Blue Ocean StrategyBlue Ocean Strategy

Blue Ocean StrategyBlue Ocean Strategy

Creating own market spaceCreating own market space

Uncontested Uncontested

and and

away from competitionaway from competition

RED OCEAN RED OCEAN CONSISTS OF CONSISTS OF SHRINKING DEMAND AND SHRINKING DEMAND AND RISING SUPPLIESRISING SUPPLIES• >Competition Leading To Draining Of Blood Of >Competition Leading To Draining Of Blood Of

RivalsRivals• >For Better Market Share Within Given >For Better Market Share Within Given

Confines.Confines.• > Retaining Identity : Similar Brands.> Retaining Identity : Similar Brands.• >Offering Advantages At The Cost Of Profits>Offering Advantages At The Cost Of Profits• > Bleeding Assets Through Over engineering.> Bleeding Assets Through Over engineering.• > Over advertising.> Over advertising.• > Raising Expectations> Raising Expectations• > Eventually Turning The Field Into “ Red > Eventually Turning The Field Into “ Red

Ocean”.Ocean”.

BLUE OCEAN MEANSBLUE OCEAN MEANSCREATING CREATING

• > NEW MARKET SPACE.> NEW MARKET SPACE.• > NEW OPPERTUNITIES.> NEW OPPERTUNITIES.• >UNTAPPED POTENTIALS.>UNTAPPED POTENTIALS.• >NEW PROFIT AND GROWTH >NEW PROFIT AND GROWTH

OPPERTUNITIES.OPPERTUNITIES.• > RISING OUT OF THE “ RED OCEAN” > RISING OUT OF THE “ RED OCEAN”

THROUGHTHROUGH• > STRATEGIC MOVES.> STRATEGIC MOVES.• > TIMELY MANAGERIAL AND BUSINESS > TIMELY MANAGERIAL AND BUSINESS

DECISIONS.DECISIONS.

DYNAMIC NATURE OF WORLD DYNAMIC NATURE OF WORLD ECONOMY.ECONOMY.• > CONTINUOUS EVOLVEMENT OF NEW SYSTEMS > CONTINUOUS EVOLVEMENT OF NEW SYSTEMS

AND OPERATIONS. AND OPERATIONS. • > IMPROVEMENT OF EXISTING OPERATIONS.> IMPROVEMENT OF EXISTING OPERATIONS.• > MARKET EXPANSIONS.> MARKET EXPANSIONS.• > NEW AND UNHEARD OF INDUSTRIES AND > NEW AND UNHEARD OF INDUSTRIES AND

SERVICES BEING ADDED.SERVICES BEING ADDED.• > US CENSUS 1940 HAD 10 STANDARD > US CENSUS 1940 HAD 10 STANDARD

INDUSTRIAL CLASSIFICATION.INDUSTRIAL CLASSIFICATION.• > 1997 EXPANDED TO 20 SECTORS IN ADDITION > 1997 EXPANDED TO 20 SECTORS IN ADDITION

TO SEVEN BUSINESS SERVICE SECTORS VIZ; TO SEVEN BUSINESS SERVICE SECTORS VIZ; INFORMATION, HEALTH CARE, SOCIAL INFORMATION, HEALTH CARE, SOCIAL ASSISTANCE ETC. ETC. ASSISTANCE ETC. ETC.

BLUE OCEAN STRATEGY BLUE OCEAN STRATEGY BEGINS WITH:BEGINS WITH:

• > VALUE INNOVATION.> VALUE INNOVATION.• > VALUE INNOVATION DOES NOT MEAN “ > VALUE INNOVATION DOES NOT MEAN “

BENCH MARKING”.BENCH MARKING”.• > DOES NOT MEAN BEATING THE > DOES NOT MEAN BEATING THE

COMPETITION.COMPETITION.• VALUE INNOVATION MEANSVALUE INNOVATION MEANS• > CREATING A LEAP IN VALUE FOR BUYER > CREATING A LEAP IN VALUE FOR BUYER

AND COMPANY BY ALIGNING INNOVATION AND COMPANY BY ALIGNING INNOVATION WITH UTILITY PRICE AND COST.WITH UTILITY PRICE AND COST.

