Recent trends in Business strategy-Dr.Kabaly P Subramanian
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Transcript of Recent trends in Business strategy-Dr.Kabaly P Subramanian
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Recent Trends in Business Strategy
ByDr. Kabaly P Subramanian
Department of Business Studies
Arab Open University
Sultanate of Oman
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Words of wisdom
“The competitor to be feared is one who never bothers about you at all, but goes on making his own business all the time”
Henry Ford
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Words of wisdom
“It is not the strongest of the species that survive, or the most intelligent, but it is the one most capable of change”
Charles Darwin
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Words of wisdom
“The reasonable man adapts himself to the conditions that surround him. The unreasonable man adapts surroundings to himself. All progress depends on the unreasonable man”
George Bernard Shaw
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Why do you need to sit through this presentation?
Today’s Challenge : Building organizations that can grow in the world of relentless change and ferocious competition
Survival vs Growth New thinking in strategy helps you to grow Easy to understand and apply Organizations, Nations and Individuals
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Multiplicity of explanations
The multiplicity of explanations and prescriptions only shows the complexity of strategic management.
These explanations and prescriptions are not always mutually exclusive
The Manager’s task is to find how these insights combined to build a multidimensional and flexible strategy that is robust to the different assumptions and explanations
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Multiplicity of explanations
These explanations and prescriptions can sensitize managers to the different factors they must consider, but cannot provide ready-made and standardized solutions for them to adopt.
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BOS
This is a program for managers in search of a practical roadmap to tackle strategic innovation in a systematic and systemic way.
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Structure of this presentation
Common understanding on Business Strategy
Video case : 1 To understand the traditional approach to strategy.
Video case : 2 To understand the new approach to strategy
Explanation of this new thinking using Blue Ocean Strategy ( BOS ) principles ,tools and frameworks
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Strategy
Sustainable Competitive Advantage Strategy is about organizational change
“A set of decisions and actions leading to sustainable competitive advantage of organizations/firms/businesses”.
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Traditional approach to Strategy making analyzing the industry or environmental conditions in which they
operate. assess the strengths and weaknesses of the players they are up
against. With these industry and competitive analyses in mind, they set out
to carve a distinctive strategic position where they can outperform their rivals by building a competitive advantage
chooses either to differentiate itself from the competition for a premium price or to pursue low costs
aligns its value chain accordingly, creating manufacturing, marketing, and human resource strategies in the process.
On the basis of these strategies, financial targets and budget allocations are set.
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Logic behind this traditional approach
company’s strategic options are bounded by the environment
Structure shapes strategy This “structuralist” approach, which has its
roots in the structure-conduct -performance
paradigm of industrial organization economics .
(See Industrial Market Structure and Economic Performance, F. M. Sherer ,Chicago:Rand McNally, 1970)
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Essence of Traditional approach to strategy
Compete in existing market space.
Beat the competition.
Exploit existing demand.
Make the value-cost trade-off.
Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost.
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Result
Stiff Competition Thin Margin Low growth Surviving
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15
Blue Ocean Strategy Regional Centre 15Red Ocean markets....
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Business History
Business history reveals plenty of cases in which firms’ strategies shaped industry structure, from Ford’s Model T to Nintendo’s Wii.
Blue ocean strategy (a new theory of strategy) reflects the fact that a company’s performance is not necessarily determined by an industry’s competitive environment.
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Roots of Blue Ocean Strategy
The Blue ocean strategy framework can help companies systematically reconstruct their industries and reverse the structure-strategy sequence in their favor.
Blue ocean strategy has its roots in the emerging school of economics called endogenous growth whose central paradigm posits that the ideas and actions of individual players can shape the economic and industrial landscape. In other words, strategy can shape structure
We call this approach “reconstructionist.”
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Reconstructionist approach
Reconstructionist : based on endogenous growth, which traces back to Joseph A Schumpeter's initial observation that the forces that change economic structure and industry landscapes can come from within the system.
Schumpeter argues that innovation can happen endogenously and the main source is the creative entrepreneur. (Steve Jobs, Karsanbhai Patel, C.K.Rajkumar, Jeff Bezos, Mark Zuckerberg, Henry Ford, Herb Kelleher, Anita Roddick, Akio Morito,Mohammed Yunus,…)
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19
Blue Ocean Strategy Regional Centre
Red Ocean markets.... Blue Ocean markets....
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Structuralist vs Reconstructionist
While the structuralist approach is valuable and relevant, the reconstructionist approach is more appropriate in certain economic and industry settings.
today’s economic difficulties have heightened the need for a reconstructionist alternative.
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How to approach?
The first task of an organization’s leadership, therefore, is to choose the appropriate strategic approach in light of the challenges the organization faces.
need to make sure that their organizations are aligned behind it to produce sustainable performance
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What is the right approach for you?
There are three factors that determine the right approach:
structural conditions in which an organization operates,
its resources and capabilities, and its strategic mind-set.
