blue ocean strategy case study ppt

Blue Ocean Strategy PowerPoint Templates

The blue ocean strategy is all about making the competition irrelevant. Honing in on the finer details of this strategy isn’t easy though. It requires tons of creativity and out of the box thinking. To help you focus all your energy on crafting the perfect blue ocean strategy for your business, we’ve linked to a number of blue ocean strategy PowerPoint templates that you can download right away!

What Is The Blue Ocean Strategy?

The blue ocean strategy is not for the fainthearted. The work and analysis you need to do upfront aren’t going to be simple. The rewards, however, will be more than worth it.

Imagine running a business with literally zero competition. You’ll be at the forefront of your industry, and you can conquer the world if you so choose. This is what the blue ocean strategy is all about!

The blue ocean strategy is not the same as ‘niching down.’ It’s quite the opposite, in fact. When you niche down, you’re limiting yourself to a subset of your industry’s known market space. But with the blue ocean strategy, you’re creating that market space. You’re laying the groundwork for a new market that has never been tapped before.

Implementing the blue ocean strategy is, simply put, a gargantuan task. But many companies have done their homework and succeeded thanks to this strategy.

Blue Ocean Strategy vs. Red Ocean Strategy

The value of having a blue ocean strategy is better understood when compared to a red ocean strategy. Here’s a neat little summary for each strategy:

• Competing in the red ocean means aiming to beat your competition
• There are tons of competition in the existing market space
• It’s a shark-eat-shark world out there
• Limited growth only
• Pioneer a product or service in uncontested market space
• You’re at the forefront – you’ve got no competition (yet)
• You create and capture the demand for your brand
• Unlimited potential for growth

Which strategy would you rather employ? The red ocean strategy where your chances of success depend on beating your competition? Or the blue ocean strategy where you literally have no competition? I know you’d choose the blue ocean strategy!

Blue Ocean Strategy Principles

According to the authors themselves, W. Chan Kim & Renee Mauborgne, the blue ocean strategy has 8 core principles :

• It’s grounded in data
• The strategy pursues differentiation and low cost
• It creates uncontested market space
• It empowers you through tools and frameworks
• Another principle is it provides a step-by-step process
• It maximizes opportunity while minimizing risk
• It builds execution into strategy
• Lastly, the blue ocean strategy shows you how to create a win-win outcome

Applying these core principles into your strategy will guide you in creating the right blue ocean strategy for your business.

Blue Ocean Strategy Examples

Here are a couple of examples of companies who’ve successfully implemented the blue ocean strategy to grow their business:

• Cirque du Soleil . The circus industry is no longer as popular as it once was. The traditional circus catered to kids. But nowadays, there are literally tons of entertainment options kids can choose from (video games, anyone?). However, Cirque du Soleil reinvented the circus and gave it a new, exciting format. Now, both kids and adults can enjoy the circus and experience first-class entertainment!
• Southwest Airlines . Instead of competing with other airlines, Southwest employed the blue ocean strategy by positioning itself as a competitor to land-based travel. Now, people who avoided flying (and preferred driving or riding the bus) due to expensive plane tickets could finally fly on the cheap and get to their destinations quickly.

Implementing The Blue Ocean Strategy

To implement this strategy, you will need to follow the Four Actions Framework so you can define a new value curve for your business. The framework requires you to answer these key questions:

• Raise : Which factors should be raised well above the industry’s standard?
• Reduce : Which factors should be reduced well below the industry’s standard?
• Eliminate : Which factors that the industry has long competed on should be eliminated?
• Create : Which factors should be created that the industry has never offered?

When these four questions are answered, you will then be able to come up with a new value curve to unlock your company’s very own blue ocean!

Free Blue Ocean Strategy PowerPoint Templates

Now that you’ve done the hard work of identifying your blue ocean strategy, it’s time to present it to top management. To make your life easier, you can download these free templates that have been made especially for blue ocean strategy presentations.

• 24Slides’ Blue Ocean Strategy PowerPoint Template

This 9-slide template will allow you to present your blue ocean strategy in a professionally designed slides. There’s one slide for each action of the Four Actions Framework. This will make it easy for your audience to follow and understand the specifics of your proposed blue ocean strategy.

• Slide Hunter’s Blue Ocean Strategy PPT Template

If your presentation includes a comparison between the red ocean and blue ocean strategies, then you can check out this free template from Slide Hunter.

Exporting Your Blue Ocean Strategy Slides To PDF

There may be times when your audience will ask you to email them a copy of your blue ocean strategy presentation. You can, of course, email the entire PowerPoint file. However, there’s always the possibility that your recipients may not have the right version of PowerPoint and thus your slides may appear differently on their screens.

So, the best course of action would be to just export the file to PDF. This way your presentation’s formatting and layout will be preserved. Microsoft has a detailed tutorial on their site so go check it out here if you want to know how to export your presentation!

Final Words

You don’t need to complicate your blue ocean strategy presentation. With the use of a PowerPoint template like our blue ocean strategy template , you won’t be wasting hours of your time designing your slides. You can use that time instead to focus on making sure your presentation is awesome and convince your audience to apply your strategy!

You might also find this interesting: How To Design Custom Slides For Your Business PowerPoint Presentation

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WHAT IS? Blue Ocean Strategy- With Free PPT

Mannat Bhalla

Looking at the glistening vast sea is an experience. The majestic nature of the Blue Ocean , which can create and destroy, gives one goosebumps.

Ocean covers about 71% of Earth's Surface. The weather, temperature, and the accessibility of food for both humans and other living things are significantly influenced by the Ocean.

Ocean sustains all. Various species exist in the vast sea and are all interconnected in some way to the other in the food web.

Now, if we compare the Business Sector to the Ocean…

Why are we doing that? Just hear me out….

The Ocean has many fishes; the business sector today is filled with various businesses and opportunities. Every day, an innovation springs out; some make a name for themselves and change that particular sector of the vast business sector, whereas others simply cannot succeed and move on to a new thing.

Creative sectors flourish because they sell a new dream of innovation that excites customers to invest money in them. Also, they sell innovations that make that dream come true.

Since ancient times, successful business merchants have always sniffed out the need or the problem and solved it with their products, making a hand-in-hand profit.

In the vast sea of competition, businesses typically rival countless others for the same clients and resources. But is there a way to escape the tense, angry, crimson Ocean of conflict and set sail for uncharted territory?

The Blue Ocean Strategy is a philosophy that offers a fresh perspective on business innovation and growth.

"The only way to beat the competition is to stop trying to beat the competition" ~ W. Chan Kim.

The Blue Ocean Strategy, a corporate strategy, encourages businesses to bypass the traditional competition-driven strategy.

This strategy promotes the development of new markets or the reorganization of existing ones (the "blue ocean") as opposed to competing in crowded markets (the " Red Ocean "), where businesses must compete for a small pool of customers and struggle to stand out from the competition.

In a simple definition, it means carving out your own route and creating a unique workplace atmosphere for your business where competition is insignificant. Here is how you can utilize it:

Value Innovation :

The blue ocean strategy's core element is value innovation.