Blue ocean strategyBlue ocean strategy

Value innovationValue innovation

Costs

Value innovation

Buyer value

Value cost trade-off

COST STRUCTURE OF THE COMPANY GOES DOWN. VALUE PROPOSITION TO CUSTOMER GOES UP. STRATEGISING COMPANY THINKING AND WORKING TO CREATE WIN WIN SITUATION FOR BOTH.

RED OCEAN VS BLUE RED OCEAN VS BLUE OCEAN OCEAN • RED OCEAN COMPETES IN RED OCEAN COMPETES IN

GIVEN CONFINES.GIVEN CONFINES.

• BEAT THE COMPETITION. BEAT THE COMPETITION.

• EXPLOIT THE EXISTING EXPLOIT THE EXISTING DEMAND.DEMAND.

• MAKE THE VALUE COST MAKE THE VALUE COST TRADE OFF.TRADE OFF.

• ALIGN SYSTEM WITH CHOICE ALIGN SYSTEM WITH CHOICE OF DIFFERENTIATION OR LOW OF DIFFERENTIATION OR LOW COST. COST.

•BLUE OCEAN CREATES •UNCONTESTED MARKET SPACE•.MAKES THE COMPETETION IRRELEVANT.•CREATE AND CAPTURE NEW DEMAND.•BREAK THE VALUE COST TRADE OFF.•ALIGN SYSTEM TO PERSUE DIFFERENTIAL AND LOW COST.

SIX PRINCIPLES OF BLUE SIX PRINCIPLES OF BLUE OCEAN STRATEGYOCEAN STRATEGY• Formulation principles & Risk factors Formulation principles & Risk factors • reconstruct market boundaries involves search risk.reconstruct market boundaries involves search risk.• Focusing on big picture involves planning risk.Focusing on big picture involves planning risk.• Reaching beyond existing demand involves scale Reaching beyond existing demand involves scale

risk.risk.• Getting the strategic sequence right involves Getting the strategic sequence right involves

business model risk.business model risk.• Execution principles & Risk factorsExecution principles & Risk factors• Overcoming key organizational hurdles involves Overcoming key organizational hurdles involves

organizational risk organizational risk • Building expectation into strategy means Building expectation into strategy means

management risk.management risk.

Four key questions for value Four key questions for value innovation.innovation.

New value curve Create: factors industry has never offered

Eliminate: which factors industry takes for granted should

be eliminated

Raise: which factors should be raised

above industry standards

Reduce: which factors can be reduced

below industry standards

• > Eliminate factors that are no longer relevant – > Eliminate factors that are no longer relevant – perceive value change for customer. E.G. Automobiles perceive value change for customer. E.G. Automobiles lasting for generations / model change every yearlasting for generations / model change every year

• > Reduce the over designed, over engineered .E.G. > Reduce the over designed, over engineered .E.G. Maruti improved version over thick metal of Maruti improved version over thick metal of ambassador.ambassador.

• > The two factors will bring the cost down vis-à-vis > The two factors will bring the cost down vis-à-vis competition.competition.

• > Raise buyer value by : offering new experience. > Raise buyer value by : offering new experience. E.G. Comfortable drive / international models.E.G. Comfortable drive / international models.

• > Raise expectations : each year better version, > Raise expectations : each year better version, better facilities on cost advantage.better facilities on cost advantage.

U.S. WINE INDUSTRY vs U.S. WINE INDUSTRY vs CASSELA WINE CASE CASSELA WINE CASE

STUDY STUDY

PREMIUM WINES

BUDGET WINES

( YELLOW TAIL )

PRICE

COMMUNICATIONAOL

MKTG

AGING QLTY

BRAND PRESTIGE

WINE COMPLEXITY RANGE

EASY DRINKING

FUN&

ADVENTURE

EASE OF

DRINKING

FORMULATING BLUE OCEAN FORMULATING BLUE OCEAN STRATEGY :STRATEGY :

• RECONSTRUCT MARKET RECONSTRUCT MARKET BOUNDARIES BY MAXIMISING BOUNDARIES BY MAXIMISING OPPORTUNITY AND MINIMISING RISK.OPPORTUNITY AND MINIMISING RISK.

• SIX PATH STRATEGY WILL HELP SIX PATH STRATEGY WILL HELP IDENTIFY THE NEW MARKET IDENTIFY THE NEW MARKET POTENTIAL AND UNIVERSE.POTENTIAL AND UNIVERSE.