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Choosing the right approachA structuralistapproach is a goodfit when
A reconstructionistapproach is agood fit when
Structural conditionsare attractive and theorganization has theresources and capabilitiesto build a distinctiveposition
Structural conditions areattractive but players arewell-entrenched and theorganization lacks theresources or capabilitiesto outperform them
Structural conditions areless than attractive butthe organization has theresources and capabilitiesto outperformcompetitors
Structural conditionsare unattractive andthey work against anorganization irrespectiveof its resources andcapabilities
The organization has abias toward defendingcurrent strategic positionsand a reluctance toventure into unfamiliarterritory
The organization hasan orientation towardinnovation and a willingnessto pursue newopportunities
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Why should we consider “Blue Ocean Strategy”?
Many companies finds it useful (Samsung) Countries like Malaysia, Singapore uses this approach
for planning their future. Many strategy experts accepts BOS as an innovative
approach (Walter Kiechel ,2010) Blue-ocean strategy ,work of Kim and Mauborgne is
probably the leading contender for Biggest New Idea in Strategy (Walter Kiechel,2010).
The Authors figure in the 2nd place : 2011 Thinkers 50 Research evidence
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Origin of Blue Ocean Strategy
15 years of research, 150 strategic moves spanning 100 years, thirty industries
(Kim and Mauborgne,2005)
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ENTERTAINMENT SECTOR
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Entertainment Sector (1984)
CIRCUS VIDEO GAMES
THEATRE
TELEVISION BEACHES PARKS
LIVE BANDS MUSIC SHOWS
GAMES
BALLET MOVIES ?
THEME PARKS
SHOPPING MALLS
?
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Circus Industry (1980’s)
Ringling Brothers
Barnum and Bailey
Small time circus-3
Small time circus-1
Small time circus-2
?
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Small time circus
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Big time circus ( Ringling Brothers)
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Video:1
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Is it easy?
Is it easy to achieve sustainable high performance?
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It is not…
Stiff competition Costs escalates Thin profit margin Low growth
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Smaller Regional Circus
Ringling Brothers
Capturing existing strategy of competitors
hi
offe
ring
leve
l
loPrice
Fun & Humor Unique VenueAisle Concessions
Multiple Show Arenas Thrills & DangerAnimal Shows
Star Performers
© Kim & Mauborgne 2006
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What is the approach behind this strategy?
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It is all in “Thinking” or “Mental Models” (Industry Mindset)
Circus is for Children Circus should offer animal act Increase the value (more animal shows, more
popular performers,..) Decrease the value (less animal shows, less
popular perfomers)
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Cirque Du Soleil (CDS)
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Cirque Du Soleil (CDS)
Started in 1984 by a group of street performers.
40 million people,90 countries In less than 20 years CDS has achieved a
level of revenues that took Ringling brothers (the global champion of circus industry) more than one hundred years to attain.
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Cirque Du Soleil’s (CDS) offering (Video 2)
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How CDS identified and captured Blue
Ocean?
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Deciding to Move from Known to Unknown market space
Known Market Space : Circus ( 1984 )
Unknown Market Space : To be named ( 1984 )
Ringling Brothers
Barnum and Bailey
Small time circus-3
Small time circus-1
Small time circus-2
?
Cirque Du Soleil (CDS)
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Smaller Regional Circus
Ringling Brothers
Capturing the existing strategy of competitors
hi
offe
ring
leve
l
loPrice
Fun & Humor Unique VenueAisle Concessions
Multiple Show Arenas Thrills & DangerAnimal Shows
Star Performers
© Kim & Mauborgne 2006
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Looking across alternative industries
Theatre Ballet Music
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Looking across the Customer to Non-Customers
From children to adults to corporate customers
Segmentation to counter segmentation
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Value Innovation
EliminateStar performersAnimal shows
Aisle concession salesMultiple show arenas
RaiseUnique venue
ReduceFun and humor
Thrill and danger
CreateTheme
Refined environmentMultiple productions
Artistic music and dance
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Smaller Regional Circus
Ringling Brothers
Strategy of CDS
hi
offe
ring
leve
l
loPrice
Fun & Humor Unique VenueAisle Concessions
Multiple Show Arenas Thrills & DangerAnimal Shows
Star Performers
Theme
Refined Viewing Environment
MultipleProductions
Artistic Music & Dance
Cirque du Soleil
© Kim & Mauborgne 2006
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Finally, Innovated for Value
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How to move into uncontested market space systematically?
Stage 0 : Deciding to move into the uncontested market space
Stage 1 : Visual Awakening Stage 2 : Visual Exploration Stage 3 : Visual Strategizing Stage 4 : Visual Communication
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Stage 0 : Deciding to Move from Known to Unknown market space
Known Market Space : Circus ( 1984 )
Unknown Market Space : To be named ( 1984 )
Ringling Brothers
Barnum and Bailey
Small time circus-3
Small time circus-1
Small time circus-2
?
Cirque Du Soleil (CDS)
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Stage:1 Visual awakening
Compare your business with your competitors by drawing your “as is” strategy canvas.
See where your strategy needs to change
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Smaller Regional Circus
Ringling Brothers
Stage : 1 Visual Awakening ( As is Strategy Canvas )
hi
offe
ring
leve
l
loPrice
Fun & Humor Unique VenueAisle Concessions
Multiple Show Arenas Thrills & DangerAnimal Shows
Star Performers
© Kim & Mauborgne 2006
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Stage : 2 Visual exploration
Go into the field to explore the six paths to create blue oceans
Observe the distinctive advantages of alternative products and services.
