs down while simultaneously
driving value up for buyers.

Kamen temeljac strategije plavog okeana, jeste smanjenje troškova uz
istovremeno povedanje vrednosti za kupce. Čime se postiže skok vrednosti za
kompaniju i kupce.
Blue ocean strategy
THE STRATEGY CANVAS


 PLATNO STRATEGIJE
The strategy canvas is both a diagnostic and an action framework
for building a compelling blue ocean strategy.

Platno strategije je dijagnostički i radni okvir za izgradnju uspešne strategije
plavog okeana.
The value curve, the basic component   Kriva vrednosti, je osnovna
of the strategy canvas, is a           komponenta platna strategije, i
graphic depiction of a company’s       predstavlja grafički prikaz relativnog
relative performance across its        učinka kompanije u odnosu na faktore
industry’s factors of competition.     kojima industrija konkuriše.
....from thebuyer’s point of view there is              ....sastanovišta kupaca postoji ogromna sličnost
enormous convergence in their valuecurves.              kada posmatramo krive vrednosti proizvođača
.... premium brandwines                                 vina.
They offer a high price and present a high level of     .... vrhunske marke vina
offeringacross all the key competing factors.           Nudevisoku cenu, visok nivo ponude po svim
Strategic -classic differentiation strategy.            ključnim faktorima konkurencije.
....budget wines                                        Strategija -klasična strategija diferencijacije.
Price is low, as is their offering across all the key   ....jeftina vina
competing factors.These are classic low-cost            Niska cena, i njihova ponudaposmatrana prema
players.                                                ključnim faktorima konkurentnosti. Jeftini igrači.
To fundamentally shift the strategy
                                           Zafundamentalnu promenu platna
canvas of an industry, you must begin
                                           strategije industrije neophodno je
by reorienting your strategic focus from
                                           preusmeriti fokus sa konkurenata na
competitors to alternatives, and from
                                           alternativu i sa kupaca na ne -kupce
customers to noncustomers of the
                                           unutar industrije.
industry.
Casella Wines acted on all four actions - eliminate, reduce, raise, and create.

Vinarija Casella Wines je sprovela metod 4 akcije - 4 postupka:
eliminaciju, redukciju, povedanje i stvaranje.
By looking at the alternatives of beer
                                         Vinarija Casella Wines, posmatranjem
and ready -to -drink cocktails and
                                         alternativa pivu i gotovim koktelima i
thinking in terms of
                                         razmišljajudi o ne - kupcima je stvorila
noncustomers, Casella Wines created
                                         tri nova faktora u američkoj industriji
three new factors in the U.S. wine
                                         vina -lako za piti, lako za izabrati i
industry -easy drinking, easy to
                                         zabavno i avanturistički, čime je
select, and fun and adventure - and
                                         eliminisala sve ostalo.
eliminated or reduced everything else.
Casella Wines –JUST DO IT – BLUE OCEAN STRATEGY
Blue Ocean -strategic : focus, divergence, and a compelling tagline.

Strategija plavog okeana ima tri ključne karakteristike : fokus, divergenciju, i
ubedljivu poruku.
Formulating Blue Ocean Strategy -Most              Formulisanjestrategijeplavogokeana -
important questions                                Najvažnija pitanja prilikom formulisanja strategije


What are the alternative industries to your       Koje su alternativne industrije vašoj industriji?
industry?                                         Zašto ih kupci zamenjuju?
Why docustomers trade across them?                Koje su strategijske grupe u vašoj industriji?
What are the strategic groups in your industry?   Zašto kupci odlaze u višu ili nižu grupu?
Why do customerstrade up for the higher           Kako izgleda lanac kupaca u vašoj industriji?
group, and why do they trade down for the         Na koju grupu kupaca je vaša delatnost
lower one?                                        fokusirana?
What is the chain of buyers in your industry?     Ako se promeni grupa kupaca kako bi se mogla
Which buyer groupdoes your industry typically     ostvariti nova vrednost?
focus on?                                         U kom kontekstu se vaš proizvod ili usluga
If you shifted the buyergroup of your             koristi?
industry, how could you unlock new value?         Da li vaša delatnost konkuriše funkcionalnom ili
What is the context in which your product or      emotivnom porukom?
service is used?                                  Kako trendovi utiču na vašu delatnost?
Does your industry compete on functionality or
emotional appeal?
How will trends impact your industry?
Point Blue Ocean Strategy / Ključ strategije plavog okeana


