blue-ocean-strategy

Blue Ocean Strategy: Value Innovation To Create An Uncontested Market

A blue ocean is a strategy where the boundaries of existing markets are redefined, and new uncontested markets are created.

At its core, there is value innovation, for which uncontested markets are created, where competition is made irrelevant. And the cost-value trade-off is broken. Thus, companies following a blue ocean strategy offer much more value at a lower cost for the end customers.

How does a red ocean look like?

The blue ocean strategy is the fruit of the homonym book, and research conducted b W. Chan Kim and Renee Mauborgne. 

To understand and appreciate what makes a blue ocean strategy so powerful, it makes sense to look at a place called the red ocean.

A red ocean is a place where competition is the norm. Players in a red ocean are all fighting for the same contested space.

This is usually an accepted market, with well-defined boundaries and where players either provide a service at a lower cost. Or they differentiate it through higher quality by making that service less accessible.

It is a place where rules are well defined as well, and everyone plays according to them. Innovation is marginal, and even if that happens, it is not a breakthrough.

By nature, a red ocean, as it is a very crowded space, it is also a place where profit margins are narrow, and products and services are commoditized. And where differentiation mostly happens on pricing.

The anatomy of a blue ocean

A blue ocean is any industry that is not yet defined, where boundaries are still to be built and where competition doesn’t exist. There is a new demand ready to be molded and captured. And the rules of the game are still to be written.

The new market forming within a blue ocean has exponential growth potential, and it is ready to grab to those players able to see it. Those creating this new market will be able to tap into a new demand, which will have them enjoy higher margins and lower competition.

The first able to create and also capture that demand will also be the one able to create a lasting advantage.

To understand the blue ocean strategy, it is essential to retrace how such strategy reinterpreted the process of value innovation in business.

The former value-cost trade-off

In the old days, companies would usually compete by either creating higher value for customers, thus charging more. Or by creating a more standardized value proposition, leveraging on operational efficiency, and offering decent value for a lower cost.

That was the old days. Digital businesses today can break this trade-off and innovate by offering more value at a more reasonable price. That is the whole point of companies like Amazon.

The new era of more value at lower costs

If you look at the core principles of Amazon business model design, you’ll notice that its flywheel starts from customer experience, which can be summarized as more selection of items, coupled with a fast delivery service, and the ability to find almost anything.

In short, Amazon wasn’t just offering much better customer experience. It was offering a better customer experience at a lower price. The same applies to platforms like Airbnb or Booking and the whole logic of their value proposition design.

More value at a lower cost is the key to understand how to build a successful digital business model.

Value innovation in a blue ocean strategy

Therefore, value innovation looks slightly different in a blue ocean model. More precisely, it looks at five core concepts:

  • create an uncontested market: the whole point of a blue ocean strategy is to look beyond the conventional boundaries of existing markets to create an uncontested market.
  • Competition is made irrelevant: a blue ocean also makes competition irrelevant. Not because you compete and win. But as you’re creating a new market, you’re are creating the rules of the game. This also implies another key aspect.
  • Create and capture new demand: a blue ocean strategy is not just about creating new demand. We know now that the so-called first-mover advantage is just an illusion. And the key to success here is actually to capture that same demand. In short, roll out a business model with a strong distribution strategy to take hold of that new market. Otherwise, the risk is that a first-mover is creating a market to see latecomers take it over.
  • Break the cost-value trade-off: the central concept of the blue ocean strategy is to break the cost-value trade-off. Thus, you not only can offer more value. But as you leverage on a more efficient cost structure, you can pass lower prices to your end customers. You are thus making your value proposition as more value at a lower cost.
  • Align the organization around the more value at lower cost principle: as blue ocean players are aware of the possibility of breaking the cost-value trade-off. They need to make this principle a built-in feature of the overall organization. So that all can be aligned around these principles.

Key takeaway

A blue ocean strategy enables the creation of new markets, buy moving beyond the boundaries of existing red ocean markets to create uncontested markets. A key concept of this blue ocean strategy is value innovation.

In this context, value innovation is built around the break down of the cost-value trade-off. Thus a successful business model needs to be offering more value at a lower cost.

That’s the key to a blue ocean strategy.

The Four Actions Framework: A Blue Ocean Strategy companion framework

four-actions-framework
The four action framework points out four key actions to take into account to refine existing products. Those are: raise, reduce, eliminate, and create. To plot the available consumer products in a marketplace against the company’s ability to provide value and thus be competitive over time.

Read: The Four Actions Framework

An alternative to the Blue Ocean Strategy view 

blue-sea-strategy

In a saturated web, where most verticals have become highly competitive and commoditized, a Blue Ocean Strategy has become much more complex to execute. Also, while it might be possible for companies or individuals with massive resources to create and define new markets. 

For those companies that have to bootstrap their way through, I argue that a different approach might work out. This approach I called Blue Sea where rather than looking for a new ocean, we can find a small space within the Sea, which is so small, that is unreachable by the existing waves, and not much interesting to sharks. 