• Try to offer your clientele something wholly new.
• Finding out what customers want and meeting their needs in a way that sets you apart from the competition is what this entails.
• Think about Apple's ground-breaking iPhone, which combined a phone, music player, and internet device into a single device.

Recognize the " Six Paths ":

To find your Blue Ocean, think about the six-route framework.

• First, analyze Other Sectors and then adapt their effective strategies to your own.
• Locate competitors or alternatives outside of your direct industry.
• Look across buyer groups for new client segments or groups that your product or service might appeal to.
• Consider Complementary Goods and Services and decide what alternatives can enhance your primary good or service.
• Take into account the emotional or functional elements that your clients will find appealing.
• Consider how current trends may impact client preferences and needs in the future.

WHATS NEXT?

Errc stands for " eliminate, reduce, raise, create ":.

The ERRC grid is a practical tool for implementing the Blue Ocean Strategy.

• Firstly, it involves evaluating the factors that influence your industry and deciding which ones to enhance, improve, eliminate, or grow in order to offer exceptional value.
• By meticulously carrying out these four phases, you can establish a distinctive blue ocean strategy.

Execute with Precision:

Developing a blue ocean strategy is the first step. Execution is the next. Make sure your team is on board with the new strategy, and monitor all the progress. Be prepared to modify as you learn more from the market and customer feedback.

Continual Innovation:

The business world is changing, therefore, something that is today a blue ocean could eventually become a red ocean.

It is essential to support an inventive culture and be constantly on the lookout for new opportunities if we want to create blue oceans.

In the Nutshell

The blue ocean strategy offers a compelling way to avoid continual competition and discover untapped markets.

By focusing on value innovation, researching the six approaches, applying the ERRC grid, executing precisely, and maintaining a commitment to innovation, your business can leave its rivals in the Red Sea in the dust.

If you adopt an exploratory mindset, you might well find yourself in a universe with countless opportunities.

For the best PowerPoint presentations and more, visit us at SlideTeam or call us at +1-408-659-4170.

We also offer customization services, and we take pride in our team of amazing #PresentationDesigners . Submit your template request and experience their magic.

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 frequently asked questions:.

• What is the Blue Ocean Strategy, and how does it differ from traditional business strategies?
• Answer: The Blue Ocean Strategy is a business approach that focuses on creating uncontested market spaces rather than competing in overcrowded markets (the "red ocean"). It involves value innovation, which means offering unique value to customers. Additionally, traditional strategies often involve competing within existing market boundaries, while the Blue Ocean Strategy seeks to redefine those boundaries or create entirely new markets.
• How can my business identify a blue ocean opportunity?
• Answer: To identify a blue ocean opportunity, you can use the Six Paths Framework. This involves looking across industries, strategic groups, buyer groups, complementary products and services, functional and emotional appeal, and time. By exploring these six dimensions, you can uncover untapped market spaces and innovative ideas.
• What is the ERRC Grid, and how does it help in implementing the Blue Ocean Strategy?
• Answer: The ERRC Grid stands for Eliminate, Reduce, Raise, and Create. It's a strategic tool used to guide the process of value innovation. By evaluating factors in your industry and deciding what to eliminate, reduce, raise, or create, you can reshape your business strategy to deliver exceptional value and stand out in the marketplace.
• Can any business implement the Blue Ocean Strategy, or is it only for certain industries?
• Answer: The Blue Ocean Strategy is applicable to a wide range of industries and businesses, from startups to established corporations. It is not limited to a specific type of industry or size of the business. Any organization that seeks to differentiate itself and find new growth opportunities can benefit from adopting this strategy.
• What are some successful examples of companies that have applied the Blue Ocean Strategy?
• Cirque du Soleil: By combining elements of theater and circus while additionally eliminating the traditional circus features, Cirque du Soleil created a new and unique form of entertainment.
• Nintendo Wii: Nintendo redefined the gaming industry by focusing on accessibility and family-friendly gaming, attracting a broader audience compared to traditional gaming consoles.
• Yellow Tail Wine: This Australian wine brand challenged the wine industry norms by offering affordable and approachable wines with colorful branding, targeting a younger and less wine-savvy demographic. These examples demonstrate how various businesses across different sectors have successfully applied the Blue Ocean Strategy to create their own unique market spaces and achieve competitive advantage.

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Blue Ocean Strategy

Oct 23, 2014

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Blue Ocean Strategy. W. Chan Kim and Renee Maubourgne Edited by Chitchai P. Agenda. Blue Ocean Strategy (BOS) Creating Blue Ocean Analytical Tools and Frameworks Formulating Blue Ocean Strategy Reconstruct Market Boundaries Focus on Big Picture Reach Beyond Existing Demand

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Presentation Transcript

Blue Ocean Strategy W. Chan Kim and Renee Maubourgne Edited by Chitchai P.

Agenda • Blue Ocean Strategy (BOS) • Creating Blue Ocean • Analytical Tools and Frameworks • Formulating Blue Ocean Strategy • Reconstruct Market Boundaries • Focus on Big Picture • Reach Beyond Existing Demand • Get Strategic Sequence Right • Executing Blue Ocean Strategy • Overcome Key Organization Hurdles • Build Execution into Strategy • Conclusion

Agenda Blue Ocean Strategy (BOS) • Blue Ocean Strategy (BOS) • Creating Blue Ocean • Analytical Tools and Frameworks • Formulating Blue Ocean Strategy • Reconstruct Market Boundaries • Focus on Big Picture • Reach Beyond Existing Demand • Get Strategic Sequence Right • Executing Blue Ocean Strategy • Overcome Key Organization Hurdles • Build Execution into Strategy • Conclusion

Creating Blue Ocean • New Market Space • The Continuing Creation of Blue Oceans • The Impact and Imperative of Crating Blue Oceans • From Company and Industry to Strategic Move • Value Innovation: The Cornerstone of BOS • The Six Principles of BOS

Value Innovation:The Cornerstone of BOS Costs Value Innovation Buyer Value The Simultaneous Pursuit of Differentiation and Low Cost

Red Ocean vs. Blue Ocean Strategy Red Ocean Strategy Blue Ocean Strategy Compete in existing market space Create uncontested market space Beat the competition Make the competition irrelevant Exploit existing demand Create and capture untapped demand Make the value-cost trade-off Break the value-cost trade-off Align the whole system of a firm’s activities with its strategic choices of differentiation or low cost Align the whole system of a firm’s activities in pursuit of differentiation and low cost Focuses on adapting to external trends as they occur Participates in shaping external trends over time

The Six Principles of BOS • Formulating Principles • Reconstruct market boundaries • Focus on the big picture, not the numbers • Reach beyond existing demand • Get the strategic sequence right • Risk Factor Each Principle Attenuates • Search risk • Planning risk • Scale risk • Business model risk • Execution Principles • Overcome key organization hurdles • Build execution into strategy • Risk Factor Each Principle Attenuates • Organization risk • Management risk

Analytical Tools and Frameworks • Strategy Canvas • Four Actions Framework • Eliminate-Reduce-Raise-Create Grid • Three Characteristics of a Good Strategy

Strategy CanvasUS Wine Industry in the late 1990s High Premium Wines Budget Wines Low Above-the-line marketing Vineyard prestige Wine range Price Use of enological terminology and distinctions in wine communication Aging quality Wine complexity

Four Actions Framework REDUCE Which factors should be reduced well below the industry’s standards? A New Value Curve CREATE Which factors should be created that the industry has never offered? ELIMINATE Which of the factors that the industry take for granted should be eliminated? RAISE Which factors should be raised well above the industry’s standard?