Having identified a trend, you can then look across time and ask yourself what
the market would look like if the trend were taken to its logical conclusion.
Working backfrom that
vision of a blue ocean strategy, you can identify what must be changed today to
unlock anew blue ocean.

Kad identifikujete trend , onda možete da pogledate kroz vreme i zapitate se
kako de tržište izgledati ako trend dođe do svog logičkog kraja. Vradanjem unazad
od te vizije strategije plavog okeana možete da saznate šta danas mora da se
promeni da bi se sutra otvorio novi plavi okean.
The Right Strategic Sequence / Ispravan strategijski sled postizanja uspeha




.... companies need to build their blue ocean strategy in the sequence of : buyer
utility, price, cost, and adoption - these criteria form an
integralwhole to ensure commercial success.

.... kompanije strategiju plavog okeana treba da izgrade pratedi slededi redosled :
korisnost za kupce, cena, trošak, i prihvatanje - ovi kriterijumi čine
integralnu celinu koja osigurava komercijalni uspeh.
Key organizational hurdles / Ključne organizacione prepreke


1.   Waking employees up tothe need for a strategic shift
2.   Limited resources
3.   Motivation
4.   Politics

1.   Uveriti zaposlene u potrebu za promenom strategijskog puta
2.   Ograničeni resursi
3.   Motivacija
4.   Politika
Key of success / Ključ uspeha strategije plavog okeana


Build Execution into Strategy
Youmustcreateacultureoftrustandcommitment thatmotivatespeopleto
executetheagreedstrategy—nottothe letter,buttothespirit.

To buildpeople’strustandcommitmentdeepintheranksandinspiretheir
voluntarycooperation,companiesneedtobuildexecution intostrategyfromthe
start.

Potrebno je ugraditi sprovođenje strategije u kompaniji na svim nivoima.
Morate da stvorite kulturu poverenja i posvedenosti . Zaposlene na svim nivoima da motivišete da
sprovedudogovorenustrategijunesamodoslovcevedi psihološki.

Da izgradite poverenje i predanost ljudi na svim nivoima i da podstaknete njihovu dobrovoljnu
saradnju,teodpočetkadajeugraditeusistemsprovođenjastrategije.
.... in the end / .... na kraju




Creating Blue Oceans is not a static achievement but a dynamic
process.


Stvaranje strategije plavog okeana nije statičko dostignude ved
dinamički proces.
THANKS

