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BLUE OCEAN STRATEGY vs. BLUE OCEAN‐BUSINESS MODEL
Instantly Learn and Apply Best Practice Tools for Exponential Business Growth
Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation
rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Blue Ocean Map (“One‐Page Blue Ocean Strategy” for Simply Mapping, Designing, Executing, and Monitoring a Blue Ocean Strategy)
IDEAL BLUE OCEAN (FINAL RESULT) Fractal Market Segmentation of ……………………………………………………………………….
∞
Revenue
BLUE OCEAN
Highly differentiated and
premium-priced/free business model
Blue Ocean Strategy
(+): DELIGHT
RED OCEAN
Lowly differentiated and
Red Ocean Strategy low-cost business model
BOBM1.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
3 QUESTIONS FOR YOUR BLUE OCEAN‐BUSINESS MODEL
1. WHERE ARE YOU AT THE MOMENT (IN THE INDUSTRY)?
‐ Current Revenue: ……………………….………………….
‐ Current No. of Direct Competitors: ……………………….………………….
2. WHERE WOULD YOU LIKE TO BE (IN 1/2/3 YEARS)?
‐ Future (Desired) Revenue: ……………………….………………….
‐ Future No. of Direct Competitors: ……………………….………………….
‐ Uncontested Customer Experience: ……………………….………………………………….
3. HOW WILL YOU GET TO THE BLUE OCEAN?
‐ Design, Test, and Validate Blue Ocean Strategy
‐ Design, Test, and Validate Blue Ocean‐Business Model
‐ Implement and Monitor Blue Ocean Strategy as well as Blue Ocean‐Business
Model
‐ Adapt Blue Ocean Strategy and Blue Ocean‐Business Model, as Necessary
BOBM1.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BLUE OCEAN VOICE FOR “BLUE OCEAN STRATEGY BOOK” vs. “BLUE OCEAN‐BUSINESS MODEL”
Name of Product/Service/Facility: “Blue Ocean Strategy” book Functionality: To present tools for creating a Blue Ocean Strategy
Customer’s Intent: To develop a Blue Ocean‐Business Model Business/Industry: Publishing/Business Education (Consulting)
Focus of Customer Experience: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
A1) What do you like regarding the object (product/service/facility)?
• Compelling storytelling and presentation of cases illustrating use of the Blue Ocean Strategy.
• Metaphor that distinguishes Red and Blue Ocean companies as well as their market spaces.
• Blue Ocean Strategy move as more critical than static historical factors in explaining extraordinary success in business.
• Methodology for Blue Ocean Strategy that integrates tools for strategic marketing, branding, Value Innovation, and strategy execution.
• Focus of Blue Ocean Strategy on non‐customers and reconstruction of existing market boundaries.
A2) What would you need regarding the object (product/service/facility)?
• A Software Application/Manual for systematically using methodology or process for Blue Ocean Strategy.
• A Software Application/Manual for systematically developing Blue Ocean‐Business Models.
• Instructions for systematically developing tactics, action plans, and projects with a view to implementing Blue Ocean Strategy.
• Workflow for translating, executing, and monitoring a Blue Ocean Strategy as in the case of using the Balanced Scorecard.
• Applications/Examples of using the Blue Ocean Strategy in public sector and NGO projects such as in urban planning and social business.
BOBM2.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
B) QUESTIONS FOR DETERMINING CUSTOMER PAIN AND DISSATISFACTION
B1) What DON’T you like regarding the object (product/service/facility)?
• The Blue Ocean Strategy book is not easy to fully understand. A Blue Ocean Strategy cannot immediately be developed. No procedure is
described for recognizing, selecting, and ‘weighing’ the importance of factors or dimensions on the Strategy Canvas. There is no
distinction between factors of customer delight and factors of customer pain. Also, there is no systematic procedure or tactics for
eliminating emerging trade‐offs on the Strategy Canvas. Further, the Four Actions Framework (Eliminate‐Reduce‐Raise‐Create) is not
linked to a process such as brainstorming for generating and evaluating more specific ideas, initiatives, and targets/success criteria.
• Reading the whole book of 216 pages takes an inordinate amount of time.
