Blue Ocean Strategy

Symbol ćwiczenia dla slajdów z zadaniem

Symbol ćwiczenia dla slajdów z zadaniem

https://www.blueoceanstrategy.com/resources/bos-videos/

Ford’s success was underpinned by a profitable business model Ford’s success was underpinned by a profitable business model. By keeping the cars highly standardized and offering limited options and interchangeable parts, Ford’s revolutionary assembly line replaced skilled craftsmen with ordinary unskilled laborers who worked one small task faster and more efficiently, cutting the labor hours by 60 percent. With lower costs, Ford was able to charge a price that was accessible to the mass market. Sales of the Model T exploded. Ford’s market share surged from 9 percent in 1908 to 61 percent in 1921 Symbol ćwiczenia dla slajdów z zadaniem

https://www.blueoceanstrategy.com/resources/bos-videos/

Red vs. Blue Ocean Strategy Symbol ćwiczenia dla slajdów z zadaniem

https://www.blueoceanstrategy.com/resources/bos-videos/

Symbol ćwiczenia dla slajdów z zadaniem

Buyer Utility Map The Buyer Utility Map, developed by W. Chan Kim and Renée Mauborgne, helps to get managers thinking from a demand-side perspective. It outlines all the levers companies can pull to deliver exceptional utility to buyers as well as the various experiences buyers can have with a product or service. This mindset helps managers identify the full range of utility spaces that a product or service can potentially fill. It has two dimensions: The Buyer Experience Cycle (BEC) and the Utility levers.

What are competing factors for your industry? The strategy canvas serves two purposes: To capture the current state of play in the known market space, which allows users to clearly see the factors that the industry competes on and where the competition currently invests To propel users to action by reorienting their focus from competitors to alternatives and from customers to noncustomers of the industry The horizontal axis on the strategy canvas captures the range of factors that an industry competes on and invests in, while the vertical axis captures the offering level that buyers receive across all of these key competing factors. The value curve or strategic profile is the basic component of the strategy canvas. It is a graphic depiction of a company’s relative performance across its industry’s factors of competition. A strong value curve has focus, divergence as well as a compelling tagline.

https://www.youtube.com/watch?v=0va5xmRKGxI

Which factor should be raised well above the industry’s standard? Eliminate Raise Which factors that the industry has long competed on should be eliminated? Which factor should be raised well above the industry’s standard? Reduce Create Which factors should be reduced well below the industry’s standard? Which factors should be created that the industry has never offered? Blue Ocean Strategy Matrix – think of you, your deparment or your company in terms of above matrix and answer the questions

https://www. youtube. com/watch https://www.youtube.com/watch?v=MJdgouUSfcY&list=PL6xJIk7SXpnF HzsG5frAj88p0zo_tjGbT&index=5

How to Begin? – Map Understand where you are – Canva Imagine where you are heading – NONCLIENTS Find a way – 6 ways Make a move - ERRC

Blue Ocean Strategy 1.Who sits on the edge of your industry and uses its offering reluctantly and/or minimally? 2. Who considers your industry and then consciously dismisses it, satisfying their needs through another industry’s offering or not at all? 3. Who could strongly benefit from the utility your industry offers but doesn’t even consider it, because the way it is currently being delivered makes the industry seem irrelevant to them or out of their financial reach? To maximize the size of their blue oceans, companies need to take a reverse course. Instead of concentrating on customers, they need to look to noncustomers. And instead of focusing on customer differences, they need to build on powerful commonalities in what buyers value. This reorientation allows companies to reach beyond existing demand to unlock a new mass of customers that did not exist before.

In BLUE OCEAN SHIFT you’ll learn: WHY focusing on competing misses huge growth opportunities and HOW to expand your thinking on strategy beyond competing WHY thinking creative destruction and disruption as sources of innovation is limiting and HOW you can grow through nondisruptive creation HOW anyone in any organization can move from red to blue oceans with BLUE OCEAN SHIFT’s systematic five-step process—not just entrepreneurs WHY people’s confidence is essential to create and execute your growth strategy and HOW to build it WHY you should not build your growth strategy based on existing environmental and industry conditions and HOW you can shape them in your favor for growth

https://www.youtube.com/watch?v=clp-IMpuwaQ

Not finance. Not strategy. Not technology Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive adventage, both because it is so powerful and so rare Patrick Lencioni

Kamila Pępiak Kowalska Thank you Kamila Pępiak Kowalska