蓝海战略之商务报表分析blue-ocean-strategyppt课件

1、Blue Ocean StrategyW. Chan Kim and Renee MaubourgneEdited by Chitchai P.AgendaBlue Ocean Strategy (BOS)Creating Blue OceanAnalytical Tools and FrameworksFormulating Blue Ocean StrategyReconstruct Market BoundariesFocus on Big PictureReach Beyond Existing DemandGet Strategic Sequence RightExecuting B

2、lue Ocean StrategyOvercome Key Organization HurdlesBuild Execution into StrategyConclusionAgendaBlue Ocean Strategy (BOS)Creating Blue OceanAnalytical Tools and FrameworksFormulating Blue Ocean StrategyReconstruct Market BoundariesFocus on Big PictureReach Beyond Existing DemandGet Strategic Sequenc

3、e RightExecuting Blue Ocean StrategyOvercome Key Organization HurdlesBuild Execution into StrategyConclusionBlue Ocean Strategy (BOS)Creating Blue OceanNew Market SpaceThe Continuing Creation of Blue OceansThe Impact and Imperative of Crating Blue OceansFrom Company and Industry to Strategic MoveVal

4、ue Innovation: The Cornerstone of BOSThe Six Principles of BOSImpact of Creating Blue OceansProfit and Growth Consequence Figure (TBA)Value Innovation:The Cornerstone of BOSCostsBuyer ValueValue InnovationThe Simultaneous Pursuit of Differentiation and Low CostRed Ocean vs. Blue Ocean StrategyRed Oc

5、ean StrategyCompete in existing market spaceBeat the competitionExploit existing demandMake the value-cost trade-offAlign the whole system of a firms activities with its strategic choices of differentiation or low costFocuses on adapting to external trends as they occurCreate uncontested market spac

6、eMake the competition irrelevantCreate and capture untapped demandBreak the value-cost trade-offAlign the whole system of a firms activities in pursuit of differentiation and low costParticipates in shaping external trends over timeBlue Ocean StrategyThe Six Principles of BOSExecution Principles Ove

7、rcome key organization hurdles Build execution into strategyRisk Factor Each Principle Attenuates Organization risk Management riskFormulating Principles Reconstruct market boundaries Focus on the big picture, not the numbers Reach beyond existing demand Get the strategic sequence rightRisk Factor E

8、ach Principle Attenuates Search risk Planning risk Scale risk Business model riskAnalytical Tools and FrameworksStrategy CanvasFour Actions FrameworkEliminate-Reduce-Raise-Create GridThree Characteristics of a Good StrategyStrategy CanvasUS Wine Industry in the late 1990sHighPriceLowPremium WinesBud

9、get WinesWinerangeWine complexityVineyard prestigeAgingqualityAbove-the-line marketingUse of enological terminology and distinctions in wine communicationFour Actions FrameworkREDUCEWhich factors should bereduced well below the industrys standards?CREATEWhich factors should be created that the indus

10、try has never offered?ELIMINATEWhich of the factors thatthe industry take for grantedshould be eliminated?RAISEWhich factors should be raised well above the industrys standard?A New Value CurveEliminate-Reduce-Raise-Create Grid Case Study: Yellow TailReduceWine complexityWine rangeVineyard prestigeC

11、reateEasy drinkingEase of selectionFun and adventureEliminateEnological TerminologyAging qualitiesAbove-the-line MarketingRaisePrice versus budget winesRetail stores involvementA New Value Curve Strategy Canvas of Yellow TailHighPriceEasy drinkingEase of selectionLowPremium Winesyellow tailBudget Wi

12、nesFun and adventureWinerangeWine complexityVineyard prestigeAgingqualityAbove-the-line marketingUse of enological terminology and distinctions in wine communicationCREATEREDUCEELIMINATERAISEStrategy Canvas: Southwest AirlinesHighPriceMealsLoungesSeating class choiceHub connectivityFriendly ServiceS

13、peedFrequent Pint-to-point departureLowAverage AirlinesSouthwest AirlinesCar TransportStrategy Canvas: Cirque du SoleilHighPriceStar performersAnimal showsMultiple show arenaFun and humorThrill and challengeUnique venueThemeLowRingling Bros. & Barnum & BaileyCirque du SolielSmaller Regional Circuses

14、Refined watching environmentMultiple ProductionArtistic music and danceAisle concessionsThree Characteristics of a Good StrategyFocusDivergenceCompelling TaglineAgendaBlue Ocean Strategy (BOS)Creating Blue OceanAnalytical Tools and FrameworksFormulating Blue Ocean StrategyReconstruct Market Boundari

15、esFocus on Big PictureReach Beyond Existing DemandGet Strategic Sequence RightExecuting Blue Ocean StrategyOvercome Key Organization HurdlesBuild Execution into StrategyConclusionFormulating Blue Ocean StrategyReconstruct Market BoundariesPath 1: Look Across Alternative IndustriesPath 2: Look Across

16、 Strategic Groups within IndustriesPath 3: Look Across Chain of BuyersPath 4: Look Across Complementary Products and Service OfferingsPath 5: Look Across Functional or Emotional Appeal to BuyersPath 6: Look Across TimeStrategy Canvas: NetJetsPath1: Alternative IndustryHighPrice (fixed purchase + var

17、iable price per flight)Need for customer to manage aircraft (Aircraft M&A)Deadhead costsSpeed of total travel timeEase of travel (include. Check-in, customs, etc.Flexibility and reliabilityIn-flight serviceLowPrivate JetCorporate travelNetJets Value CurveCommercial AirlinesFirst and Business-Classes