• The Blue Ocean Strategy is targeted at the private sector. The framework in the book does not facilitate application of Blue Ocean
Strategy to public sector projects. In particular, Blue Ocean Strategy is not presented as a methodology for creative problem solving
and innovation.
• The book largely consists of text; very little graphics.
• The Blue Ocean Strategy book is not ubiquitously available.
• The book costs US$27.95 (rather expensive!).
B2) What DON’T you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
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BOBM2.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BENCHMARKING OF VOICE No……… Date: March 16, 2009
Name of Product/Service/Facility: BOS book/Blue Ocean‐Bus. Model Functionality: To quickly develop business models
Customer’s Intent: To develop a Blue Ocean‐Business Model Business/Industry: Publishing/Business Education (Consulting)
Focus of Customer Experience: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
A) CUSTOMER DELIGHT AND NEEDS
BOBM2.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
RADIAL STRATEGY CANVAS (CUSTOMER EXPERIENCE CURVE) FOR “BLUE OCEAN STRATEGY” BOOK vs. BLUE OCEAN‐BUSINESS MODEL
Price
10
8
6
Accessibility Simplicity
4
2
0
Visuals Speed
Versatility
"Blue Ocean Strategy" book Blue Ocean‐Business Model
BOBM3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Blue Ocean Actions
A1) SATISFIERS (+) A2) DELIGHTERS (+)
Core strengths/features/requirements Breakthrough opportunities/features
BLUE OCEAN ACTIONS:
Template for Organizing Responses to
Questions for Creating
Uncontested Customer Experiences
PRODUCT/SERVICE/FACILITY:
BLUE OCEAN‐BUSINESS MODEL
B1) DISSATISFIERS (‐) B2) WASTERS (‐)
Basic weaknesses/features/needs ‘Threats’ or overshot or wasteful features
Action: Reduce Action: Eliminate
* Complexity/Information Overload * Price
* Time for Reading
BOBM4. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Blue Ocean Dashboard for Blue Ocean‐Business Model Project Date: March 16, 2009
Name of Product/Service/Facility: Blue Ocean‐Business Model Functionality: To visually develop Blue Ocean‐Business Models
Customer Value Proposition: “Blue Ocean‐Business Models in No Time” Business/Industry: Publishing/Business Education (Consulting)
Goal/Objective: To create an uncontested customer experience, acquire massive amount of customers, and make the competition irrelevant
W T
Impact (SOWT) Analysis Dashboard for Blue Ocean‐Business Model Project Date: March 16, 2009
Name of Product/Service/Facility: Blue Ocean‐Business Model Functionality: To visually develop Blue Ocean‐Business Models
Customer Value Proposition: “Blue Ocean‐Business Models in No Time” Business/Industry: Publishing/Business Education (Consulting)
Goal/Objective: To create an uncontested customer experience, acquire massive amount of customers, and make the competition irrelevant
BUSINESS MANAGEMENT “BLUE OCEAN‐BUSINESS
Environment
(Supersystem)
CONCEPTS, THEORIES, AND
TOOLS
MODELS”
?
“BLUE OCEAN STRATEGY” “BLUE OCEAN‐BUSINESS
“BUILT TO LAST” MODELS”
SPACE System “IN SEARCH OF EXCELLENCE”
(Product)
Highly successful habits or factors Concepts, tools, and strategic Visual concepts and tools for
of companies that display extra‐ moves for explaining extra‐ mapping, designing, executing,
Elements ordinary growth, profitability, and ordinary business success as well and monitoring the performance
longevity as executing a Blue Ocean of Blue Ocean Strategy as well as
Strategy Blue Ocean‐Business Models
BOBM8.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM5.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM8.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Portfolio of Tools for Developing Blue Ocean‐Business Models
1) Blue Ocean Map & 2) Blue Ocean Voice & 3) Radial Strategy Canvas (Customer
Experience Curve)
3 Questions for Your Blue Ocean‐ Benchmarking of Voice
Business Model
Blue Ocean Map (“One‐Page Blue Ocean Strategy” for Simply Mapping, Designing, Executing, and Monitoring a Blue Ocean Strategy)
IDEAL BLUE OCEAN (FINAL RESULT) Fractal Market Segmentation of ……………………………………………………………………….