Eliminate-Reduce-Raise-Create Grid Case Study: Yellow Tail Eliminate Enological Terminology Aging qualities Above-the-line Marketing Raise Price versus budget wines Retail stores involvement Reduce Wine complexity Wine range Vineyard prestige Create Easy drinking Ease of selection Fun and adventure

A New Value Curve –Strategy Canvas of Yellow Tail High Premium Wines [yellow tail] CREATE Budget Wines RAISE REDUCE ELIMINATE Low Above-the-line marketing Vineyard prestige Wine range Ease of selection Price Fun and adventure Use of enological terminology and distinctions in wine communication Aging quality Wine complexity Easy drinking

Strategy Canvas: Southwest Airlines High Southwest Airlines Average Airlines Car Transport Low Seating class choice Hub connectivity Friendly Service Speed Frequent Pint-to-point departure Price Meals Lounges

Strategy Canvas: Cirque du Soleil High Ringling Bros. & Barnum & Bailey Cirque du Soliel Smaller Regional Circuses Low Multiple show arena Thrill and challenge Theme Multiple Production Price Animal shows Artistic music and dance Refined watching environment Star performers Fun and humor Unique venue Aisle concessions

Three Characteristics of a Good Strategy • Focus • Divergence • Compelling Tagline

Agenda • Blue Ocean Strategy (BOS) • Creating Blue Ocean • Analytical Tools and Frameworks • Formulating Blue Ocean Strategy • Reconstruct Market Boundaries • Focus on Big Picture • Reach Beyond Existing Demand • Get Strategic Sequence Right • Executing Blue Ocean Strategy • Overcome Key Organization Hurdles • Build Execution into Strategy • Conclusion • Formulating Blue Ocean Strategy

Reconstruct Market Boundaries • Path 1: Look Across Alternative Industries • Path 2: Look Across Strategic Groups within Industries • Path 3: Look Across Chain of Buyers • Path 4: Look Across Complementary Products and Service Offerings • Path 5: Look Across Functional or Emotional Appeal to Buyers • Path 6: Look Across Time

Strategy Canvas: NetJetsPath1: Alternative Industry High Private Jet Corporate travel NetJet’s Value Curve Commercial Airlines First and Business-Classes travel Low Price (fixed purchase + variable price per flight) Speed of total travel time Ease of travel (include. Check-in, customs, etc. Flexibility and reliability In-flight service Deadhead costs Need for customer to manage aircraft (Aircraft M&A)

Strategy Canvas: QuickFitPath2: Strategic Group High Curves Home Exercise Program Traditional health clubs Low Availability of instructors Nonthreatening same-sex Environ- ment Womanly fun atmos-phere Price Workout equipment (treadmill, weights, etc) Workout time Environment encouraging discipline and motivation in exercise Convenience Amenities

Strategy Canvas: NABIPath4: Scope of Product/Service Offerings High NABI Hungarian Municipal Bus Company Average US Transit Bus Low Initial purchase price Fuel consumption Environmental friendliness Aesthetic design Customer friendliness Maintenance cost Corrosion Life-Cycle Cost

Strategy Canvas: QB HousePath5: Functional/Emotional Orientation High QB House Average Japanese Barbershop Low Range of hair treatments Hygiene Time savings on waiting Time savings on haircut High performance”air wash” system Extra services (other than haircutting) Price Reservation desk

Blue Ocean Creation Looks across alternative industries Looks across strategic groups within industry Redefines the industry buyer group Looks across to complementary product and service offerings Rethinks the functional-emotional orientation of to industry Participates in shaping external trends over time Summary:Conceiving New Market Space Head-to-Head Competition Industry Focuses on rivals within its industry Strategic Group Focuses on competitive position within strategic group Buyer Group Focuses on better serving the buyer group Scope of Product or Service Offering Focuses on maximizing the value of product and service offering within the bounds of its industry Functional Emotional Orientation Focuses on improving price performance within the functional-emotional orientation of its industry Time Focuses on adapting to external trends as they occur

Focus on Big Picture • Four Steps of Visualizing Strategy • The Pioneer-Migrator-Settler Map

Four Steps of Visualizing Strategy Visual Awakening Visual Exploration Visual Strategy Fair Visual Communication • Compare your business with your competitor’s by drawing your “as is” strategy canvas. • See where your strategy 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 observations. • Get feedback on alternative strategy canvases from customers, competitor's 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 allow your company to close the gaps to actualize the new strategy.

The PMS Map Pioneers Migrators Settlers Today Tomorrow

First Tier: “Soon-to-be” non-customers who are on the edge of your market, waiting to jump ship Second Tier: “Refusing non-customers who consciously choose against your market. Third Tier: “Unexplored” non customers who are in markets distant from yours. Your Market Reach Beyond Existing Demand Third Tier Second Tier First Tier

Get the Strategic Sequence Right Buyer Utility Price Cost Adoption Commercially Viable Blue Ocean Idea Is there exceptional buyer utility in your business idea? Is your price easily accessible to the mass of buyers? Can you attain your cost target to profit at your strategic price? What are adoption hurdles in actualizing your business idea? Are you addressing them up front? NO NO NO NO

Buyer Utility Map The Six Stages of the Buyer Experience Cycle How long to find the product you need? How long to get the product delivered? Need other products to make it work? Require external ME Training or expertise assistance required? Create waist items? How rapidly can you make a purchase? How difficult to unpack and install the new product? How easy to maintain and upgrade? Easy to store when not in used? How much time do they take? How easy to dispose? Is the place of purchase attractive and accessible? How effective are features and functions? How easy are they to obtain? Do buyers have to arrange delivery themselves? If yes, how costly and difficult is this If so, how costly are they? The Six Utility Levels How secure is the transaction environment? Overcharged with bell and whistles? How costly? How costly? How much pain do they cause? Legal or environmental issue of the product disposal?

