MANAJEMEN INOVASI DAN
HAK KEKAYAAN INTELEKTUAL
SKI4102
3. Blue Ocean Strategies and SWOT Analysis
Dr.Eng. Leny Yuliati, S.Si., M.Eng.
MRCPP 04-01
[email protected]
DEFINITION OF BOS (1)
Imagine a market universe composed of two sorts of oceans:
red oceans and blue oceans.
Red oceans represent all the industries in existence
today. This is the known market space. Blue oceans
denote all the industries not in existence today. This is
the unknown market space.
In the red oceans, industry boundaries are defined and
accepted, and the competitive rules of the game are known.
Here, companies try to outperform their rivals to grab a
greater share of existing demand. As the market space gets
crowded, prospects for profits and growth are reduced.
Products become commodities, and cutthroat competition
turns the red ocean bloody.
DEFINITION OF BOS (2)
Blue oceans, in contrast, are defined by untapped market
space, demand creation, and the opportunity for highly
profitable growth.
Although some blue oceans are created well beyond
existing industry boundaries, most are created from within
red oceans by expanding existing industry boundaries. In
blue oceans, competition is irrelevant because the rules of
the game are waiting to be set.
DEFINITION OF BOS (3)
PRINCIPLES OF BOS
FRAMEWORK OF BOS
FORMULATION PRINCIPLES (1)
Reconstruct market boundaries
This principle addresses the search risk many companies
struggle with. The challenge is to successfully identify, out of
the haystack of possibilities that exist, commercially
compelling blue ocean opportunities.
There are clear patterns for creating blue oceans.
Specifically, there are six basic approaches to remaking
market boundaries, named as six paths framework. These
paths have general applicability across industry sectors, and
they lead companies into the corridor of commercially viable
blue ocean ideas. None of these paths requires special
vision or foresight about the future. All are based on looking
at familiar data from a new perspective.
FORMULATION PRINCIPLES (2)
Specifically, companies tend to do the following:
• Define their industry similarly and focus on being the
best within it.
• Look at their industries through the lens of generally
accepted strategic groups (such as luxury automobiles,
economy cars, and family vehicles), and strive to stand
out in the strategic group they play in
• Focus on the same buyer group, be it the purchaser (as
in the office equipment industry), the user (as in the
clothing industry), or the influencer (as in the
pharmaceutical industry)
• Define the scope of the products and services offered
by their industry similarly
• Accept their industry’s functional or emotional orientation
• Focus on the same point in time—and often on current
competitive threats—in formulating strategy
FORMULATION PRINCIPLES (3)
Focus on the Focus on the Big Picture, Not the Numbers
This principle is key to mitigating the planning risk of
investing lots of effort and lots of time but delivering only
tactical red ocean moves.
Drawing a strategy canvas not only visualizes a company’s
current strategic position in its marketplace but also helps it
chart its future strategy.
By building a company’s strategic planning process around a
strategy canvas, a company and its managers focus their
main attention on the big picture rather than becoming
immersed in numbers and jargon and getting caught up in
operational details.
FORMULATION PRINCIPLES (4)
FORMULATION PRINCIPLES (5)
Reach Beyond Existing Demand
This is a key component of achieving value innovation. By
aggregating the greatest demand for a new offering, this
approach attenuates the scale risk associated with creating
a new market.
To achieve this, companies should challenge two conventional
strategy practices. One is the focus on existing customers.
The other is the drive for finer segmentation to accommodate
buyer differences.
Typically, to grow their share of a market, companies strive to
retain and expand existing customers. This often leads to
finer segmentation and greater tailoring of offerings to better
meet customer preferences.
FORMULATION PRINCIPLES (6)
The more intense the competition is, the greater, on average, is
the resulting customization of offerings.
As companies
compete to
embrace customer
preferences
through finer
segmentation,
they often risk
creating too-
small target
markets.
FORMULATION PRINCIPLES (7)
The Right Strategic Sequence
With an understanding of the
right strategic sequence and of
how to assess blue ocean ideas
along the key criteria in that
sequence, we dramatically
reduce business model risk.