∞
Revenue
BLUE OCEAN
Highly differentiated and
premium-priced/free business model
Blue Ocean Strategy
(+): DELIGHT
RED OCEAN
Lowly differentiated and
Red Ocean Strategy low-cost business model
BOBM1.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
3 QUESTIONS FOR YOUR BLUE OCEAN‐BUSINESS MODEL
1. WHERE ARE YOU AT THE MOMENT (IN THE INDUSTRY)?
‐ Current Revenue: ……………………….………………….
‐ Current No. of Direct Competitors: ………………………………………….
2. WHERE WOULD YOU LIKE TO BE (IN 1/2/3 YEARS)?
‐ Future (Desired) Revenue: …………………….…………………….
‐ Future No. of Direct Competitors: ………………………………………….
‐ Uncontested Customer Experience: ……………………….………………………………….
3. HOW WILL YOU GET TO THE BLUE OCEAN?
‐ Design, Test, and Validate Blue Ocean Strategy
‐ Design, Test, and Validate Blue Ocean‐Business Model
‐ Implement and Monitor Blue Ocean Strategy as well as Blue Ocean‐Business
Model
‐ Adapt Blue Ocean Strategy and Blue Ocean‐Business Model, as Necessary
BOBM1.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BLUE OCEAN VOICE
Name of Product/Service/Facility: ……………………………………………………………… Functionality: ……………….………………….…………….…..……………………
Customer’s Intent: ……………..……………………………………….…………………..……...… Business/Industry: ………………..........…………………..…….……………..
Focus of Customer Experience: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
A1) What do you like regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
A2) What would you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
B) QUESTIONS FOR DETERMINING CUSTOMER PAIN AND DISSATISFACTION
BOBM2.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
B1) What DON’T you like regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
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………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
B2) What DON’T you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
BOBM2.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BENCHMARKING OF VOICE (VOICE OF INDEPENDENT CUSTOMER EXPERIENCE) No……… Date: …….…………….…………..
Name of Product/Service/Facility: ……………………………………………………………… Functionality: ……………….………………….…………….…..……………………
Customer’s Intent: ……………..……………………………………….…………………..……...… Business/Industry: …………………………………..…….……………….……..
Focus of Customer Experience: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
A) CUSTOMER DELIGHT AND NEEDS
BOBM2.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
RADIAL STRATEGY CANVAS (CUSTOMER EXPERIENCE CURVE) FOR …………………………………………….………………………………………………………
Pain 1
10
8
6
Delight 5 Delight 1
4
2
0
Delight 4 Delight 2
Delight 3
Worst Product Ideal Product
BOBM3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Blue Ocean Actions
A1) SATISFIERS (+) A2) DELIGHTERS (+)
Core strengths/features/requirements Breakthrough opportunities/features
Action: Raise Action: Create
BLUE OCEAN ACTIONS:
Template for Organizing Responses to
Questions for Creating
Uncontested Customer Experiences
PRODUCT/SERVICE/FACILITY:
B1) DISSATISFIERS (‐) B2) WASTERS (‐)
Basic weaknesses/features/needs ‘Threats’ or overshot or wasteful features
Action: Reduce Action: Eliminate
BOBM4. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Blue Ocean Dashboard for …………………………………………………………………………………………. Date: ……………………………….
Name of Product/Service/Facility: ……………………………..…………………….. Functionality: …………………………………………………………………….…
Customer Value Proposition: ……………………………………………………………………. Business/Industry: ………………..........…………………..….……………..
Goal/Objective: …………………………………………………………………………………………………………………………………………………………………………………………….
W T
Impact (SOWT) Analysis Dashboard for ………………………………………………………………………………. Date: ……………………………….
Name of Product/Service/Facility: ……………………………..…………………….. Functionality: …………………………………………………………………….…
Customer Value Proposition: ……………………………………………………………………. Business/Industry: ………………..........…………………..….……………..
Goal/Objective: ……………………………………………………………………………………………………………………………………………………….…………………..……………….
