Blue Ocean Strategy Document

Blue
Ocean
Strategy

The
New
Paradigm
in
Innova2on

Patricio
Guitart

January
2012,
Barcelona,
Spain
Professor,
Management
and
Control
Systems

IAE
Business
School

www.patricioguitart.com.ar
pguitart@iae.edu.ar

What’s
Going
On?

pguitart@iae.edu.ar

©
2010
tantum

|

The
Economic
Crisis
Created
a
New
Consumer

Educated

Adapted:
AcHng
in
control.
Saving

in
expenses
such
as
vacaHons,

clothing
and
entertainment
but
do

Owner of Goods

not
sacrifice
in
terms
of
food,

hygiene
and
personal
care.
Brands

are
now
funcHonal.

Unemployed or
Overqualified

Melancholic:
Behaving
erraHcally

His/Her and
dispersed.
They
want
to

purchasing power maintain
their
previous
consumpHon

paNerns.
They
do
not
sacrifice
any

decreased but not category
but
start
cuOng
off

his/her aspirations

different
products
randomly.
They

hold
onto
the
brand
with
a
sense
of

idenHty

pguitart@iae.edu.ar

Changes
in
Post-‐Crisis
ConsumpDon

SituaDon

Consequences

•  Consumers
“walk
more”.
•  Greater
channel
compeHHon

Convenience
now
is
a
lower

price
•  More
promoHonal
acHvity

•  More
raHonal.
Try
more.
•  Small
quality
manufacturers

Veriﬁed
quality
over
perceived
and
second
brands
had
their

quality
chance

•  ANempHng
to
maintain
•  Small
capacity
containers,

consumpHon
on
selected
returnable
and
cheaper.

products

•  Brands
that
adapted
kept

•  AppreciaHon
for
brands
their
sales
levels
and
grew

supporHng
them
in
the
crisis

exponenHally
aVer
the
crisis

pguitart@iae.edu.ar

The
World
Moves
Beyond
the
Crisis

The
ExpectaHon
Economy

pguitart@iae.edu.ar

The
ExpectaDon
Economy

•  The
ExpectaHon
Economy
is
an
economy
inhabited
by

experimented
and
well
informed
consumers,
with
a
long
list
of

high
expectaDons
that
they
apply
to
every
product,
service
or

experience
oﬀered
to
them.

•  Their
expectaHons
are
based
in
many
years
of
“self-‐training”

under
the
hyper
consumerism
years
and
in
all
the
available

informaHon
sources
that
help
them
to
know
and
expect
not

only
the
basic
quality
standards,
but
the
“best
of
the
best”

What
are
the
consequences?

pguitart@iae.edu.ar

Indiﬀerence

DissaHsfacHon

Decreasing
MarkeHng
ROI
Customer
saHsfacHon
declines
in
many

Industries

pguitart@iae.edu.ar

CommodiDzaDon

pguitart@iae.edu.ar

©
2010
SymneHcs

|

©
2010
tantum

|

CompeDon
without
Boundaries

pguitart@iae.edu.ar

Informed
and
connected
consumers.

Creators
of
their
own
markets

pguitart@iae.edu.ar

What
is
the
Blue
Ocean
Strategy?

pguitart@iae.edu.ar

Before
that,
what
is
strategy?

According
to
Michael
Porter,
strategy

is:

– Means
to
realize
your
vision
and
mission

– A
unique
compeHHve
posiHon
as
a

company

– OpHons
and
alternaHves
in
front
of
the

compeHHon

– Strategy
tells
you
what
you
should
and

shouldn’t
do

Strategy
describes
the
way
the

organizaHon
will
CREATE
VALUE

Source
:
Michael
E.
Porter,
“What’s
Strategy?”
Harvard
Business
Review,
Nov–Dec
1996

pguitart@iae.edu.ar

Strategic
PosiDoning
…
Generic…

ü 
Wal-‐Mart
ü 
Apple

ü 
Dell
ü 
Mercedes

ü 
McDonalds
ü 
Intel

ü 
IBM
ü 
MicrosoR

ü Goldman
Sachs
ü 
eBay

ü 
Mobil
ü 
Mastercard

pguitart@iae.edu.ar

What
do
innovaDve
companies
do
diﬀerently?

pguitart@iae.edu.ar

They
discover
new
unexplored
market
spaces

Industry
A

?
?

Industry
B
Industry
C

Source:

Kim
&
Mauborgne

pguitart@iae.edu.ar

How
do
you
discover
a
new
value
curve?

Increase

Which
aNributes
could

be
increased
over
the

industry
standard?