PATH 1: LOOK ACROSS PATH 1: LOOK ACROSS ALTERNATE INDUSTRY.ALTERNATE INDUSTRY.

• RED OCEAN DEFINES BEING THE RED OCEAN DEFINES BEING THE BEST WITHIN GIVEN INDUSTRY, BEST WITHIN GIVEN INDUSTRY, BLUE OCEAN LOOKS ACROSS BLUE OCEAN LOOKS ACROSS ALTERNATE INDUSTRY VIZ. ALTERNATE INDUSTRY VIZ. CINEMA VS. RESTAURANT, CINEMA VS. RESTAURANT, COFFEE HOUSE VS. CYBER CAFÉ , COFFEE HOUSE VS. CYBER CAFÉ , SHOPPING MALLS VS. OLD SHOPPING MALLS VS. OLD BAZARS.BAZARS.

PATH 2 : LOOK ACROSS PATH 2 : LOOK ACROSS STRATEGY GROUPS.STRATEGY GROUPS.

• RED FOCUSES ON COMPETENCE WITHIN RED FOCUSES ON COMPETENCE WITHIN DIFFERENT STRATEGIC GROUPS IE. BE DIFFERENT STRATEGIC GROUPS IE. BE THE BEST WITHIN GIVEN CONFINES THE BEST WITHIN GIVEN CONFINES BASED ON PRICE, PERFORMANCE,AND BASED ON PRICE, PERFORMANCE,AND SEGMENTS THE CUSTOMERS.SEGMENTS THE CUSTOMERS.

• BLUE LOOKS ACROSS STRATEGIC BLUE LOOKS ACROSS STRATEGIC GROUPS WITHIN INDUSTRY. BREAKS GROUPS WITHIN INDUSTRY. BREAKS OUT OF THE NARROW TUNNEL BY OUT OF THE NARROW TUNNEL BY DETERMINING FACTORS LEADING TO DETERMINING FACTORS LEADING TO CHANGE EG. HEALTH CLUBS/HOME CHANGE EG. HEALTH CLUBS/HOME HEALTH VIDEOS/ YOGA CLASSES BY HEALTH VIDEOS/ YOGA CLASSES BY RAMDEV.RAMDEV.

PATH 3 : LOOKS ACROSS PATH 3 : LOOKS ACROSS THE UNIVERSE OF BUYERS.THE UNIVERSE OF BUYERS.

• IT REDIFENES THE INDUSTRY BUYER GROUPS.IT REDIFENES THE INDUSTRY BUYER GROUPS.• THE BUYER AND NON BUYER GROUPS ARE THE BUYER AND NON BUYER GROUPS ARE

DEFINED AS EXISTING CUSTOMERS, THE DEFINED AS EXISTING CUSTOMERS, THE FENCE SITTERS , THE REFUSING CUSTOMERS FENCE SITTERS , THE REFUSING CUSTOMERS AND THE UNHEARED OF CUSTOMERS.AND THE UNHEARED OF CUSTOMERS.

• NOVO NORDISK THE INSULIN NOVO NORDISK THE INSULIN MANUFACTURER CREATED HISTORY BY MANUFACTURER CREATED HISTORY BY FOCUSING ON THE PATIENTS RATHER THAN FOCUSING ON THE PATIENTS RATHER THAN ON THE DOCTORS AND CHEMISTS BY ON THE DOCTORS AND CHEMISTS BY INTRODUCING SELF INJECTING INSULIN PENS INTRODUCING SELF INJECTING INSULIN PENS AND MEMORY CARTRIDGES THUS AND MEMORY CARTRIDGES THUS ELIMINATING THE NEED FOR A DOCTOR/ ELIMINATING THE NEED FOR A DOCTOR/ COMPOUNDER/ ETC. ETC. COMPOUNDER/ ETC. ETC.

PATH 4 : LOOK ACROSS PATH 4 : LOOK ACROSS COMPLEMENTARY COMPLEMENTARY PRODUCTS/ SERVICES.PRODUCTS/ SERVICES.