That is going to be the place to kick off the business, and the entrepreneurial lab to validate your business idea and make your business gain traction and gather the needed resources to evaluate options to scale later on. This is at the core of the Blue Sea Strategy. 

And it alls starts by searching for your Minimum Viable Audience

minimum-viable-audience
The minimum viable audience (MVA) represents the smallest possible audience that can sustain your business as you get it started from a microniche (the smallest subset of a market). The main aspect of the MVA is to zoom into existing markets to find those people which needs are unmet by existing players.

Future trends in value chain innovation

business-platform-theory

A value chain innovation doesn’t just happen anymore for increased convenience and reduced price, it also comes with the build-up of ecosystems that help this value to be delivered in the first place.

The key to understanding where this value will be provided is about understanding the platform where consumption will happen.

To gain a bit of context, new uncontested markets – eventually turned mature –  have born and evolved thanks to the creation of what we can call business platforms.

Business platforms are the combination of the physical, software platforms where consumption happens. But also the place where an entrepreneurial ecosystem forms.

The classic example is that of Apple’s ability to build successful products, that only in part is the cause of its success.

Those products, indeed, come coupled with a platform business model, that incentivized third-party developers to build their applications, that can be plugged into Apple’s devices, thus enhancing their capabilities.

This is the core of sustained success. And the company who manages to build the next business platforms, or surf them, might, for a while taking advantage of those uncontested markets.

Yet as they mature, they will need to be on the lookout for the next platform that will take over.

Connected business frameworks

BCG Matrix

bcg-matrix
In the 1970s, Bruce D. Henderson, founder of the Boston Consulting Group, came up with The Product Portfolio (aka BCG Matrix, or Growth-share Matrix), which would look at a successful business product portfolio based on potential growth and market shares. It divided products into four main categories: cash cows, pets (dogs), question marks, and stars.

Benchmarking

benchmarking
Benchmarking is a tool that businesses use to compare the performance of their processes and products against businesses considered to be the best in their industries. Benchmarking allows a business to refine their practices and thus increase its overall performance. Generally, benchmarking can be broken down in the process, performance, and strategic benchmarking.

SWOT Analysis

swot-analysis
A SWOT Analysis is a framework used for evaluating the business’s Strengths, Weaknesses, Opportunities, and Threats. It can aid in identifying the problematic areas of your business so that you can maximize your opportunities. It will also alert you to the challenges your organization might face in the future.

PESTEL Analysis

pestel-analysis
The PESTEL analysis is a framework that can help marketers assess whether macro-economic factors are affecting an organization. This is a critical step that helps organizations identify potential threats and weaknesses that can be used in other frameworks such as SWOT or to gain a broader and better understanding of the overall marketing environment.

Porter’s Five Forces

porter-five-forces
Porter’s Five Forces is a model that helps organizations to gain a better understanding of their industries and competition. Published for the first time by Professor Michael Porter in his book “Competitive Strategy” in the 1980s. The model breaks down industries and markets by analyzing them through five forces

Scenario Analysis

scenario-planning
Businesses use scenario planning to make assumptions on future events and how their respective business environments may change in response to those future events. Therefore, scenario planning identifies specific uncertainties – or different realities and how they might affect future business operations. Scenario planning attempts at better strategic decision making by avoiding two pitfalls: underprediction, and overprediction.

VRIO Framework

vrio-framework
The VRIO framework is a tool that businesses can use to identify and then protect the factors that give them a long-term competitive advantage. The VRIO framework will help assess reality based on four key elements that make up its name (VRIO): value, rarity, imitability, and organization. VRIO is a holistic framework to assess the business.

Additional business frameworks

Below a set of other business frameworks, you can use to improve your business acumen.

Ansoff Matrix for a context-based expansion strategy

ansoff-matrix
You can use the Ansoff Matrix as a strategic framework to understand what growth strategy is more suited based on the market context. Developed by mathematician and business manager Igor Ansoff, it assumes a growth strategy can be derived by whether the market is new or existing, and the product is new or existing.

Expand, extend or stretch your business model with the FourWeekMBA Growth Matrix

growth-strategies
In the FourWeekMBA growth matrix, you can apply growth for existing customers by tackling the same problems (gain mode). Or by tackling existing problems, for new customers (expand mode). Or by tackling new problems for existing customers (extend mode). Or perhaps by tackling the whole new problems for new customers (reinvent mode).

Allocate and prioritize on business experiments with the FourWeekMBA Speed-Reversibility Matrix

decision-making-matrix

Prioritize your digital marketing activities with the FourWeekMBA Digital Strategy Mix Matrix

distribution-strategy
Distribution is one of the key elements to build a viable business model. Indeed, Distribution enables a product to be available to a potential customer base; it can be direct or indirect, and it can leverage on several channels for growth. Finding the right distribution mix also means balancing between owned and non-owned channels.

Business resources:

Published by

Gennaro Cuofano

Gennaro is the creator of FourWeekMBA which target is to reach over two million business students, executives, and aspiring entrepreneurs in 2020 alone | He is also Head of Business Development for a high-tech startup, which he helped grow at double-digit rate | Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy | Visit The FourWeekMBA BizSchool | Or Get in touch with Gennaro here

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