Eliminate
Create

Which
aNributes
that
New
Value
Which
aNributes
could
be

the
industry
is
not

appreciaHng
can
be

Curve
created
that
the
industry

has
never
oﬀered?

eliminated?

Reduce

Which
aNributes
could
be

decreased
below
the

industry
standard?

pguitart@iae.edu.ar

The
Concept
of
Value
InnovaDon

Costs
savings
through

Costs
Eliminate
and
Reduce

Value
Advantages
due
to
large

InnovaHon
volumes

Superior
value
from
Create

and
Increase

Shopper
Value

copyright
Kim
&
Mauborgne

pguitart@iae.edu.ar

Yellow
Tail

pguitart@iae.edu.ar

The
Australian
Yellow
Tail
Wines
in
the
American
Market

High

Consumer
view

5 Premium
Wines

Yellow
Tail

4
Level of Offer

3
Budget
Wines

2

1

Low

Price

Use of enological Image

Aging

Vineyard Wine

Easy

Ease of Fun and
Wine
terminology and quality

prestige and range

drinking

selection

adventure

complexity

distinctions in legacy

wine
communication

Attributes of product, service and delivery

pguitart@iae.edu.ar

Eliminate-‐Reduce-‐Raise-‐Create
Matrix

ELIMINATE
RAISE

•  Enological
terminology
and
disHncHons
•  Price
versus
budget
wines

•  Aging
qualiHes
•  Retail
store
involment

•  Above-‐the-‐line
markeHng

CREATE

REDUCE

•  Wine
complexity
• 

Easy
drinking

•  Wine
range
•  Ease
of
selecHon

•  Vineyard
presHge
•  Fun
and
adventure

pguitart@iae.edu.ar

Analyzing
six
paths
as
innovaDon
sources

1.
Through

subsHtute
industries

6.
Trends
over

Hme
2.
From

strategic

groups

5.
By
funcHonal
and

emoHonal
connecHons
3.
From
the

shopper
chain

4.
Through

complementary
copyright
Kim
&
Mauborgne

oﬀerings

pguitart@iae.edu.ar

INCA
Paints
Case

•  Leader
in
market
share
and
yop
of
mind
in
the
wall
paints
sector
in

Uruguay.

•  Part
of
a
mulHnaHonal
company
that
enables
best
pracHces
in
innovaHon,

operaHons
and
management.

•  Well
developed
capabiliHes
in
product
innovaHon
on
a
regional
basis.

•  There
challenge
was
to
innovate
in
a
mature
and

impoverished
market
with
increasing
compe22on

pguitart@iae.edu.ar

SubsDtutes

Paper
Smooth
Cement

Clean

PracDcal

pguitart@iae.edu.ar

Strategic
Groups

“Wedding
Planner”

Comprehensive

Guidance

pguitart@iae.edu.ar

Shoppers
Value
Chain

The Painter’s
Design Advice

Happiness Pill

pguitart@iae.edu.ar

Complementary
Oﬀering

The Dust Sucker

pguitart@iae.edu.ar

FuncDonal
-‐
EmoDonal

pguitart@iae.edu.ar

Time
/
Trends

pguitart@iae.edu.ar

ATRIBUTOS NIVEL DEL ATRIBUTO
COMPETITIVOS

0,0
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
5,0

Accesibilidad Geográfica

Calidad (Cob, Dur,Lav,Etc)
INCA New

INCA Hoy

Confianza/Garantía/Respaldo


Precio

Calidad de Entrega

Asesoramiento Integral Al
Alcance De Todos

Capacitacion Integral

Comunicaciones
Personalizada

Fidelización del Pintor

Soluciones Especificas A
NUEVA CURVA DE VALOR INCA

Través Del Producto

Rentabilidad Al Indirecto

Servicios De Color
Final
Value
Curve
for
INCA
Paints

Accesibilidad Economica

Pintar es atractivo

Proceso Fácil y Limpio
pguitart@iae.edu.ar

InnovaDon
IniDaDves

Before

Space
at
the

Point
of
Sale

“We
work
with
all
Firm
XYZ
por<olio:
interior,
exterior,

ARer

decoraAves,
water
repelents,
enamels
and
more.

We
have
a
colorful
space
designed
thinking
of
your
comfort

where
you
can
select
from
our
paleFe
(XYZ
Color
Service)
to

decorate
your
home.

Besides,
if
you
bring
a
digital
picture
of
the
room
or
rooms

that
plan
to
paint,
we
can
advice
you
on
color
selecAon

thorugh
the
ROOM
COLOR
SIMULATOR
of
XYZ
COLOR

SERVICE.