See which factors you should eliminate,create,reduce or raise
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Stage : 2 Visual Exploration challenge the boundaries of your industry using the “Six Paths” framework
The “Six Paths” show six systematic patterns for reconstructing market boundaries that have general applicability across industry sectors
To Creating Across
From Competing Within
Industry
Strategic group
Buyer group
Scope of product or service offering
Functional-emotional orientation of an industry
Time
2
11© Kim & Mauborgne; © UCSI Blue Ocean Strategy Regional Centre. All Rights Reserved.
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Four Actions framework
Which factors should be reduced well below the industry standard
Which of the factors that the industry takes for granted should be eliminated?
Which factors should be raised well above the industry’s standard?
Which factors should be created that the industry has never offered
A new value
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ERRC Grid (example)
EliminateStar performersAnimal shows
Aisle concession salesMultiple show arenas
RaiseUnique venue
ReduceFun and humor
Thrill and danger
CreateTheme
Refined environmentMultiple productions
Artistic music and dance
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3.Innovated for Value
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Stage : 3 Visual Strategizing
Draw your “to be strategy canvas based on insights from field observations
Get feedback on alternative strategy canvases from customers,competitiors’ customers and non customers.
Use feedback to build the best “to be” future strategy
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Smaller Regional Circus
Ringling Brothers
The Strategy Canvas of Cirque du Soleil (To be)
hi
offe
ring
leve
l
loPrice
Fun & Humor Unique VenueAisle Concessions
Multiple Show Arenas Thrills & DangerAnimal Shows
Star Performers
Theme
Refined Viewing Environment
MultipleProductions
Artistic Music & Dance
Cirque du Soleil
© Kim & Mauborgne 2006
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Reaching beyond existing demand is key to create new market space
• To generate the greatest demand, companies should challenge two conventional company practices: the focus on existing customers and the drive for finer segmentation.
• 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.
• Although the universe of noncustomers typically offers big blue ocean opportunities, few companies have good insight into who noncustomers are and how to unlock them.
• To convert this latent demand into a real one, companies need to deepen their understanding of the universe of noncustomers.
10
The Three Tiers of Noncustomers
© Kim & Mauborgne; © UCSI Blue Ocean Strategy Regional Centre. All Rights Reserved.
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Stage 4 : Visual Communication
Distribute your before-and-after strategic profiles on one page for easy comparison
Support only those projects and operational moves that allow your company to close the gaps to actualize the new strategy
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How can we be sure of the existence of a Blue Ocean (uncontested market space)?
History Blue ocean opportunities have been out
there. As they are explored, market universe has
been expanding.
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62
Blue Ocean Strategy Regional Centre
Blue Oceans have continuously been created over time…
1920s 1980s 2000s 2010
Samsung 3D TV
Wii (Nintendo)Cirque du soleil
Model T (Ford)
Real-time news (CNN)
Southwest Airlines NTT DoCoMo’i-mode
Curves
[Yellow Tail]
Computing Tabulating Recording Corporation
Palace Theatre (NY 1920)
iPad (Apple)
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Blue Ocean Strategy Regional Centre
§There is no such thing as a permanently great company, nor a permanently great industry.
But there are permanently great strategic moves…
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Red Ocean based logic vs. Blue Ocean based logicRed Ocean approach Blue Ocean approach
Compete in existing market space. Create uncontested market space.
Beat the competition. Make the competition irrelevant.
Exploit existing demand. Create and capture new demand.
Make the value-cost trade-off. Break the value-cost trade-off.
Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost.
Align the whole system of a firm’s activities in pursuit of differentiation and low cost.
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Launches with Red versus Blue oceans
86%
14%
Business Launch
Revenue Impact
ProfitImpact
62%
38%
39%
61%
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BOS Tools
Strategy Canvas Four actions framework ERRC grid
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Benefits of strategy canvas
Capture self and competitors strategy Identify value innovation opportunities Communicate your strategy to your
stakeholders.
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Benefits of Four actions framework
Guiding framework which forces you to
determine the value adding and non-value adding activities. Also to help you question the industry assumptions.
It provides a compelling reason to innovate.
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Benefits of ERRC grid
Pushes you to simultaneously pursue differentiation and low costs.
Helps in avoiding over engineering products and services.
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BOS tool set Value Innovation Strategy Canvas Four Actions framework ERRC Grid Three Characteristics of a good strategy Six paths framework to reconstruct market boundaries Four steps of visualizing strategy PMS Map Three tiers of Noncustomers Buyer utility map Blue Ocean Idea index Tipping point leadership Three E principles of Fair process.
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Reference
Understanding Strategic Management (2nd edition),Anthony E Henry, Oxford University Press,2011.
Blue Ocean Strategy
W.Chan Kim and Renee Mauborgne
Harvard Business School Press (2005) world wide web
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Reference
Blue Ocean Strategy
W.Chan Kim and Renee Mauborgne world wide web