INVESTOR PERSPECTIVE EMPLOYEE PERSPECTIVE
• How will the business make more • What attributes, skills, resources, and
money (extraordinary profit)? outputs should employees have in
order to sustain a workflow and
culture that deliver extraordinary
value to customers and investors?
4 PERSPECTIVES AND
QUESTIONS FOR BALANCING
A BLUE OCEAN DASHBOARD
CUSTOMER PERSPECTIVE PROCESS PERSPECTIVE
• How will customers experience the • What processes and strategies will
greatest delight and least pain? generate extraordinary profit as well
as deliver its value proposition to
customers/consumers?
BOBM5.32. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM6.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM8.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM5.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM5.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Zoomable Blue Ocean Dashboard
S: SUPPLIERS/MATERIALS E: EMPLOYEES/KNOWLEDGE ASSETS/ M: MACHINERY/EQUIPMENT/
CULTURE FACILITY
BOBM8.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM6.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM5.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
BOBM5.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Business Model Cost‐streams and Workflow
Template for Business Model Cost‐streams and Workflow
S: SUPPLIERS/MATERIALS E: EMPLOYEES/KNOWLEDGE ASSETS/ M: MACHINERY/EQUIPMENT/
CULTURE FACILITY
BOBM6.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Business Model Revenue‐streams
Template for Business Model Revenue‐streams
S: SUPPLIERS/MATERIALS E: EMPLOYEES/KNOWLEDGE ASSETS/ M: MACHINERY/EQUIPMENT/
CULTURE FACILITY
BOBM6.3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
TOMCAT (Trade‐Off Matrix of Customer Aspirations And Troubles): How to Quickly Organize and Document Blue Ocean‐Business Models as
well as Determine (Non‐)Customer Trade‐offs, Value Propositions, Business Opportunities, Strategies, and Design/Brainstorming Objectives
Customer’s Intent/Job: ……………..……………………………………….…………………..……...… (Non‐)Customers/Industry: ……………….…………………….……..
Focus of (Non‐)Customer: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
Breakthrough Question: HOW TO MAKE (THE PRODUCT/ENTERPRISE/INDUSTRY OF) ……………..……………......……….…….....……… IRRELEVANT?
(Non‐)Customer Needs (‐) 1 2 3 4 5 6 7 8 9 10
Reduce/Eliminate Cost Mainten‐ Time Defects/ Weight/ Effort/ Staff Complexity/ Rigidity/ Pain/
(Relative to Industry Standard) ance/ (Delivery/ Complaints/ Size/ Friction/ Depend‐ Information Inaccess‐ Barriers/
(+) Raise/Create Upgrade Aging) Waste Tool Energy ency Overload ibility Pollution
1 Value/Functionality
2 Quality/Automation
3 Performance/Productivity
4 Differentiation/Novelty/
Uniqueness/Form/Fractality
5 Speed/Agility
6 Aesthetics/Visual Appeal/Color
7 Ease of Use/Simplicity
8 Convenience of Use
9 Customer Service/Support
10 Fun/Entertainment/Adventure
11 Star Performers/Celebrities
12 Prestige/Legacy/Amenities
13 Wide Choice/Versatility
14 Hygiene/Cleanliness
15 Integration/Connectivity
16 Power/Strength/Wisdom
17 Accuracy/Reliability
18 Security/Safety/Health
19 Collaboration/Communication
20 Customization/Personalization
BOBM7. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for a Classic Zoomable Page
BOBM8.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Illustrating Evolution of a System
Environment
(Supersystem)
PRESENT SYSTEM:
SPACE System
Elements
BOBM8.2. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
REFERENCES
1. Kaplan, R.S.; Norton, D.P. (1996) The Balanced Scorecard. Boston:
Harvard Business School (HBS) Press.
2. Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston:
Harvard Business School (HBS) Press.
3. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston:
Harvard Business School (HBS) Press.
4. King, R. (2009) The Infinitely Zoomable Page: The Ideal Tool for
Business Model Thinking, Design, and Innovation. Fresno: Ideal‐
Solution Management.
Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation
rodkuhnking@sbcglobal.net & http://businessmodels.ning.com