Upper-level pricing Mid-level pricing Low-level pricing Price Corridor of the Mass Identify the Price Corridor of the mass Specify a Price Level within the Price Corridor Three alternative product/service types: High degree of legal and resource protection Difficult to Imitate Price Corridor of the Mass Some degree of legal and resource protection Low degree of legal protection Easy to Imitate

Profit Model of BOS The Strategic Price The Target Profit The Target Cost Streamlining and Cost Innovative Partnering Pricing Innovation

Adoption • Employees • Partners • General Public

Agenda • Blue Ocean Strategy (BOS) • Creating Blue Ocean • Analytical Tools and Frameworks • Formulating Blue Ocean Strategy • Reconstruct Market Boundaries • Focus on Big Picture • Reach Beyond Existing Demand • Get Strategic Sequence Right • Executing Blue Ocean Strategy • Overcome Key Organization Hurdles • Build Execution into Strategy • Conclusion • Executing Blue Ocean Strategy

Overcome Key Organization Hurdles • Cognitive – Wedded to status quo • Political – Opposition from powerful vested interest • Motivational – Unmotivated • Resource – Limited resource

Build Execution into Strategy Strategy Formulation Process Fair Process Engagement Explanation Expectation clarity Trust &Commitment “I feel my opinion counts.” Attitude Volunteer Cooperation “I’ll go beyond the call of duty.” Behavior Exceeds Expectation Self-Initiated Strategy Execution

ConclusionSustainability and Renewal of Blue Ocean Strategy Imitation Barriers to BOS • Value Innovation does not make sense to a company’s conventional logic. • Blue Ocean Strategy may conflict with companies’ brand image. • Natural monopoly: The market often cannot support a second player. • Patents or legal permits block imitation. • High volume leads to rapid cost advantage for the value innovator, discouraging followers from entering the market. • Network Externalities discourage imitation. • Imitation often require significant political, operational, and cultural changes. • Companies that value-innovate earn brand buzz and a loyal customer following that tends to shun imitators.

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Blue Ocean Strategy Presentation

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Academy of Strategic Management Journal

Sanchayita Banerjee

Purpose: The paper aims to identify a research theme and study applications of Blue Ocean Strategy (BOS) dimensions in various industries & fields of study such as sustainability and economical formulation. The study aims to formulate themes and constructs emerging from literature to build a framework, which may lead to successful implementation of Blue Ocean Strategy. Design/Methodology/Approach: A qualitative, Grounded Theory (GT) research approach for literature review analysis was used to formulate themes and constructs, which may lead to successful implementation of BOS. Constant comparative methods were used to compare and contrast data over time and across informants and sources. The GT approach involved second-order analysis, which involved axial coding, synthesizing and clustering first-order codes into higher-order themes. Again, using constant comparative methods, comparing data over time and across codes, we condensed the data from literature into smaller units and furth...

Management Science Letters

Mehrdad Ziabari

Saiful Hasan

Oceans cover 72% of the surface of our blue planet and constitute more than 95% of the biosphere. Life originated in the oceans and they continue to support all life today by generating oxygen, absorbing carbon dioxide, recycling nutrients and regulating global climate and temperature. Oceans provide a substantial portion of the global population with food and livelihoods and are the means of transport for 80% of global trade[1]. The marine and coastal environment also constitutes a key resource for the important global tourism industry and expanding domain of nature-based tourism. The seabed currently provides 32% of the global supply of hydrocarbons with exploration expanding. Advancing technologies are opening new frontiers of marine resource development from bio-prospecting to the mining of seabed mineral resources. The sea also offers vast potential for renewable " blue energy " production from wind, wave, tidal, thermal and biomass sources. Throughout and subsequent to the Rio +20 process there has been a growing appreciation that the world's Oceans and Seas require more in depth attention and coordinated action. This has been reflected in various initiatives inter alia the UNDESA expert group meeting on Oceans, Seas and Sustainable Development, the work of the Global Ocean Commission, the Global Partnership for Oceans and the prominence given to oceans and seas in the UN five-year Action Agenda 2012-2016. Healthy oceans are essential for global food security, livelihoods and economic growth. The oceans are both an engine for global economic growth and a key source of food security. Food security exists when all people, at all times, have physical, social and economic access to sufficient, safe and nutritious food to meet their dietary needs and food preferences for an active and healthy life. This definition, from the World Summit on Food Security held in Rome, 2009, has four pillars with regard to food supplies: availability or adequacy (either domestically grown or imported), stability, access, and utilization of food (at the household level).The world faces one of the biggest challenges of the 21st century: how to feed 9 billion people by 2050 in the face of climate change, economic and financial uncertainty and the growing competition for natural resources. These multiple challenges require an integrated response and an urgent transition of the world economy towards a sustainable, inclusive and resource efficient path. Framework for Sustainable Development The Blue Economy conceptualises oceans and seas as " Development Spaces " where spatial planning integrates conservation, sustainable use of living resources, oil and mineral wealth extraction, bio-prospecting, sustainable energy production and marine transport. The Blue Economy approach is founded upon the assessment and incorporation of the real value of the natural (blue) capital into all aspects of economic activity (conceptualisation, planning, infrastructure development, trade, travel, renewable resource exploitation, energy production/consumption). Every country must take its share of the responsibility to protect the high seas, which cover 64 % of the surface of our oceans and constitute more than 90% of their volume. With a view to improving food security, eradicating poverty and delivering shared prosperity, global leaders, ocean practitioners, scientists, and representatives from government, business, civil society and international organizations must come together to explore action-oriented partnerships, governance arrangements, investment frameworks and new financing vehicles to turn the tide not only on the health of Oceans but also how the resources of the sea could be used for economic emancipation. There is need to demonstrate measurable steps towards critical internationally agreed targets for fisheries, aquaculture, habitat protection and pollution reduction. It should also highlight the need to address the next frontiers of successful integrated approaches that include public-private partners, secure financing and catalyze good ocean governance while reconciling tensions and balancing priorities between (i) growth and conservation, (ii) private sector interests and equitable benefits for communities and (iii) Areas beyond national jurisdiction and Exclusive Economic Zones (EEZ) within the 200-mile limit) from the coast. Balancing Growth and Conservation Governments, policy makers and international institutions keen to boost food security and eradicate poverty face a careful balancing act between conservation and growth. While fisheries and aquaculture generate considerable social and economic benefits for hundreds of millions of people around the world, and have the potential to increase their contribution to human well-being and growth, sustainable development, based on the pillars of ecological, social and economic sustainability, entails reconciling several intersecting agendas. There is also a need to link institutions that deal directly or indirectly with ocean issues across spatial and jurisdictional scales in ways that are efficient and effective, avoiding duplications and conflicts. National governments can play a key role in addressing these challenges, acting in their own and in concert with others through international treaties including National/Regional Fisheries Management Organizations and other regional mechanisms such as the Regional Seas Programme of the United Nations Environment Programme (UNEP). Balancing private sector growth and equitable benefits for communities Globally, fish provide about 3 billion people with almost 20 percent of their average per capita intake of animal protein. Over 90% of small-scale fisheries come primarily from developing countries. In some countries, fish accounts for more than 50 percent of the animal protein intake. While governments can create legal, regulatory and policy frameworks and incentives, it is the private sector that is the main driver of economic growth through investment and entrepreneurial initiatives which range from global billion-dollar corporations that are vertically integrated to small-scale fishers. Strong momentum exists to reshape the context in which the private sector, independently of its scale, currently operates in order to ensure sustainable growth with equitable benefits for communities. In the Rio+20 outcome documents, The Future We Want, members of the international community agreed to "encourage the private sector to contribute to decent work for all and job creation for both women and men, and particularly for the youth, including through partnerships with small and medium enterprises as well as cooperatives."These objectives require policies that create incentives for producers and consumers to adopt sustainable practices and behavior. These principles for private sector growth and equitable benefits are also enshrined in a number or internationally adopted instruments developed to guide policy makers in decision-making on development in fisheries, namely

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7 Powerful Blue Ocean Strategy Examples That Left the Competition Behind

Written by The Blue Ocean Team

Why are some companies able to create ‘blue oceans’ of uncontested market space while others struggle in ‘red oceans’ of intense competition?