              More about me:
 www.sandrajakovljevic.com

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Blue ocean strategy

  • 2. Blue ocean strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makesthe competition irrelevant. Strategija plavog okeana poziva kompanije da napuste crveni okean krvave konkurencije stvaranjem prostora na tržištu koji konkurenciju čini irelevantnom.
  • 3. Blue ocean strategy is about growing demand and breaking awayfrom the competition. Strategija plavog okeana okrenuta je ka povedanju tražnje i odvajanje od konkurencije.
  • 4. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Blue oceans, in contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable growth. Poslovanje u crvenim okeanima, predstavlja poslovanje između industrija u kojima su konkurentske igre takve, da su pravila jasno definisana iprihvadena . Plavi okean su tržišta na kojima pravila poslovanja tek trebamo definisati akonkurencija je nevažna.
  • 5. ....companies need to go beyond competing ....companies need to create blue oceans ....kompanije treba da idu dalje od konkurencije ....kompanije moraju dastvaraju plave okeane
  • 7. Peter Drucker - observes that companies tend to race against each other by looking at what competitors do. Kim and Mauborgne -argue that a focus on benchmarking and beating the competition leads to imitative, not innovative, approachesto the market, often resulting in price pressure and further commodization. Instead, they argue, companies should strive to make the competition irrelevant by offering buyers a leap in value. Peter Drucker - kompanije nastoje da se nadmedu jedna sa drugom tako štoposmatraju šta konkurencija radi. Kim i Mauborgne dokazuju da fokusiranost na ispitivanje i pobeđivanje konkurencije jeste pristup koji vodi ka imitaciji, a ne stvaranju novih vrednosti, što često ima za posledicu pritisak na cenu i pretvaranje svega u potrošnu robu. Umesto toga, kompanije treba da teže da konkurenciju učineirelevantnom, nudedi kupcima skok uvrednosti.
  • 8. Value innovation places equal emphasis on value and innovation. What separates winners from losers in creating blue oceans is neither bleeding-edge technology nor“timing for market entry.” Sometimes these exist; more often, however, they do not. Value innovation occurs only when companies align innovation with utility, price, and cost positions. Inovacija vrednosti stavlja podjednak naglasak na vrednost iinovaciju. Ono što u stvaranju strategije plavog okeana, razdvaja pobednike i gubitnike , nije ni krvavo pladena najnovija tehnologija, ni dobar tajming za ulazak na tržište. Da, to može imati uticaja i postoji, ponekada. Međutim, inovacija vrednosti se pojavljuje samo ako kompanije povežu inovaciju sa korisnošdu, cenom i stanjem troškova.
  • 9. Creation of blue oceans is about driving costs down while simultaneously driving value up for buyers. Kamen temeljac strategije plavog okeana, jeste smanjenje troškova uz istovremeno povedanje vrednosti za kupce. Čime se postiže skok vrednosti za kompaniju i kupce.
  • 11. THE STRATEGY CANVAS PLATNO STRATEGIJE
  • 12. The strategy canvas is both a diagnostic and an action framework for building a compelling blue ocean strategy. Platno strategije je dijagnostički i radni okvir za izgradnju uspešne strategije plavog okeana.
  • 13. The value curve, the basic component Kriva vrednosti, je osnovna of the strategy canvas, is a komponenta platna strategije, i graphic depiction of a company’s predstavlja grafički prikaz relativnog relative performance across its učinka kompanije u odnosu na faktore industry’s factors of competition. kojima industrija konkuriše.
  • 14. ....from thebuyer’s point of view there is ....sastanovišta kupaca postoji ogromna sličnost enormous convergence in their valuecurves. kada posmatramo krive vrednosti proizvođača .... premium brandwines vina. They offer a high price and present a high level of .... vrhunske marke vina offeringacross all the key competing factors. Nudevisoku cenu, visok nivo ponude po svim Strategic -classic differentiation strategy. ključnim faktorima konkurencije. ....budget wines Strategija -klasična strategija diferencijacije. Price is low, as is their offering across all the key ....jeftina vina competing factors.These are classic low-cost Niska cena, i njihova ponudaposmatrana prema players. ključnim faktorima konkurentnosti. Jeftini igrači.
  • 15. To fundamentally shift the strategy Zafundamentalnu promenu platna canvas of an industry, you must begin strategije industrije neophodno je by reorienting your strategic focus from preusmeriti fokus sa konkurenata na competitors to alternatives, and from alternativu i sa kupaca na ne -kupce customers to noncustomers of the unutar industrije. industry.