Specialized
staﬀ
trained
by
XYZ
will
be
with
you
along
the

way.”

pguitart@iae.edu.ar

Results

•  Closer
understanding
by
non-‐commercial
areas
of
the
company
to

customers,
distributors
and
ﬁnal
shoppers

•  Discovering
the
gap
between
internal
percepHons
and
market
realiHes

related
to
consumer
preferences

•  New
paradigm
for
the
company
from
being
product
oriented
to
improving

customer
experiences

•  AddiHon
of
new
aNributes
and
innovaHve
aNributes
to
INCA
paints
value

proposiHon

•  Renewed
sense
of
urgency
to
change
current
markeHng
and
communicaHon

strategy

They
were
focused
on
innova2ng
on
new
paints
when

the
consumer
wanted
solu2ons
to
improve
the
before-‐
and-‐aFer
the
pain2ng
process

pguitart@iae.edu.ar

What
is
Value
Co-‐CreaDon?

pguitart@iae.edu.ar

Today,
customers
are
very
acDve,
informed
and
connected

Product & Service Offerings

The Marketing
Suppliers
Firm Channels

SCM

ERP

CRM

Firm

Customer

pguitart@iae.edu.ar

Co-‐CreaDon
of
Experiences
with
Customers
and
Consumers

Greater Value Differentiated
to Firm

Experience to
Customers

EXPERIENCE

Lower Cost to Lower Cost to
Firm

Customer

Customer/

Firm

Consumer

Experience
Environment

pguitart@iae.edu.ar

Principles
of
Experience
Co-‐CreaDon

How can we grant access to all How can we engage individuals in
required information? significant conversations?

Access

Dialog

Risk Management

Transparency

How can we reduce risk How can we reduce the
for both parties? opacity of the current
process?
pguitart@iae.edu.ar

Nike Case

pguitart@iae.edu.ar

The
tradiDonal
shoe
maker
considers
that
value
is
generated

along
the
whole
value
chain

Shoe Shopper (passive)

Processes of a
traditional shoe
manufacturer

Shoe Manufacturing Store
Shoe Design Sales
Manufacturer Marketing Store
Distribution
Supply

39
pguitart@iae.edu.ar

But
runners
have
their
own
value
chain

Runner
(customer)

Define Recording Setting Exchanging
Looking for Buying Running Listening own distances improvement Running advice with
outfits outfits alone music routes and times goals in groups colleagues

Runner
Processes

40
pguitart@iae.edu.ar

Customers
and
NIKE
have
few
overlapping
processes

41
pguitart@iae.edu.ar

Co-‐CreaDng
Outside-‐In

How can we create
corporate
processes that
impact customers’
processes?

42
pguitart@iae.edu.ar

NIKE
let
runners
co-‐create
their
own
experience
from
the

“outside
in”

43
pguitart@iae.edu.ar

Record
of
Runs

44
pguitart@iae.edu.ar

Challenge
others

vramaswamy@eccpartnership.com 45
fgouillart@eccpartnership.com
pguitart@iae.edu.ar

Map
and
share
routes

46
pguitart@iae.edu.ar

Co-‐CreaDng
Inside-‐Out

How can we make
corporate
processes
transparent to our
customers?

47
pguitart@iae.edu.ar

Nike
iD
–
Personalized
Running
Shoes

48
pguitart@iae.edu.ar

Establish
the
customizaDon
process

49
pguitart@iae.edu.ar

Save
Individual
Designs

50
pguitart@iae.edu.ar

Toilet
Paper
Case

pguitart@iae.edu.ar

Time
/
Trends

GeneraDon

Z

pguitart@iae.edu.ar

pguitart@iae.edu.ar

What
do
we
need
to
innovate?

Employees with innovation tools

Capabilities to execute

Employees motivated to innovate

pguitart@iae.edu.ar

Features
of
a
Good
Blue
Ocean
Strategy

FOCUSED

ORIGINAL

SIMPLE
MESSAGE

pguitart@iae.edu.ar

Welcome
to
the
Blue
Ocean

World

pguitart@iae.edu.ar

Blue
Ocean
Strategy
References

Renée
Mauborgne
is
one
of
the
world’s
preeminent
experts
on
business
strategy,
innovaHon
and
wealth
creaHon

in
the
knowledge
economy.

Renée
is
a
very
impressive
presenter—engaging,
energeHc
and
intelligent,
with
substanHve
material
that
can

significantly
impact
your
organizaHon’s
performance.
She
is
the
highest
placed
woman
on
Thinkers
50,
the
global

ranking
of
business
gurus.
In
2007,
2009
and
again
in
2011,
Thinkers
50
placed
Mauborgne
among
the
top
ten

most
influenHal
business
thinkers
in
the
world.