To answer this question, we need to look at some examples from a range of industries and identify the specific strategic actions blue ocean companies took to achieve profitable growth.

We’ll examine blue ocean strategy examples from the tech, healthcare, fintech, and retail industries and a classic blue ocean example from the entertainment industry.

We’ll also take an in-depth look at how one company made the spectacular transformation from the red ocean to the blue ocean .

History reveals that there are no perpetually excellent companies. The same company can be brilliant at one moment and wrongheaded at another. It would appear, therefore, that the company per se is not the appropriate unit of analysis when exploring the roots of high performance.

In their bestselling book, Blue Ocean Strategy , Professors Chan Kim and Renée Mauborgne write:

The strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance.

A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering.

The following blue ocean strategy examples all highlight strategic moves that delivered products and services in a way that opened and captured new market space, with a significant leap in demand.

1. Marvel – a super-powerful blue ocean strategy example

2. Nintendo ’s switch to a blue ocean

3. Stitch Fix – a blue ocean example in the fashion retail industry

4. HealthMedia – a blue ocean strategy example in healthcare

5. Nickel – a blue ocean in the fintech industry

6. Yellow Tail – a blue ocean example in the wine industry

7. Cirque du Soleil – a classic example of blue ocean strategy

Let’s jump right in, starting with one of the most extraordinary blue ocean turnarounds in corporate history.

Marvel – a super-powerful example of moving from a red ocean to the blue ocean

Unless you’ve been living under a rock for the last 50 years, you have certainly heard of Marvel, or at least, you’ll be familiar with Marvel characters such as Spiderman, The Hulk, and many others. What you may not know is that Marvel is an example of one of the great red ocean to blue ocean transformations in modern business history.

Consider the big movies of the last decade. Year after year, Marvel movies have smashed their way to the top of the earnings charts. The Avengers, Age of Ultron, Infinity War, Endgame, and Black Panther are the five highest-grossing superhero films of all time, accounting for half of the lifetime top-ten grossing films of any genre. In fact, Endgame is the highest-grossing movie ever. All were produced by Marvel.

Things were not always so bright for Marvel, however. Just over two decades ago, the firm emerged from bankruptcy saddled with USD $250 million of high-interest debt, a decimated sales channel, disgruntled customers, and a skeleton staff of employees. Cash flow was so tight they struggled to make payroll.

The early years of Marvel

Founded in 1939 as a comic book company, Marvel plodded along in its first few years at a time when superheroes had fallen out of fashion. Their only well-known character was Captain America, invented specifically to encourage Americans to support WWII. By the 1960s, Marvel’s unoriginal, ‘me-too’ comic book division was almost closed down. It was at this point that three middle-aged men – Stan Lee, Jack Kirby, and Steve Ditko – decided to build a new type of superhero, one that was human first and superhero second.

Rather than aim for the existing comic buyers, who were children, Marvel created new, more complex characters that appealed to college students – noncustomers of the comic book industry up to this point. From 1960 to 1964, the company introduced Spider-Man, Iron Man, The Hulk, The X-Men, and many other characters – about 8,000 in all. Marvel saw its comics business thrive.

All this was to change in the 1980s when Marvel’s new owners took a red ocean approach that sucked all the value out of the brand. During this time, management pocketed hundreds of millions of dollars while decimating Marvel’s staff and retail channels, leaving customers alienated and confused. Eventually, the business went bankrupt.

Marvel took a blue ocean turn by focusing on noncustomer college students. Marvel invented characters that were people first and superheroes second: Spider-Man, The Hulk, Iron Man, the X-Men.

Marvel’s blue ocean strategic move

In 1999, Peter Cuneo, a world-renowned turnaround expert, was appointed CEO of Marvel. He is credited with taking Marvel from bankruptcy to being acquired by Disney for over $4 billion in just over a decade.

Cuneo and Marvel’s most vital blue ocean strategic move was entering the motion picture industry, a blue ocean strategic pivot that saw the company roar back to success in the 21 st century in the form of Marvel Studios.

Not only that but Marvel and Cuneo transformed the whole movie production model; that is, it fundamentally changed how a movie is made. Marvel’s strategic move saw it not only enter a new field but reconstruct that field to open a blue ocean.

How Marvel broke the value-cost trade-off

Many in the business world hold to the conventional belief that companies can either create greater value to customers at a higher cost or create reasonable value at a lower cost. Viewed this way, strategy is seen as making a choice between differentiation and low cost, a value-cost trade-off. It’s the mindset of a red ocean strategist.

Marvel, on the other hand, took a blue ocean approach, pursuing differentiation and low cost simultaneously. To get a better understanding of how this works, let’s review Chan Kim and Renee Mauborgne’s Four Actions Framework .

To break the trade-off between differentiation and low cost, the framework poses four key questions to challenge an industry’s strategic logic:

• Which factors that the industry takes for granted should be eliminated ?
• Which factors should be reduced well below the industry’s standard?
• Which factors should be raised well above the industry’s standard?
• Which factors that the industry has never offered should be created ?

Marvel’s ERRC Grid

© Chan Kim and Renée Mauborgne. Blue Ocean Strategy. Blue Ocean Shift. All rights reserved.

The Eliminate-Reduce-Raise-Create (ERRC) Grid above shows how Marvel was able to break the value-cost trade-off, i.e., strategic actions that created unprecedented value at low cost.

The Marvel blue ocean example illustrates how a company used differentiation and low cost to restore its blue ocean business. By entering the motion picture industry and value innovating the motion picture production model, Marvel restored its blue ocean to become the most profitable movie franchise in history.

To learn more about how Marvel created a blue ocean, check out The Marvel Way: Restoring a Blue Ocean , a case that has won the 2020 Case Centre Award for Strategy and General Management.

Nintendo’s switch to a blue ocean

Nintendo, the Japanese video game company created its first console in 1977 and became internationally famous with the release of games Donkey Kong in 1981 and Super Mario Bros. in 1985. However, by the early 2000s, Nintendo was struggling as industry giants Sony and Microsoft dominated the market.

In 2006, the company took a blue ocean approach. Whereas Sony and Microsoft, with their expensive consoles, were running focus groups on gamers, Nintendo studied non-gamers. It Iooked at the gaming industry’s noncustomers and reconstructed elements across market boundaries to create the Wii – a console based on simplicity, functionality, and interactivity, with games that dramatically raised utility for these noncustomers.

Nintendo eliminated or reduced factors that were thought to be vital in the market – high-definition graphics and sound, fast chips, controllers with many buttons, and violent lifelike games, and so on. At the same time, it raised and created factors that appealed to noncustomers such as more approachable games, a focus on fun rather than computing power, and intuitive controls.

As a result of applying blue ocean strategy, the Nintendo Wii opened up a new market pulling in traditional non-gamers and outselling all Sony and Microsoft gaming products combined. It was a huge success until the unforeseen and dramatic technological disruption that came with the introduction of smartphones and tablets.