• RED FOCUSES ON MAXIMISING THE VALUE OF PRODUCT RED FOCUSES ON MAXIMISING THE VALUE OF PRODUCT AND SERVICES WITHIN THE BOUNDS OF INDUSTRY BLUE AND SERVICES WITHIN THE BOUNDS OF INDUSTRY BLUE LOOKS AT COMPLEMENTARY INDUSTRY OFFERINGS.LOOKS AT COMPLEMENTARY INDUSTRY OFFERINGS.

• PERCEIVED VALUE OF THE COMPLEMENTARY PRODUCTS / PERCEIVED VALUE OF THE COMPLEMENTARY PRODUCTS / SERVICES ALWAYS COMPARED BY CUSTOMERS .SERVICES ALWAYS COMPARED BY CUSTOMERS .

• DEFINE TOTAL SOLUTION CUSTOMER SEEKS.DEFINE TOTAL SOLUTION CUSTOMER SEEKS.• THINK ABOUT WHAT HAPPENS BEFORE, DURING AND THINK ABOUT WHAT HAPPENS BEFORE, DURING AND

AFTER THE PRODUCT IS USED.AFTER THE PRODUCT IS USED.• ENTERTAINMENT INDUSTRY : MOVIE THEATERS WILL ENTERTAINMENT INDUSTRY : MOVIE THEATERS WILL

NEED CAR PARKING, BABY SITTING, SHOPPING, AND NEED CAR PARKING, BABY SITTING, SHOPPING, AND EVEN THE EATING OUT AFTER THE SHOW THE OUT COME EVEN THE EATING OUT AFTER THE SHOW THE OUT COME IS MEGAPLEXES WITH CINEMAS, RESTAURANTS, IS MEGAPLEXES WITH CINEMAS, RESTAURANTS, CHILDREN GAMES, COFFEE SHOPS, CYBER CAFES.CHILDREN GAMES, COFFEE SHOPS, CYBER CAFES.

• CROSSWORDS: READING AT LEISURE AND PLEASURE CROSSWORDS: READING AT LEISURE AND PLEASURE WITH COFFEE SHOP AND CYBER CAFÉ. WITH COFFEE SHOP AND CYBER CAFÉ.

PATH : 5 LOOK ACROSS PATH : 5 LOOK ACROSS FUNCTIONAL/ EMOTIONAL FUNCTIONAL/ EMOTIONAL APPEAL.APPEAL.• BLUE OCEAN INSISTS ON RETHINKING AND BLUE OCEAN INSISTS ON RETHINKING AND

REWORKING THE FUNCTIONAL / EMOTIONAL REWORKING THE FUNCTIONAL / EMOTIONAL APPEAL OF ITS INDUSTRY’APPEAL OF ITS INDUSTRY’

• UTILITY BASED APPEAL- LOGICUTILITY BASED APPEAL- LOGIC• FEELING BASED APPEAL- EMOTIONALFEELING BASED APPEAL- EMOTIONAL• CHALLENGE THE TREND SET BY INDUSTRY TO FIND CHALLENGE THE TREND SET BY INDUSTRY TO FIND

A NEW WAY OUT AND A NEW MARKET SPACE. A NEW WAY OUT AND A NEW MARKET SPACE. • ADD NEW LIFE BY ADDING EMOTIONS- LOGIC- ADD NEW LIFE BY ADDING EMOTIONS- LOGIC-

CLEAN TOILETS- EMOTIONS : TAKE CARE OF YOUR CLEAN TOILETS- EMOTIONS : TAKE CARE OF YOUR FAMILY’ HEALTH.FAMILY’ HEALTH.

• REDUCE COST BY FOCUSING ON UTILITY- CREATE REDUCE COST BY FOCUSING ON UTILITY- CREATE FUNDAMENTALLY SIMPLE COOLING MACHINE AND FUNDAMENTALLY SIMPLE COOLING MACHINE AND NOT AIR CONDITIONERS WITH STATUS SYMBOLS.NOT AIR CONDITIONERS WITH STATUS SYMBOLS.

PATH 6 : LOOK ACROSS PATH 6 : LOOK ACROSS TIME.TIME.• RED OCEAN FOCUSES ON ADAPTING TO EXTERNAL RED OCEAN FOCUSES ON ADAPTING TO EXTERNAL

CHANGES AS THEY OCCUR WHEREAS BLUE OCEAN CHANGES AS THEY OCCUR WHEREAS BLUE OCEAN PARTICIPATES IN SHAPING EXTERNAL CHANGES AS PARTICIPATES IN SHAPING EXTERNAL CHANGES AS THEY OCCUR.THEY OCCUR.

