Blue Ocean Strategy is a business strategy book first published in 2005 and written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy Institute at INSEAD. The book illustrates what the authors believe is the high growth and profits an organization can generate by creating new demand in an uncontested market space, or a "Blue Ocean", than by competing head-to-head with other suppliers for known customers in an existing industry.
Blue Ocean Strategy vs Competition based strategies
Kim and Mauborgne argue that while traditional competition-based strategies (red ocean strategies) are necessary, they are not sufficient to sustain high performance. Companies need to go beyond competing. To seize new profit and growth opportunities they also need to create blue oceans.[5]
The authors argue that competition based strategies assume that an industry’s structural conditions are given and that firms are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism.[6] To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive cost or differentiation position. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited.[citation needed]
Blue ocean strategy, on the other hand, is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. This is what the authors call “reconstructionist view”. Assuming that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.
Tools and Frameworks
Blue Ocean Strategy has introduced a number of practical tools, methodologies and frameworks to formulate and execute blue ocean strategies, attempting to make creation of blue oceans a systematic, repeatable process. Some of these are listed below:
Summary of Blue Ocean Strategy Frameworks, Tools and Methodologies
For blue ocean strategy formulation
For blue ocean strategy execution
Blue Ocean Strategy vs Competition based strategies
Kim and Mauborgne argue that while traditional competition-based strategies (red ocean strategies) are necessary, they are not sufficient to sustain high performance. Companies need to go beyond competing. To seize new profit and growth opportunities they also need to create blue oceans.[5]
The authors argue that competition based strategies assume that an industry’s structural conditions are given and that firms are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism.[6] To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive cost or differentiation position. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited.[citation needed]
Blue ocean strategy, on the other hand, is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. This is what the authors call “reconstructionist view”. Assuming that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.
Tools and Frameworks
Blue Ocean Strategy has introduced a number of practical tools, methodologies and frameworks to formulate and execute blue ocean strategies, attempting to make creation of blue oceans a systematic, repeatable process. Some of these are listed below:
Summary of Blue Ocean Strategy Frameworks, Tools and Methodologies
For blue ocean strategy formulation
- The Strategy Canvas
- The initial litmus test for BOS: focus, divergence, compelling tagline
- The Four Actions Framework
- Eliminate-Reduce-Raise-Create Grid
- The Six Paths Framework
- Buyer Utility Map
- Buyer Experience Cycle
- Price Corridor of the Mass model
- Four Steps of Visualizing Strategy Process
- Pioneer-Migrator-Settler Map
- Three Tiers of Noncustomers Framework
- The Sequence of Blue Ocean Strategy
For blue ocean strategy execution
- Tipping Point Leadership
- Four Key Organizational Hurdles:
- Riding the "Electric Sewer" to break the Cognitive Hurdle
- Redirecting from cold spots to hot spots and horse trading to overcome the Resource Hurdle
- Placing Kingpins in a Fishbowl and atomize the change to jump over the Motivational Hurdle
- Leverage your angels and consigliere to overcome the Political Hurdle
- 3 E principles of Fair Process: engagement, explanation, clarity of expectations
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