Fast forward to March 2017 and Nintendo offers up another blue ocean strategy example with the Nintendo Switch. Answering a growing demand for simple games such as the free downloadable ones on their smartphones, Nintendo created a brand-new blue ocean with the Nintendo Switch. Instead of competing with the expensive and high-end processing power of PlayStation 4 or Xbox One, the Nintendo Switch was a small device that allowed users to play games on a TV and on the go, connecting seamlessly between one device and the other.

By 2018, it had become the fastest-selling home video game system of all time in the U.S. and outsold every other console over Christmas that year. Nintendo had reconstructed market boundaries with the Switch capturing the best of high-powered game consoles and smartphone games.

Explore in-depth the blue ocean strategy examples of Nintendo Wii and Nintendo Switch.

Stitch Fix – a blue ocean example in the fashion retail industry

Stitch Fix is a blue ocean example in the fashion retail industry. The youngest female CEO to ever lead a US initial public offering, Katrina Lake created a new market space in the highly competitive fashion retail industry. Stitch Fix is a personal styling company that mails its customers boxes of stylish, carefully selected clothing. It’s as if customers had their own personal stylists. In 2019, Stitch Fix generated $1.5 billion in revenue from their ever-growing 3 million+ customers. While most retail companies are suffering, Stitch fix is soaring.

Stitch Fix combined artificial intelligence and human interaction to create a differentiated and low-cost offering that women have been going crazy for. Katrina Lake created this new market space, combining the best of technology, human creativity and ingenuity in its products.

Stitch Fix was founded by a woman and, with 86% of female employees, the company has one of the largest female workforces in the AI space, if not across almost all industries.

To learn how Stitch Fix created a blue ocean in the retail industry, read the blog “ Stitch Fix: A Blue Ocean Strategy in Retail “.

HealthMedia – a blue ocean strategy example in healthcare

HealthMedia is a blue ocean strategy example of looking across strategic groups within an industry to create a blue ocean.

HealthMedia, a player in the industry with a revenue of US$6 million, was drowning in a red ocean of intense competition. At the time, the industry had two strategic groups, one offering telephonic counseling predominantly for severe medical conditions, the other offering generic, digitalized content like you find on WebMD.

HealthMedia explored why buyers traded across these strategic groups and found that despite all the factors players competed on, buyers traded up to telephonic counseling for one overriding reason – high efficacy – while they traded down to digitized content for low cost.

HealthMedia created a new market space called digital health coaching which combines the far lower cost of digitalized content with a leap in efficacy through interactive online questionnaires that digitally matched people’s self-reported challenges with a health plan that would work best for them.

Within just two years, HealthMedia had created a blue ocean so compelling that Johnson and Johnson swooped in and purchased the company for US$185 million.

The HealthMedia case study is analyzed in detail in New York Times and #1 Wall Street Journal bestseller Blue Ocean Shift .

Viagra is another example of blue ocean strategic move in the healthcare industry. Read how Viagra created a blue ocean in lifestyle drugs .

Nickel: Driving Sustainable Growth and Empowering Society

French fintech Nickel found a blue ocean in the crowded French retail banking sector by identifying noncustomers and developing a strategy to attract them.

The typical banking experience in France is notoriously tedious. You need to make an appointment and talk with a bank manager, then provide a handful of documents to open an account. It is costly to maintain an account that is linked with diverse yet mostly irrelevant financial services.

A French entrepreneur, Hugues Le Bret, saw hidden pain points that customers and noncustomers accepted as given when using banking services. So he created Nickel, a simple and convenient banking service at low cost that looked beyond current bank customers and reached low-income earners and other people excluded by legacy banks.

Founded in 2014, the company has quickly become one of the leading fintech startups in France until it was successfully sold to BNP Paribas for over 200 million euros in 2017.

While traditional banks focused on developing financial technology to make their offerings more appealing, the fintech Nickel created a blue ocean by looking at the noncustomers the other banks ignored: low-income earners and people facing financial exclusion.

If you’re interested to learn more about Nickel’s blue ocean and how it went from a startup to achieving strong profitable growth, check out this case: Driving Sustainable Growth and Empowering Society: Nickel’s Blue Ocean Beyond Disruption

Yellow Tail – a blue ocean example in the wine industry

Casella Winery’s Yellow Tail – or [yellow tail] as it’s written – is often cited as a classic example of blue ocean strategy. Let’s look at how the company created a blue ocean in the highly competitive US wine industry.

Up until 2000, the United States had the third-largest aggregate consumption of wine worldwide with an estimated $20 billion in sales. Yet, despite its size, the industry was intensely competitive.

The US wine industry in 2000 faced intense competition, mounting price pressure, increasing bargaining power on the part of retail and distribution channels, and flat demand despite overwhelming choice.

In July 2001, Australia’s Casella Winery introduced [yellow tail] into this highly competitive US market. Small and unknown, they had expected to sell 25,000 cases in their first year. In fact, they had sold nine times that amount. By the end of 2005, [yellow tail]’s cumulative sales were tracking at 25 million cases. [yellow tail] soon emerged as the overall best-selling 750ml red wine, outstripping Californian, French and Italian brands.

How did [yellow tail] become the number one imported wine and the fastest-growing brand in the history of the US and Australian wine industries?

The traditional strategy of most wineries has always been to compete on the prestige and the quality of wine at a particular price point. Prestige and quality are judged by things like the personality and characteristics of a wine, reflected in the uniqueness of the soil, the winemaker’s skills, the aging process, and so on.

Casella Wines turned this convention wisdom on its head. The Australian winery redefined the problem of the wine industry as how to make a fun and non-traditional wine that’s easy to drink. By looking at the demand side of alternatives of beer, spirits, and ready-to-drink cocktails, which captured three times as many consumer alcohol sales as wine, Casella Wines found that the mass of American adults saw wine as a turnoff. It was intimidating and pretentious, and the complexity of taste – even though it was where the industry sought to excel – created a challenge to the inexperienced palate.

With that insight, Casella was ready to challenge the industry’s strategic logic and business model. To do so it considered four key questions outlined in the blue ocean analytical tool, the Four Actions Framework .

The outcome of this analysis was [yellow tail], a wine whose strategic profile broke from the competition and created a blue ocean. Instead of offering wine as wine, Casella created a social drink accessible to everyone.

By looking at the alternatives of beer and ready-to-drink cocktails, Casella Wines created three new factors in the US wine industry – easy drinking, easy to select, and fun and adventure. It eliminated or reduced everything else.

[Yellow tail] was a completely new combination of characteristics that produced an uncomplicated wine structure that was instantly appealing to the mass of alcohol drinkers. The result was an easy-drinking wine that did not require years to develop an appreciation for.

This allowed the company to dramatically reduce or eliminate all the factors the wine industry had long competed on – tannins, complexity, and aging. With the need for aging reduced, the working capital required was also reduced. The wine industry criticized the sweet fruitiness of [yellow tail] but consumers loved the wine. Casella also made selection easy by offering only two choices of [yellow tail] – Chardonnay, the most popular white wine in the US; and red Shiraz. It also scored a home run by making wine shop employees ambassadors of [yellow tail], introducing fun and adventure into the sales process by giving the Australian outback clothing. Recommendations to consumers to buy [yellow tail] flew out of their mouths.

