1. Jacob Armitage Trevor Jones Austin Tucker

2. Introduction Research reveals that most typical strategic plans do not help create blue oceans but rather identify ways to out compete competitors (Red Ocean) through things like cost control and other individual tactics. Focusing on the Big Picture, uses a strategic plan that identifies value and differentiation from the competition (Blue Ocean). The medium for creating an effective strategic plan will be best represented with a strategy canvas. A company’s strategic profile must remain focused on the three blue ocean topic: Focus, Divergence, and a Compelling Tagline

3. Four Steps of Visualizing Strategy Visual Awakening Compare business by drawing a strategy canvas Visual Exploration Six paths to Blue Oceans Alternative product analysis Eliminate, create, or change factors Visual Strategy Fair Creation of “To be” strategy canvas Feedback from alternative strategy canvases Visual Communication Compare before and after strategic profiles Support moves that provide closure to new strategy

4. Drawing Your Strategy Canvas

5. Visual Awakening Strong Leaders and serious crisis? Top executives do not feel a need for change Lack of understanding of the company’s current position The Rude awakening Creating a value curve often serves as a wake up call for executives Helps recognize a need for change GoPro application of Visual Awakening GoPro had to compare its future business with the likes of its competitors such as Kodiak pictures as well as other manufactures such as Canon. Rather than see what to change, GoPro had to find strategies that could not be utilized from its competition. (mounting, ease of use, etc.)

6. Visual Exploration Send management out into the field. Seeing your company for yourself. Do not outsource and rely on reports. Bloomberg. Usability of it’s product, made a good product better by speaking to it’s customers. GoPro GoPro has assimilated this into their company philosophy since most of the company actually use GoPro.

7. Visual Strategy Fair Inviting Senior management to see the new value curves. Companies bring in independent parties to be judges and gives the judges 5 votes to use on all the presented value curves. Groupthink mentality. Eliminate-Reduce-Raise-Create chart created.

8. Visual Communication Share the change within the organization. Focus on what the goals should be Eliminate-Reduce-Raise-Create chart explained. This phase gets the entire company on the same page, and unifies the efforts to follow a singular value curve.

9. Visualizing Strategy at the Corporate Level

10. Using the Strategy Canvas Samsung Created their own Value Innovation Program (VIP) This led to successful strategic projects and helped create the most popular LCD TVs and Phones in 2002 Now Samsung holds an annual Value Innovation corporate conference Pushes them from a red ocean to a blue ocean, instilling a corporate culture and strategic norms that drive its corporate business portfolio from red to blue oceans GoPro GoPro is in a blue ocean but constantly looks to develop new and exciting ways for their product to be used. This comes from the creation of new mounts and the improvement of it’s cameras.

11. Using the Pioneer-Migrator-Settler Map Pioneers Live in the Blue Ocean and have unique value curves. They usually are the most profitable and have the biggest following. Settlers Live in the Red Ocean, their value curve conforms to that of all the others in it’s industry. Generally do not have focus on growth. Migrators Live somewhere in between oceans, they offer improved value not innovation value. GoPro (PMS) Map Our map consists mostly of Migrators, with GoPro being the only Pioneer, the competition is limited as other corporations R&D try to catch up with that of GoPro’s. Cash Flows Settlers typically have the best cash flows, but the least room for growth. While pioneers have the lowest cash flows and large growth.

12. Overcoming the Limitations of Strategic Planning Drawing a strategy canvas and creating a PMS map is only the start of the strategic planning process. It creates a “big picture” mentality. From there companies can get into more detail how to create this change with documents and numbers, but evaluating the industry as a whole and how their company.

13. Conclusion Drawing your Strategy Canvas Visual Awakening Visual Exploration Visual Strategy Fair Visual Communication Visualizing Strategy at the Corporate Level. Using the Strategy Canvas Using the Pioneer-Migrator-Settler Map Overcoming the Limitations of Strategic Planning