Her
book,
Blue
Ocean
Strategy:
How
to
Create
Uncontested
Market
Space
and
Make
the
CompeHHon
Irrelevant

(Chan
Kim,
coauthor),
is
an
internaHonal
bestseller.
Blue
Ocean
Strategy
has
sold
over
two
million
copies
and
is

being
published
in
41
languages,
breaking
Harvard
Business
Press’s
historical
record
of
most
foreign
language

translaHons
ever
achieved.

Blue
Ocean
Strategy
won
the
Best
Business
Book
of
2005
Prize
at
the
Frankfurt
Book
Fair
and
was
selected
as
the

number
one
Strategy
Gook
of
2005
by
Strategy
+
Business
and
as
a
Top
Ten
Business
Book
of
2005
by

Amazon.com.

With
Blue
Ocean
Strategy,
Renée
brings
business
audiences
a
genuinely
important
breakthrough
in
strategic

business
thinking,
which
is
changing
the
business
lexicon
across
the
globe.

Renée
Mauborgne
is
The
DisHnguished
Fellow
and
a
professor
of
Strategy
and
Management
at
INSEAD
in

Fontainebleau,
France,
the
world's
second
largest
business
school.
She
is
Co-‐Founder
and
Co-‐Director
of
the

INSEAD
Blue
Ocean
Strategy
InsHtute
and
is
a
Fellow
of
the
World
Economic
Forum.

Her
Harvard
Business
Review
arHcles,
coauthored
with
W.
Chan
Kim,
are
worldwide
bestsellers
and
have
sold

more
than
half
a
million
reprints.
Their
"Value
InnovaHon"
and
"Fair
Process"
arHcles
were
selected
as
among
the

best
classic
arHcles
ever
published
in
HBR.
She
has
published
numerous
arHcles
on
strategy
and
managing
the

mulHnaHonal
corporaHon
in
a
host
of
other
first-‐Her
business
journals.

Mauborgne
has
received
a
number
of
presHgious
awards
for
her
contribuHons
to
business
thought
leadership
and

has
been
widely
praised
in
the
internaHonal
business
media.

pguitart@iae.edu.ar

Value
Co-‐CreaDon
References

Francis
Gouillart
is
President
and
one
of
the
two
founders
of
the
Experience
Co-‐CreaHon
Partnership
(ECC

Partnership),
a
consulHng
firm
built
to
implement
co-‐creaHve
management
processes
and
organizaHonal

capabiliHes
with
corporate
clients
around
the
world.

Francis
is
co-‐author,
with
Venkat
Ramaswamy,
of
the
newly
published
book
The
Power
of
Co-‐CreaHon:
Build
It

with
Them
to
Boost
Growth,
ProducHvity,
and
Profits
(Simon
&
Schuster
Free
Press,
October
2010)
and
the

Harvard
Business
Review
arHcle
“Building
the
Co-‐CreaHve
Enterprise”
(October
2010).
He
previously
co-‐
authored
(with
James
Kelly)
the
book
Transforming
the
OrganizaHon
(McGraw-‐Hill),
which
reached
the
top
of

BusinessWeek’s
best-‐seller
list
in
1995.
He
is
also
co-‐author
(with
Frederick
Sturdivant)
of
the
arHcle
“Spend
a
Day

in
the
Life
of
Your
Customers,“
published
by
Harvard
Business
Review
(January-‐February
1994).
He
also

authored
Stratégie
pour
une
Entreprise
CompéHHve
(EdiHons
Economica,
Paris),
which
was
named
“Best
Strategy

Book
of
the
Year”
by
the
French
AssociaHon
of
Strategic
Planners
(AFPLANE)
in
1989.

Francis
is
considered
a
leading
authority
on
the
topics
of
strategy,
innovaHon,
transformaHon,
and
capabiliHes-‐
building
and
is
a
recognized
speaker,
lecturer,
and
advisor
on
Experience
Co-‐CreaHon,
Blue
Ocean
Strategy,
and

OrganizaHonal
TransformaHon.
He
works
across
the
United
States,
Europe,
and
Asia,
and
has
experience
in
most

industries.
Francis
has
been
quoted
in
the
Wall
Street
Journal,
BusinessWeek,
and
Fortune,
among
other

publicaHons,
and
has
been
featured
on
CNBC.
He
is
currently
working
with
global
management
consulHng

firm
PRTM
to
use
co-‐creaHon
concepts
and
methods
to
transform
enterprise
operaHons
and
business
models

across
industries
globally.

Francis
received
his
MBA
from
the
University
of
Chicago’s
Graduate
School
of
Business,
and
resides
in
Concord,

MassachuseNs.

pguitart@iae.edu.ar

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