As shown in the figure,
companies need to build their
blue ocean strategy in the
sequence of buyer utility, price,
cost, and adoption.
EXECUTION PRINCIPLES (1)
Overcome Key Organizational Hurdles
Once a company has developed a blue ocean strategy with
a profitable business model, it must execute it. The
challenge of execution exists, of course, for any strategy.
Four key organizational hurdles:
1. Waking employees up to the need for a strategic shift.
2. Limited resources.
3. Keeping the motivation of the key players to move fast
and tenaciously to carry out a break from the status quo.
4. Politics in the organization..”
EXECUTION PRINCIPLES (2)
EXECUTION PRINCIPLES (3)
Build Execution into Strategy
A company is not only top management, nor is it only
middle management. A company is everyone from the top
to the front lines. And it is only when all the members of an
organization are aligned around a strategy and support it,
for better or for worse, that a company stands apart as a
great and consistent executor. Overcoming the
organizational hurdles to strategy execution is an important
step toward that end.
A company needs to invoke the most fundamental base of
action: the attitudes and behavior of its people deep in the
organization. We must create a culture of trust and
commitment that motivates people to execute the agreed
strategy—not to the letter, but to the spirit.
EXECUTION PRINCIPLES (4)
People’s minds and
hearts must align
with the new
strategy so that at
the level of the
individual, people
embrace it of their
own accord and
willingly go beyond
compulsory
execution to
voluntary
cooperation in
carrying it out.
EXAMPLES IN INDONESIA (1)
1. Online transportation: Gojek
Gojek founder implemented a blue ocean strategy to be
able to create his own market rules as well as create his
own competition and make blue ocean the most powerful
business strategy implemented at the time.
The successful application of blue ocean has had a huge
impact on the Indonesian economy. In 2012, the
emergence of Gojek's new competitor Grab was sparked.
Now the competition of both makes super applications
spread across Southeast Asia and began to expand into
new business lines such as food delivery services and
digital payments.
EXAMPLES IN INDONESIA (1)
2. Wardah Cosmetics
For Indonesian women, wardah cosmetics become a pioneer
of cosmetic products that successfully provide religious
value in the halalness of their products. Wardah also
managed to place the demographics of Indonesian women
who are majority Muslim.
Due to many company competitors (national and
multinational) Wardah expands the branch of Wardah store.
Here customers not only buy wardah products but get other
beauty services such as body massage, facials and
others.
WHAT IS SWOT ANALYSIS?
SWOT Analysis is a strategic planning method used to
evaluate the Strengths, Weaknesses, Opportunities, and
Threats involved in a project, organization, or in a business
venture.
If in the term of product:
Strengths are aspects or characteristics of the product
that give it an advantage over others.
Weaknesses are aspects or characteristics that place the
product at a disadvantage relative to others.
Opportunities are internal and external prospects that can
improve the product’s performance within the context.
Threats are internal and external influencing factors in the
environment that could cause trouble for the function or the
product.
WHY CONDUCT SWOT ANALYSIS
1. To help us focus on our strengths, minimize
weaknesses and threats, take the greatest possible
advantage of opportunities, and become outstanding
in competitions.
2. To help us determine whether the objective is attainable;
therefore, set achievable goals and objectives for the
product development, as well as subsequent steps.
3. To help us dedicate to our mission, fulfill the vision, adjust
to social context, achieve strategic goals, develop
effective action plans, and conduct objective
evaluations.
4. To help us gather meaningful information from our
strengths, weaknesses, opportunities, and threats), in
order to maximize the benefits of our evaluation and
advantage.
SOME EXAMPLES (1)
SOME EXAMPLES (2)
SOME EXAMPLES (3)
SOME EXAMPLES (4)
SOME EXAMPLES (5)
Small Quiz 4
Dikumpulkan 26/10/2020 sebelum kelas dimulai, dan
dipresentasikan saat kelas
Buat SWOT ANALYSIS dalam 1 lembar ppt (pdf) untuk
produk yang sudah dipresentasikan pada Senin, 21
September dan 5 Oktober yang lalu.
Jangan lupa untuk menuliskan nama produk dan
gambar produknya dengan jelas.