• LOOK ACROSS HOW THE TREND WILL CHANGE VALUE LOOK ACROSS HOW THE TREND WILL CHANGE VALUE TO CUSTOMER AND EVENTUALLY BUSINESS.TO CUSTOMER AND EVENTUALLY BUSINESS.

• VALUE DELIVERED TODAY VS. VALUE EXPECTED VALUE DELIVERED TODAY VS. VALUE EXPECTED TOMORROW.TOMORROW.

• IT COULD BE CHANGE IN FASHION, TECHNOLOGY OR IT COULD BE CHANGE IN FASHION, TECHNOLOGY OR EVEN USAGE.EVEN USAGE.

• THE INSIGHT INTO TRENDS WILL LEAD TO NEW BLUE THE INSIGHT INTO TRENDS WILL LEAD TO NEW BLUE OCEAN.OCEAN.

• INDIAN TWO WHEELER INDUSTRY COULD SEE THE INDIAN TWO WHEELER INDUSTRY COULD SEE THE TREND FOR FUEL EFFICIENT LIGHT WEIGHT BIKES TREND FOR FUEL EFFICIENT LIGHT WEIGHT BIKES THUS CREATING AN ALTOGETHER NEW BLUE OCEAN.THUS CREATING AN ALTOGETHER NEW BLUE OCEAN.

VISUALISING THE BLUE OCEAN VISUALISING THE BLUE OCEAN STRATEGY: THE BIG PICTURE STRATEGY: THE BIG PICTURE AND NOT THE NUMBERS. AND NOT THE NUMBERS. • 1 : VISUAL AWAKENING ; COMPARE ON AS IS BASIS WITHIN 1 : VISUAL AWAKENING ; COMPARE ON AS IS BASIS WITHIN

COMPETITION.COMPETITION.• 2 : VISUAL EXPLORATION: EXPLORE SIX PATHS THROUGH 2 : VISUAL EXPLORATION: EXPLORE SIX PATHS THROUGH

FIELD RESEARCH.FIELD RESEARCH.• EXPLORE ALTERNATES, SOLUTIONS.EXPLORE ALTERNATES, SOLUTIONS.• EXPLORE WHAT NEEDS ELIMINATE , CREATE OR CHANGE.EXPLORE WHAT NEEDS ELIMINATE , CREATE OR CHANGE.• 3 : VISUAL STRATEGY PLANNING ; DRAW STRATEGY BASED 3 : VISUAL STRATEGY PLANNING ; DRAW STRATEGY BASED

ON EXPLORATION. ANALYSE FEEDBACK FROM CUSTOMERS ON EXPLORATION. ANALYSE FEEDBACK FROM CUSTOMERS AND NON CUSTOMERS. SHORT LIST THE BEST STRATEGY.AND NON CUSTOMERS. SHORT LIST THE BEST STRATEGY.

• 4 : VISUAL STRATEGY COMMUNICATION : 4 : VISUAL STRATEGY COMMUNICATION : • DISTRIBUTE BEFORE AND AFTER PROFILES.DISTRIBUTE BEFORE AND AFTER PROFILES.• COMPARE SITUATIONS. COMPARE SITUATIONS. • SYNERGISE FOR ACTUALISATION.SYNERGISE FOR ACTUALISATION.

STRATEGIC SEQUENCE STRATEGIC SEQUENCE SYNERGISATIONSYNERGISATION

• BUYER UTILITYBUYER UTILITY• DOES THE UTILITY VALUE TO CUSTOMER GOES UP IF NO REWORK DOES THE UTILITY VALUE TO CUSTOMER GOES UP IF NO REWORK

IF YESIF YES• LOOK AT THE PRICE IS YOUR PRICE REACHABLE TO MASSES IF NO LOOK AT THE PRICE IS YOUR PRICE REACHABLE TO MASSES IF NO

REWORK THE PRICE IF YES LOOK AT THE COSTREWORK THE PRICE IF YES LOOK AT THE COST• CAN YOU BUDGET COST AT THIS PRICE TO GIVE ADEQUATE CAN YOU BUDGET COST AT THIS PRICE TO GIVE ADEQUATE

RETURNS IF NO REWORK THE COST IF YES PROCEED TO ADOPT RETURNS IF NO REWORK THE COST IF YES PROCEED TO ADOPT • CAN YOU OVERCOME THE ADOPTION HURDLES TO ACTUALISING CAN YOU OVERCOME THE ADOPTION HURDLES TO ACTUALISING

THE BUSINESS IDEA IF NO REWORK IF YES THE BUSINESS IDEA IF NO REWORK IF YES • CREATE COMMERCIALLY VIABLE BLUE OCEAN . CREATE COMMERCIALLY VIABLE BLUE OCEAN .