  • 16. Casella Wines acted on all four actions - eliminate, reduce, raise, and create. Vinarija Casella Wines je sprovela metod 4 akcije - 4 postupka: eliminaciju, redukciju, povedanje i stvaranje.
  • 17. By looking at the alternatives of beer Vinarija Casella Wines, posmatranjem and ready -to -drink cocktails and alternativa pivu i gotovim koktelima i thinking in terms of razmišljajudi o ne - kupcima je stvorila noncustomers, Casella Wines created tri nova faktora u američkoj industriji three new factors in the U.S. wine vina -lako za piti, lako za izabrati i industry -easy drinking, easy to zabavno i avanturistički, čime je select, and fun and adventure - and eliminisala sve ostalo. eliminated or reduced everything else.
  • 18. Casella Wines –JUST DO IT – BLUE OCEAN STRATEGY Blue Ocean -strategic : focus, divergence, and a compelling tagline. Strategija plavog okeana ima tri ključne karakteristike : fokus, divergenciju, i ubedljivu poruku.
  • 19. Formulating Blue Ocean Strategy -Most Formulisanjestrategijeplavogokeana - important questions Najvažnija pitanja prilikom formulisanja strategije What are the alternative industries to your Koje su alternativne industrije vašoj industriji? industry? Zašto ih kupci zamenjuju? Why docustomers trade across them? Koje su strategijske grupe u vašoj industriji? What are the strategic groups in your industry? Zašto kupci odlaze u višu ili nižu grupu? Why do customerstrade up for the higher Kako izgleda lanac kupaca u vašoj industriji? group, and why do they trade down for the Na koju grupu kupaca je vaša delatnost lower one? fokusirana? What is the chain of buyers in your industry? Ako se promeni grupa kupaca kako bi se mogla Which buyer groupdoes your industry typically ostvariti nova vrednost? focus on? U kom kontekstu se vaš proizvod ili usluga If you shifted the buyergroup of your koristi? industry, how could you unlock new value? Da li vaša delatnost konkuriše funkcionalnom ili What is the context in which your product or emotivnom porukom? service is used? Kako trendovi utiču na vašu delatnost? Does your industry compete on functionality or emotional appeal? How will trends impact your industry?
  • 20. Point Blue Ocean Strategy / Ključ strategije plavog okeana Having identified a trend, you can then look across time and ask yourself what the market would look like if the trend were taken to its logical conclusion. Working backfrom that vision of a blue ocean strategy, you can identify what must be changed today to unlock anew blue ocean. Kad identifikujete trend , onda možete da pogledate kroz vreme i zapitate se kako de tržište izgledati ako trend dođe do svog logičkog kraja. Vradanjem unazad od te vizije strategije plavog okeana možete da saznate šta danas mora da se promeni da bi se sutra otvorio novi plavi okean.
  • 21. The Right Strategic Sequence / Ispravan strategijski sled postizanja uspeha .... companies need to build their blue ocean strategy in the sequence of : buyer utility, price, cost, and adoption - these criteria form an integralwhole to ensure commercial success. .... kompanije strategiju plavog okeana treba da izgrade pratedi slededi redosled : korisnost za kupce, cena, trošak, i prihvatanje - ovi kriterijumi čine integralnu celinu koja osigurava komercijalni uspeh.
  • 22. Key organizational hurdles / Ključne organizacione prepreke 1. Waking employees up tothe need for a strategic shift 2. Limited resources 3. Motivation 4. Politics 1. Uveriti zaposlene u potrebu za promenom strategijskog puta 2. Ograničeni resursi 3. Motivacija 4. Politika
  • 23. Key of success / Ključ uspeha strategije plavog okeana Build Execution into Strategy Youmustcreateacultureoftrustandcommitment thatmotivatespeopleto executetheagreedstrategy—nottothe letter,buttothespirit. To buildpeople’strustandcommitmentdeepintheranksandinspiretheir voluntarycooperation,companiesneedtobuildexecution intostrategyfromthe start. Potrebno je ugraditi sprovođenje strategije u kompaniji na svim nivoima. Morate da stvorite kulturu poverenja i posvedenosti . Zaposlene na svim nivoima da motivišete da sprovedudogovorenustrategijunesamodoslovcevedi psihološki. Da izgradite poverenje i predanost ljudi na svim nivoima i da podstaknete njihovu dobrovoljnu saradnju,teodpočetkadajeugraditeusistemsprovođenjastrategije.
  • 24. .... in the end / .... na kraju Creating Blue Oceans is not a static achievement but a dynamic process. Stvaranje strategije plavog okeana nije statičko dostignude ved dinamički proces.
  • 25. THANKS More about me: www.sandrajakovljevic.com