strategies as customer-oriented approaches 1. Strong belief amongst managers that customer is king. Hence focus on existing customers. 2. Focus primarily on solving existing customers problems. Unlikely to create new market. 3. To create new markets, companies must find out why noncustomers do not use the product. 4. By offering better solutions to existing customers, company stays moored in red ocean. E.g.: Sony vs. Amazon
Trap 2: Treating market-creating
strategies as niche strategies 1. Finding niche in existing market space is not equivalent to new market space. 2. Successful market creating strategies de-segment markets and find commonalities among different buyer groups. 3. Use commonalities to create broader demand. E.g.:
Song Airlines vs. Pret A Manger
Trap 3: Confusing technology innovation
with market creating strategies 1. Managers believe that R&D and technology innovation will lead to discovery of new markets. 2. Technology innovation not necessarily a cause of new markets. New markets may arise due to simplicity of use, productivity and fun as well. 3. Value innovation leads to launch of commercially compelling new markets. 4. Companies push for product innovation which often lacks need. E.g.: Segway
Trap 4: Equating creative destruction with
market creation 1. Creative destruction occurs when an new technology replaces an old one. 2. Market creation involves creating new demand without displacing earlier products. They offer solutions where none previously existed. 3. People in established companies dislike creative destruction as it may disturb status quo. Hence they create barriers to companys market creating efforts. E.g.: Nintendo Wii
Trap 5: Equating market creating
strategies with differentiation 1. Companies position themselves on productivity frontier. This leads to a trade-off between value and cost. 2. Managers believe creating new markets involves high costs as well as high value. 3. Market creation involves finding low cost and differentiation. 4. Companies must focus on both reducing cost and innovating. If they do one they become premium competitors in existing industry. E.g.: Yellow Tail Wine vs. BMW
Trap 6: Equating market-creating
strategies with low cost strategies 1. Managers assume a new market can be created by only reducing cost. Focus on reducing and eliminating rather than innovating to increase value. 2. Pricing should not aim at competing within industry. It should focus on pricing against substitutes and alternatives that noncustomers use. 3. Strategies need to be both differentiated and low cost. E.g.: Ouya video-game console, Southwest Airlines, Swatch