PROFIT MODEL OF BLUE OCEAN PROFIT MODEL OF BLUE OCEAN STRATEGYSTRATEGY

TARGET PROFIT

STRATEGIC PRICE

TARGET COST

STREAMLINING COST /INNOVATE

PARTNERSHIP OUTSOURCING

PRICE INNOVATION

WILL LEAD TO VALUE INNOVATION

ADOPTION OF BLUE OCEAN ADOPTION OF BLUE OCEAN STRATEGY.STRATEGY.

• > NEW STRATEGY MEANS CHANGE IN STATUS QUO> NEW STRATEGY MEANS CHANGE IN STATUS QUO• > EVOKES APPREHANSION, FEARS, RESISTANCE AND EVEVN > EVOKES APPREHANSION, FEARS, RESISTANCE AND EVEVN

INDIFFERENCE TOWARDS THE UNKNOWN.INDIFFERENCE TOWARDS THE UNKNOWN.• IDENTIFY THE MAIN STAKE HOLDERS.IDENTIFY THE MAIN STAKE HOLDERS.• 1 EMPLOYEES, 2 BUSINESS PARTNERS, 3 GENARAL PUBLIC.1 EMPLOYEES, 2 BUSINESS PARTNERS, 3 GENARAL PUBLIC.• EMPLOYEES : WAKE UP EMPLOYEES TO NEED FOR CHANGE, THE EMPLOYEES : WAKE UP EMPLOYEES TO NEED FOR CHANGE, THE

NEED FOR STRATEGIC SHIFT.NEED FOR STRATEGIC SHIFT.• ADDRESS THEIR CONCERNS, ENCOURAGE DISCUSSIONS, ADDRESS THEIR CONCERNS, ENCOURAGE DISCUSSIONS,

ELIMINATE FEARS, ENSURE PARTICIPATION.ELIMINATE FEARS, ENSURE PARTICIPATION.• BUSINES PARTNERS : ENSURE CHANGE NEEDED FOR STRATEGIC BUSINES PARTNERS : ENSURE CHANGE NEEDED FOR STRATEGIC

SHIFT IN BUSINES IDEA.SHIFT IN BUSINES IDEA.• ENSURE BETTER / SIMILAR REVENUESENSURE BETTER / SIMILAR REVENUES• LONG TERM SURVIVALLONG TERM SURVIVAL• GENERAL PUBLIC : ADDRESS CULTURAL/ SOCIAL/ POLITICAL/ GENERAL PUBLIC : ADDRESS CULTURAL/ SOCIAL/ POLITICAL/

LEGAL / ETHICAL NORMSLEGAL / ETHICAL NORMS• ADDRESS ENVIRONMENTAL PROBLEMS ENCOURAGE OPEN ADDRESS ENVIRONMENTAL PROBLEMS ENCOURAGE OPEN

DISCUSSIONS DISCUSSIONS

OVERCOMING BLUE OCEAN OVERCOMING BLUE OCEAN KEY HURDLES :KEY HURDLES :

• COGNITIVE HURDLES : COGNITIVE HURDLES : ORGANISATIONAL CULTUREORGANISATIONAL CULTURE

• RESOURCE HURDLES : LIMITED RESOURCE HURDLES : LIMITED RESOURCES RESOURCES

• MOTIVATIONAL HURDLES : MOTIVATIONAL HURDLES : UNMOTIVATED STAFFUNMOTIVATED STAFF

• POLITICAL HURDLES : VESTED POLITICAL HURDLES : VESTED INTERESTSINTERESTS

COGNITIVE HURDLESCOGNITIVE HURDLES

• - CHANGING CULTURE IS THE MOST - CHANGING CULTURE IS THE MOST DIFFICULT ASPECT.DIFFICULT ASPECT.

