Assess the Blue Ocean Strategy A Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Understand and discuss the key components of the Blue Ocean Strategy
- Understand the concept of Blue Ocean Strategy, what it is, how it works, and its importance in the success of an organization
- Apply Blue Ocean Strategy to a real company
1.0 INTRODUCTION
The Blue Ocean strategy is a business concept that recommends generating new markets and value propositions as an alternative to competing in the existing ones. The notion is to make the competition irrelevant by offering a good or service that customers want and need, but cannot find elsewhere. An example of companies that have utilized this strategy include; Netflix, Starbucks, and Cirque du Soleil. The term "Blue Ocean" denotes the vast and uncontested space of potential customers that are not served by any existing product or service.
This strategy was promoted by W. Chan Kim and Renée Mauborgne in their 2005 book "Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant". The book noted that most businesses function or operate in "red oceans", which means that they compete aggressively for a limited share of existing demand, resulting in lower profits and growth. The authors suggest that instead of following the conservative way of competing in existing markets, businesses should pursue "blue oceans" of unexploited demand, where they can create and capture new value for customers and themselves.
The Blue Ocean strategy is based on a number of principles such as;
Value innovation: This involves creating a leap in value for both customers and the company. Value innovation means offering a product or service that satisfies the customer's needs and wants, while also reducing or eliminating factors that are less important or irrelevant. This way, the company can create a unique value proposition that differentiates it from the competition and appeals to a large and diverse customer base.
Fair process: This is the principle of engaging and empowering people at all levels of the organization to participate in the formulation and implementation of the Blue Ocean strategy. Fair process means involving people in decision-making, explaining the rationale behind the decisions, and setting clear expectations and feedback mechanisms. By doing so, the company can foster trust, commitment, and voluntary cooperation among its employees, partners, and stakeholders.
The Blue Ocean strategy is a powerful and innovative way of thinking about business strategy that can help companies create sustainable competitive advantage and growth. However, it is not without its challenges and limitations. Some of the potential drawbacks of the Blue Ocean strategy are:
It requires a high level of creativity and risk-taking, which may not suit every company's culture or capabilities.
It may face resistance from internal and external stakeholders, who may be reluctant to change or adopt new ideas.
It may encounter legal or regulatory barriers, especially in highly regulated industries or markets.
It may not be easy to sustain or defend, as competitors may imitate or counterattack the blue ocean offering.
Therefore, companies that want to pursue the Blue Ocean strategy should carefully assess their own strengths and weaknesses, as well as their industry and market conditions, before embarking on this journey. They should also monitor their performance and feedback regularly, and be ready to adapt or revise their strategy as needed.