Refusing : These are using competitors products.Jump Ship : These can switch to competitors on any moment.To reach the customers in new markets, think of non-customers before customer differentiations. Look across functional and emotional appear to buyers.Look across strategic groups within industries.The author proposed a 6 step framework for identifying blue oceans in new market places : The strategy canvas’ focus must be shifted from competition to alternatives and from customers to non-customers. Where each manager holds his/her department accountable. Identifying blue oceans needs managers and strategists of the company to brain storm on the strategy canvas. Reduced costs for the products are achieved by eliminating and reducing the factors that the conventional industry competes on.īest example to illustrate this is the case study of Ford Model T.įord eliminated all factors like multiple colors and design variants and focused only on creating better cars for the masses. Idea behind value innovation if to break out of Value-Cost trade off. Instead of using competition as the benchmark companies focus on taking leaps ion value for customers. Value innovation occurs when company align innovation with utility, price and cost positions. The Blue Ocean on the other hand is an uncontested market place that creates demand for itself, which is not known to others. Here there is a fixed existing demand of which every company wants a share. The book describes Red Oceans as known market places that have bloody competition among businesses trying to win customers. The whole idea of The Blue Ocean Strategy is to create uncontested market spaces that creates new demands and make the competition irrelevant. When Henry Ford made cheap, reliable cars people said, ‘Nah, what’s wrong with a horse?’ That was a huge bet he made, and it worked.
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