• MAKE PEOPLE SEE HARSH REALITIES FOR MAKE PEOPLE SEE HARSH REALITIES FOR CHANGECHANGE

• NEGATIVE STIMULI WILL CHANGE NEGATIVE STIMULI WILL CHANGE ATTITUDE / BEHAVIORATTITUDE / BEHAVIOR

• POSITIVE WILL REINFORCE BEHAVIORPOSITIVE WILL REINFORCE BEHAVIOR• LET PEOPLE EXPERIENCE FIRST HANDLET PEOPLE EXPERIENCE FIRST HAND• MEET THE DISGRUNTLED CUSTOMERS/ MEET THE DISGRUNTLED CUSTOMERS/

EMPLOYEES.EMPLOYEES.

FAIR PROCESS WILL CHANGE FAIR PROCESS WILL CHANGE ATTITUDE AND BEHAVIORATTITUDE AND BEHAVIOR

• STRATEGY FORMULATIONPROCESS – FAIR STRATEGY FORMULATIONPROCESS – FAIR PROCESS, ENGAGEMENT, EXPLANATION, PROCESS, ENGAGEMENT, EXPLANATION, EXPECTATION CLARITY.EXPECTATION CLARITY.

• ATTITUDE- TRUST AND COMMITMENT “ MY ATTITUDE- TRUST AND COMMITMENT “ MY OPINION COUNTS”OPINION COUNTS”

• BEHAVIOR- VOLUNTARY COOPERATION “ BEHAVIOR- VOLUNTARY COOPERATION “ GOING BEYOND THE CALL OF DUTY”GOING BEYOND THE CALL OF DUTY”

• STRATEGY EXECUTION- EXCEEDS STRATEGY EXECUTION- EXCEEDS EXPECTATIONS “ SELF INITIATION”EXPECTATIONS “ SELF INITIATION”

RESOURCE HURDLE RESOURCE HURDLE JUMPING JUMPING • - EITHER TRIM DOWN AMBITIONS- EITHER TRIM DOWN AMBITIONS• - ASK FOR MORE ( LOANS, SHAREHOLDERS/ SELF - ASK FOR MORE ( LOANS, SHAREHOLDERS/ SELF

FINANCE, NEW PARTNERS ETC)FINANCE, NEW PARTNERS ETC)• OR IDENTIFY HOT SPOTS/ COLD SPOTS AND OR IDENTIFY HOT SPOTS/ COLD SPOTS AND

PRACTISE HORSE TRADINGSPRACTISE HORSE TRADINGS• HOT SPOTS CONSIST OF HIGH POTENTIAL HOT SPOTS CONSIST OF HIGH POTENTIAL

PERFORMANCE WITH LOW RESOURCE INPUTPERFORMANCE WITH LOW RESOURCE INPUT• COLD SPOTS WILL YIELD LOW PERFORMANCE COLD SPOTS WILL YIELD LOW PERFORMANCE

WITH HIGH INPUTWITH HIGH INPUT• OPTIMISE THE RESOURCE UTILISATION TO OPTIMISE THE RESOURCE UTILISATION TO

OVERCOME THE RESOURCE HURDLEOVERCOME THE RESOURCE HURDLE•

CEROSSING THE CEROSSING THE MOTIVATIONAL HURDLESMOTIVATIONAL HURDLES• RED OCEAN LOOKS AT VISION AND SPREADS IT EVENLY RED OCEAN LOOKS AT VISION AND SPREADS IT EVENLY

DOWNWARDS THUS STRETCHING RESOURCESDOWNWARDS THUS STRETCHING RESOURCES• BLUE OCEAN SEEKS CONCENTRATION THROUGH : ZOOMING IN ON BLUE OCEAN SEEKS CONCENTRATION THROUGH : ZOOMING IN ON

THE KINGPINSTHE KINGPINS• KING PINS ARE KEY INFLUENCERS : CREATE WAVES WITH ONE KING PINS ARE KEY INFLUENCERS : CREATE WAVES WITH ONE