Let’s look at the Strategy Canvas of [yellow tail]. Developed by Chan Kim and Renee Mauborgne, the Strategy Canvas is a diagnostic and action framework for building a compelling blue ocean strategy. It quickly captures, in one simple picture, the factors an industry competes on and invests in, the offering level of each factor that buyers receive, and the strategic profile of a company and its competitors across the key competing factors.

The Strategy Canvas of Yellow Tail

The strategy canvas of [yellow tail] shows how its strategic profile breaks from the competitors in the US wine industry. © Chan Kim and Renée Mauborgne

[yellow tail] created a unique and exceptional value curve to unlock a blue ocean. As shown in the strategy canvas, [yellow tail]’s value curve has focus: the company did not diffuse its efforts across all key factors of competition. The shape of its value curve diverged from the other players’, a result of not benchmarking competitors but instead looking across alternatives. The tagline of [yellow tail]’s strategic profile was clear: a fun and simple wine to be enjoyed every day.

When expressed through a value curve, an effective blue ocean strategy has three complementary qualities: focus , divergence , and a compelling tagline .

Check out other powerful strategy canvas examples of companies like Apple or CitizenM.

To read more in detail about characteristics of good strategy read the strategy vs tactics blog where we describe it in-depth.

Cirque du Soleil – a classic example of blue ocean strategy

Arguably most well-known example of blue ocean strategy is Cirque du Soleil, a Canadian entertainment company that created uncontested market space and made the competition irrelevant. It appealed to a whole new group of customers: adults and corporate clients prepared to pay a price several times as great as traditional circuses for an unprecedented entertainment experience.

Cirque du Soleil is one of the flagship case studies in the Blue Ocean Sprint Online Course . Learn how Cirque du Soleil and others made the competition irrelevant by taking the course.

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Four Actions Framework and Eliminate-Reduce-Raise-Create Grid (Examples + Template)

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Home Blue Ocean Strategy PowerPoint Template Blue Ocean Strategy Theory and Tools for PowerPoint

Blue Ocean Strategy Theory and Tools for PowerPoint

This slide provides Professional PowerPoint Icons of the 12 Strategy Analysis Tools of the Blue Ocean Strategy. The Blue Ocean Strategy is based on a study of 150 strategies across a century and more than thirty industries. The authors argue that companies can succeed not fighting with competition but instead, creating ?blue oceans? of uncontested market space. The mentioned tools are used to analyze the current strategic stand of an organization and provides insight on how and where to direct the strategy. Create a complete and thoughtful strategic analysis with this professional presentation. All the icons are 100% editable and can be reused across different presentations.

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The Blue Ocean Strategy: What It Is & How to Use It [+4 Examples]

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Of the many strategic planning models that exist, the Blue Ocean Strategy could be considered the pacifist of the group.

Based on an eponymously titled book, this strategy argues that “cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool.” Companies should instead look for new market space and ways to reinvent the industry. In short, avoid head-to-head competition and focus on innovation.

The goal of a Blue Ocean Strategy is for organizations to find and develop “blue oceans” (uncontested, growing markets) and avoid “red oceans” (overdeveloped, saturated markets). A company will have more success, fewer risks, and increased profits in a blue ocean market.

ClearPoint Strategy offers a comprehensive platform that can help your organization effectively implement Blue Ocean Strategy by simplifying strategic planning and performance management. Our software provides intuitive tools that help you map out innovative strategies, align your team, and monitor progress to ensure successful execution.

See ClearPoint Strategy in action! Click here to watch a quick DEMO on the software

Summary of the blue ocean strategy.

This strategic planning model is a departure from the typical management exercise that focuses on number crunching and competitive benchmarking. Here are key points of the Blue Ocean Strategy:

• It’s more than theoretical. Some strategic planning models are based on theories that don’t quite pan out during go-to-market executions. In contrast, Blue Ocean Strategy originated from a study that took place over 10 years and analyzed company successes and failures in more than 30 industries. It’s based on proven data rather than unproven ideas.
• The competition is irrelevant. Taking a Blue Ocean approach means your goal isn’t to outperform the competition or be the best in the industry. Instead, your aim is to redraw industry boundaries and operate within that new space, making the competition immaterial.
• Differentiation and low cost can coexist. The Blue Ocean Strategy argues that consumers don’t have to choose between value and affordability. If a company can identify what consumers currently value and then rethink how to provide that value, differentiation and low cost can both be achieved. This is termed “value innovation.”
• You have a framework to test ideas. The Blue Ocean Idea Index is part of the overarching strategy and lets companies test the commercial viability of ideas. This process helps refine ideas and identify opportunities with the most potential, minimizing risk.

Claim your FREE eBook on 8 effective strategic planning templates here

4 examples of blue ocean strategy.

Seeing is believing. Here are a few organizations that successfully captured a blue-ocean market:

In this David versus Goliath story, Netflix came on the scene when Blockbuster was at the top of the video rental game. Rather than trying to compete with the popular giant solely on price or entertainment choices, Netflix reinvented the market by creating an entirely new kind of online DVD rental service. It utilized postal mail rather than brick-and-mortar stores.

And its flat-fee monthly payment model solved two major pain points many Blockbuster customers experienced: return deadlines and late fees. Netflix customers could keep a DVD for as long as they wanted, without incurring any late fees.

Plus, they could browse and select a video to rent, without having to leave their house. Netflix has continued to innovate since then by switching from DVDs to streaming, and then by creating their own shows and movies.

By using the Blue Ocean Strategy, Netflix has been able to constantly move to new, uncontested spaces to capture demand.

‍ Before Uber was founded in 2009, customers looking to get from point A to point B without their own vehicle had to rely primarily on taxis to obtain a private mode of transportation. But the taxi industry hadn’t done much in the way of innovation since its inception more than a century earlier.

The founders of Uber recognized the industry’s shortcomings—including limited payment options, a lack of customer trust, and the absence of location tracking—and decided to create a new type of mobility service that would compete in a slightly different space. Instead of trying to buy its own fleet of vehicles, Uber sought out drivers who were willing to use their own cars to provide on-demand rides requested via mobile app.

Today, Uber has annual revenues of over $11 billion, and more than 19,000 employees.

‍ When iTunes entered the market, it solved the recording industry’s problem of consumers illegally downloading music while simultaneously addressing the demand for digital, a la carte songs.

iTunes’ Blue Ocean Strategy created an entirely new category of music sales that allowed artists to profit and consumers to buy single songs versus entire albums. iTunes has dominated this market space for years and is largely credited with driving the growth of digital music.

Meta (Previously Facebook)

‍ In October of 2021, CEO Mark Zuckerberg announced that Facebook’s new name would now be Meta. When Facebook started, it was at the forefront of its own blue ocean, known as social networks.

More than a decade later, social networking has become a red ocean. With the name change, Meta can steer its product offerings into something new, exciting, and unconquered: the “metaverse.” In the metaverse, Zuckerberg pictures holograms, virtual reality, and digital worlds that feel like the physical world.