18、 travelStrategy Canvas: QuickFitPath2: Strategic GroupHighPriceAmenitiesWorkout equipment (treadmill, weights, etc)Workout timeAvailability of instructorsEnvironment encouraging discipline and motivation in exerciseNonthreatening same-sexEnviron-mentConvenienceLowTraditionalhealth clubsCurvesHome Ex

19、ercise ProgramWomanly fun atmos-phereStrategy Canvas: NovoPenPath3: Buyer GroupStrategy Canvas: NABIPath4: Scope of Product/Service OfferingsHighInitial purchase priceCorrosionMaintenance costFuel consumptionEnvironmental friendlinessAesthetic designCustomer friendlinessLowAverage US Transit BusNABI

20、Hungarian Municipal Bus Company Life-Cycle CostStrategy Canvas: QB HousePath5: Functional/Emotional OrientationHighPriceReservation deskExtra services (other than haircutting)Range of hair treatmentsHygieneTime savings on waitingTime savings on haircutHigh performanceair wash systemLowAverage Japane

21、se BarbershopQB HouseStrategy Canvas: iTunes/CiscoPath6: TimeSummary:Conceiving New Market SpaceHead-to-Head CompetitionIndustryStrategic GroupBuyer GroupScope of Product or Service OfferingFunctionalEmotional OrientationTimeFocuses on rivals within its industryFocuses on competitive position within

22、 strategic groupFocuses on better serving the buyer groupFocuses on maximizing the value of product and service offering within the bounds of its industryFocuses on improving price performance within the functional-emotional orientation of its industryFocuses on adapting to external trends as they o

23、ccurLooks across alternative industriesLooks across strategic groups within industryRedefines the industry buyer groupLooks across to complementary product and service offeringsRethinks the functional-emotional orientation of to industryParticipates in shaping external trends over timeBlue Ocean Cre

24、ationFocus on Big PictureFour Steps of Visualizing StrategyThe Pioneer-Migrator-Settler MapFour Steps of Visualizing StrategyVisualAwakeningVisualExplorationVisualStrategy FairVisualCommunication Compare your business with your competitors by drawing your “as is strategy canvas. See where your strat

25、egy needs to change. Go into the field to explore the six paths to creating blue oceans. Observe the distinctive advantages of alternative products and services. See which factors you should Eliminate, Raise, Create, or Change. Draw your to be strategy canvas based on insights from field observation

26、s. Get feedback on alternative strategy canvases from customers, competitors customer, and non-customers. Use feedback to build the best “to be future strategy. Distribute your before-and-after strategic profiles on one page for easy comparison. Support only those projects and operational moves that

27、 allow your company to close the gaps to actualize the new strategy.The PMS MapPioneersMigratorsSettlersTodayTomorrowReach Beyond Existing DemandFirst Tier: “Soon-to-be non-customers who are on the edge of your market, waiting to jump shipSecond Tier: “Refusing non-customers who consciously choose a

28、gainst your market.Third Tier: “Unexplored non customers who are in markets distant from yours.FirstTierSecondTierThirdTierYour MarketGet the Strategic Sequence RightBuyerUtilityPriceCostAdoptionCommercially Viable Blue Ocean IdeaNOIs there exceptional buyer utility in your business idea? Is your pr

29、ice easily accessible to the mass of buyers? NOCan you attain your cost target to profit at your strategic price?NOWhat are adoption hurdles in actualizing your business idea? Are you addressing them up front?NOBuyer Utility Map1Purchase2Delivery3Use4Supplement5Maintenance6DisposalCustomerProductivi

30、tySimplicityConvenienceRiskFun and ImageEnvironmental FriendlinessThe Six Utility LevelsThe Six Stages of the Buyer Experience CycleHow long to find the product you need?Is the place of purchase attractive and accessible?How secure is the transaction environment?How rapidly can you make a purchase?H

31、ow long to get the product delivered?How difficult to unpack and install the new product?Do buyers have to arrange delivery themselves? If yes, how costly and difficult is thisTraining or expertise assistance required?Easy to store when not in used?How effective are features and functions?Overcharge

32、d with bell and whistles?Need other products to make it work?If so, how costly are they?How much time do they take?How much pain do they cause?How easy are they to obtain?Require external MEHow easy to maintain and upgrade?How costly?Create waist items?How easy to dispose?Legal or environmental issu

33、e of the product disposal?How costly?Price Corridor of the MassIdentify the Price Corridor of the massSpecify a Price Level within the Price CorridorThree alternative product/service types:Same FormDifferent FormSame FunctionDifferent Form and Function, Same ObjectiveSize of circle is proportion to

34、number of buyers that product/service attractsUpper-level pricingMid-level pricingLow-level pricingPrice Corridor of the MassHigh degree of legal and resource protection Difficult to ImitateSome degree of legal and resource protectionLow degree of legal protectionEasy to ImitateProfit Model of BOSTh

35、e Target ProfitThe Strategic PriceThe Target CostPricing InnovationStreamlining and Cost InnovativePartneringAdoptionEmployeesPartnersGeneral PublicAgendaBlue Ocean Strategy (BOS)Creating Blue OceanAnalytical Tools and FrameworksFormulating Blue Ocean StrategyReconstruct Market BoundariesFocus on Big PictureReach Beyond Existing DemandGet Strategic Sequence RightExecuting Blue Ocean StrategyOvercome Key Organiza