THROW AND DO NOT THROW STONES AT ALL THE WAVESTHROW AND DO NOT THROW STONES AT ALL THE WAVES• IDENTIFY THE NATURAL LEADERS – CHANGE THEM POSITIVELYIDENTIFY THE NATURAL LEADERS – CHANGE THEM POSITIVELY• INDULGE IN FISHBOWL MANAGEMENT : MAKE EVERY ACTION INDULGE IN FISHBOWL MANAGEMENT : MAKE EVERY ACTION

TRANSPARENT LIKE FISH IN A BOWLTRANSPARENT LIKE FISH IN A BOWL• ACTION / IN ACTION MUST BE HIGHLIGHTED WITH FOCUSED LAMP ACTION / IN ACTION MUST BE HIGHLIGHTED WITH FOCUSED LAMP

POSTSPOSTS• MAKE THEM OUTSHINE EACH OTHERSMAKE THEM OUTSHINE EACH OTHERS• ATOMISATION HELPS : MAKE IT ACTIONABLE AND ATTAINABLEATOMISATION HELPS : MAKE IT ACTIONABLE AND ATTAINABLE• IDENTIFY THE PRECINCTS, IDENTIFY TERRITORIES FOR OWNERSHIPIDENTIFY THE PRECINCTS, IDENTIFY TERRITORIES FOR OWNERSHIP• INSTEAD OF ENTIRE ORGANISATION EXPECT CHANGE IN THESE INSTEAD OF ENTIRE ORGANISATION EXPECT CHANGE IN THESE

ATOMS WHO PUT TOGETHER WILL MAKE A BOMBATOMS WHO PUT TOGETHER WILL MAKE A BOMB

KNOCKING OVER THE KNOCKING OVER THE POLITICSPOLITICS• CHANGE WILL CREATE POLITICS TO RAISE BARRIERSCHANGE WILL CREATE POLITICS TO RAISE BARRIERS• PEOPLE FIGHT TO PROTECT THEIR POSITIONSPEOPLE FIGHT TO PROTECT THEIR POSITIONS• FOCUS ON : DISPROPORTIONATE INFLUENCE FOCUS ON : DISPROPORTIONATE INFLUENCE

FACTORSFACTORS• LEVERAGE THE ANGELS- THE ONES TO GAIN MOST LEVERAGE THE ANGELS- THE ONES TO GAIN MOST

FROM WILL NATURALLY ALIGN HENCE FORM A FROM WILL NATURALLY ALIGN HENCE FORM A STRONG FORCE OF POSITIVE INFLUENCERSSTRONG FORCE OF POSITIVE INFLUENCERS

• ISOLATE DETRACTORS- THE DEVILS- IDENTIFY THE ISOLATE DETRACTORS- THE DEVILS- IDENTIFY THE WEAK SPOT OF ATTACK – SOLIDIFY THEMWEAK SPOT OF ATTACK – SOLIDIFY THEM

• APPOINT A CONSIGLIERE IE THE MOST RESPECTED APPOINT A CONSIGLIERE IE THE MOST RESPECTED SENIOR MEMBER TO BALANCE THE FORCESSENIOR MEMBER TO BALANCE THE FORCES

FINALLYFINALLY

• BUILD TRUST AND CONFIDENCE FOR COMING OUT BUILD TRUST AND CONFIDENCE FOR COMING OUT OF THEIR COMFORT ZONES AND OUTPERFORMOF THEIR COMFORT ZONES AND OUTPERFORM

• ALIGN ORGANISATION MIND AND HEART WITH ALIGN ORGANISATION MIND AND HEART WITH NEW STRATEGYNEW STRATEGY

• TOP BOTTOM INTERACTION THROUGH TIPPING TOP BOTTOM INTERACTION THROUGH TIPPING POINTS BASED ON MUTUAL TRUST AND CONCERNPOINTS BASED ON MUTUAL TRUST AND CONCERN

• INSPIRE VOLUNTARY COOPERATION TO OVERCOME INSPIRE VOLUNTARY COOPERATION TO OVERCOME NONCOOPERATION AND SABOTAGENONCOOPERATION AND SABOTAGE

• MAKE VALUE INNOVATION A CONSTANT FOR MAKE VALUE INNOVATION A CONSTANT FOR CREATING YET ANOTHER BLUE OCEANCREATING YET ANOTHER BLUE OCEAN

Thank YOUThank YOU

• For sparing your valuable time.For sparing your valuable time.