Although the strategy change is unproven, it’s clear that the idea of jumping from the red ocean of social media to the blue ocean of the metaverse played a part in the decision.

Using Blue Ocean With Your Existing Strategic Planning Model

Most likely, your organization is already running on an existing strategic planning model. Luckily, the Blue Ocean Strategy can be paired with other models. It doesn’t need to replace your current mode of operation.

Here are a few examples:

‍ Blue Ocean + SWOT

• A SWOT analysis helps determine areas where an organization is doing well and areas it needs to improve.
• By running both frameworks together, you’ll be able to identify how your organization can grow in the future.

‍ Blue Ocean + Balanced Scorecard

• The Balanced Scorecard (BSC) is a framework used for tracking and managing an organization’s strategy.
• By running both frameworks together, you can find uncontested markets (blue oceans) and chart the course to get there.

Think of the Blue Ocean Strategy as a way to open up opportunities and markets for a new organization, or an existing organization looking to grow. Your current strategy reporting model will help execute the blue ocean ideas.

Advice On Implementing A Blue Ocean Strategy

When you begin your strategic planning, recognizing the difference between a red and blue ocean may not be as easy as the colors would indicate. Start by identifying what your target market needs and doesn’t currently have. Then look at what existing organizations are doing well (or not so well) to serve that market and determine how you can differentiate (for example, by price point or audience). Use the above checklist as a guide through the process and hold internal brainstorming sessions for each point.

‍ ClearPoint Strategy’s Experience Using the Blue Ocean Strategy ‍

Here at ClearPoint, we recently used the framework for our own business. These were the general questions we discussed and answered in order to highlight our blue ocean opportunities.

1. What do we do well? Why do customers choose us and stay with us? ‍

2. What do our competitors do? Why might our ideal customers choose a different solution? ‍

3. Where are the red oceans? Which features and benefits do we compete head to head with our competitors?

4. What is our blue ocean? What do we provide our customers that no one else can? ‍

We learned that on any given feature, there are lots of competitors that offer good solutions. But no other company offers all of the necessary features for strategy reporting in one place.

‍ Blue Ocean challenges companies to push the boundaries of their industries and offer consumers something unique of immense value. By defining and seeing examples of the Blue Ocean Strategy, your organization can learn how to execute on this strategic planning model and successfully reconstruct your market. Once you know where you’re competing, you can add unique goals and measures to track your progress in charting that blue ocean.

Create Your Blue Ocean Strategy with ClearPoint Strategy Software

Ready to create your own Blue Ocean and leave the competition behind?

ClearPoint Strategy can help you innovate and execute your strategic vision effectively. Our comprehensive software solutions streamline your planning and performance management, enabling you to focus on what matters most—creating value and achieving sustainable growth. Take the first step towards transforming your organization and unlocking new opportunities.

Book a personalized demo with ClearPoint Strategy today and see how we can support your journey to success.

Book your FREE 1-on-1 DEMO with ClearPoint Strategy

Ted Jackson

Ted is a Founder and Managing Partner of ClearPoint Strategy and leads the sales and marketing teams.

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Blue Ocean Strategy

This document discusses the concept of Blue Ocean Strategy (BOS), which involves creating new market space and making competition irrelevant through value innovation. It defines BOS and outlines its key principles. Examples are given of companies that have used BOS, including Cirque du Soleil. Cirque du Soleil is discussed in more detail through a case study that explains how it transformed the circus industry by targeting adults instead of children and removing animal acts. The document concludes that continuously creating new blue oceans through innovation is important for long-term success. Read less

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• 1. Blue Ocean Strategy (BOS) PRESENTER: AMJAD ALI SHAHID SUBASHINI RAMAKRISHNAN
• 2. SCOPE OF PRESENTATION 1. Definitions of Blue Ocean Strategy (BOS) 2. Concepts of BOS 3. Examples of Companies using BOS Strategy 4. Organizational Hurdles to BOS Execution 5. Case Study of Cirque Du Soleil & BOS 6. Conclusion
• 3. • a way to make the competition irrelevant by creating a leap in value for both the company and its customers. • an analogy to describe the wider, deeper potential of market space that is not yet explored. Like the “blue” ocean, it is vast, deep, powerful, in terms of profitable growth, and infinite. (W.Chan Kim and Renee Mauborgne, 2005) WHAT IS BLUE OCEAN STRATEGY (BOS)?
• 4.  Create uncontested market space.  Make the competition irrelevant.  Create + capture new demand.  Break the value/cost trade-off.  Align the whole system of a company's activities in pursuit of differentiation + low cost. 1. BOS Helps Organization To: W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 5. Principles of BOS W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 6. VALUE INNOVATION W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 7. Action Framework of BOS W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 8. W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006) http://geanu.pbworks.com/f/blue-ocean-strategy.pdf
• 9. EXAMPLES OF ORGANIZATION PRACTISING BOS
• 10. CASE STUDY : CIRQUE DU SOLEIL https://www.youtube.com/watch ?v=T3puuS05pzg http://www.cirquedusoleil.com/e n/home.aspx#/en/home/shows/ details/michael-jackson-one.aspx
• 11. In 20 years, Cirque has achieved revenues that Ringling Bros. and Barnum & Bailey— the world’s leading circus— took more than a century to attain. using men into the circus instead of animals.
• 12. CASE STUDY : CIRQUE DU SOLEIL Cirque du Soleil: • Target Market : Adults • Not Dependent to Star performance & animal shows • Reduce fun & humor • Reduce Thrills & dangers • Unique Venue • Theme & Theater Low Cost, High Price Circus Industry Traditional Circus: • Target Market : Children • Dependent to : Star performance, animal shows • High fun & humor • High Thrills & dangers High Cost, Low Price
• 13. VALUE INNOVATION W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 14. Action Framework of BOS W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006)
• 16. • 4000 employees + artists worldwide - 1984 – 73 people Today – 3000 employees & 1000 artists - 40 Nationalities & 25 languages • 90 Million viewers – 200 cities • 19 shows across globe • estimated annual revenue exceeding US$810 million. • Net worth/ assets – US $ 2.5 billion • One Drop Foundation – fight against poverty • Won hundreds of awards – originality + excellent management Sandesh Goshal (2012) : http://www.slideshare.net/sandy.0485/cirque-dusoleil-5128574 BOS Has Benefitted CDS In ….
• 17. Conclusions CREATING BLUE OCEANS - not a static achievement but a dynamic process. Once a company creates a blue ocean and its powerful performance consequences are known, sooner or later imitators appear on the horizon. The question is, How soon or late will they come? Put differently, how easy or difficult is blue ocean strategy to imitate? As the company and its early imitators succeed and expand the blue ocean, more companies eventually jump in. This raises a related question: When should a company reach out to create another blue ocean? In this concluding chapter, we address the issues of the sustainability and renewal of blue ocean strategy W.Chan Kim, Renee Mauborgne, Blue Ocean Strategy (2006) http://geanu.pbworks.com/f/blue-ocean-strategy.pdf