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www.dedybudiman.com | Jan 2018
Blue Ocean Shift adalah proses sistematis untuk memindahkan
organisasi Anda dari pasar ramai dengan persaingan ketat yang
ibarat samudera merah penuh hiu ke samudera biru yang terbuka
lebar, atau pasar baru yang tanpa persaingan.
Blue Ocean Shift
is a five-step
process that
allows any
organization to
make the
transition from
an existing,
crowded market
into a clear new
market space.
There are three overall components
to a successful Blue Ocean Shift
1 2 3
Adopting a blue ocean Having practical tools Embracing the concept of
perspective: that guide the process: humanness:
Looking to the far These will translate a Inspire people and build
their confidence, so that
horizon, recognizing that blue ocean perspective they drive the process
different questions have into a whole new forward and can successfully
to be asked, and offering implement the shift to a
pondering what could be blue ocean.
Based on the three components above, we will look
at three key notions that underpin a successful Blue
Ocean Shift
01 02 03
Understanding Developing a Developing
the concept of Blue Ocean “Humanness.”
market mindset
creation
Sebelum melakukan
pergeseran samudera
biru, bagaimana
memindahkan organisasi
dari bersaing di pasar
menjadi menciptakan
pasar, pertama-tama
Anda harus memahami
Strategi Penciptaan
Pasar (Market Creating
Strategy) dan bagaimana
cara kerjanya.
DISRUPTION IS A
POWERFUL WAY TO
CREATE GROWTH.
BUT THINKING
ONLY ABOUT
DISRUPTION
LEAVES A LOT OF
OPPORTUNITIES
OFF THE TABLE.
Nondisruptive creation is where one’s gain doesn’t have to
come at the expense of others. Nondisruptive creation
generate growth and employment without necessarily
replacing existing businesses or industries
Market-creating strategies take one of
three forms:
A breakthrough answer to an existing problem
which usually takes the form of disruptive creation. For
example, boats and airplanes allowed for a new marketplace
of transportation that did not exist beforehand.
Identifying an entirely new opportunity or solving a new
problem
a wholly non- disruptive form of growth and creation. For
example, Cirque Du Soleil created a new form of circus for
both adults and children; they extended the market for circus
goers.
Redefining the problem and offering a new solution
which has elements of both disruptive and non-disruptive
market creation. For example the smartphone disrupted less
sophisticated cellular phones, but also expanded the market
by enabling new mobile experiences.
Model Pertumbuhan Market Creating Strategy
GROWTH
NONDISRUPTIVE CREATION
DISRUPTIVE CREATION
Pioneer
Value Innovation
Migrator
Value Improvement
Settler
Value Imitation
• Pioneers: products that break
away from the competition.
Pioneers are value innovations,
the key to renewing the
portfolio and opening up new
frontiers.
• Settlers: the other end of the
spectrum, Settlers offer only
value imitation, converging with
the rest of the industry and
offering little prospect of
growth.
• Migrators: somewhere between
the two, migrators offer some
improvement over the
competition, but they do not
represent innovative value.
To plot the Pioneer-
Settler-Migrator map,
first identify your key
businesses, products
or services. Choose the
heads of each of your
organization’s main
units to participate and
have each manager
identify where the
products fall on the
map
• Working as a group
both ensures a
sense of fair process
and gives everyone a
perspective on what
others in the
company are
thinking
• The “whole group”
includes all decision
makers
To define the scope of your Blue Ocean Shift, look
for a business, product or offering that has most
or all of the following characteristics:
Pioneer
Value Innovation
Migrator
Value Improvement
Settler
Value Imitation
© Chan Kim & Renée Mauborgne. Blue Ocean Shift. All Rights Reserved.
BLUE OCEAN SHIFT: Exercise Template
Current Planned
Portfolio Portfolio
Pioneer
Value Innovation
Migrator
Value Improvement
Settler
Value Imitation
© Chan Kim & Renée Mauborgne. Blue Ocean Shift. All Rights Reserved.
Step Two: Understand Where You Are Now
• The next step is to
build a clear, shared
picture of the current
strategic landscape by
creating a Strategy
Canvas. This not only
helps to build your
strategy, it also makes
sure that everyone is
working from the same
overall picture.
• The Strategy Canvas is
a one-page visual that
tells a story in the form
of a graph.
The horizontal axis shows the key factors that the industry
competes on, while the vertical shows the offering level that
buyers receive or experience for each of these factors.
• The blue ocean team first identifies between
five and twelve key competing factors for the
“As-Is” Strategy Canvas.
• Factors can relate to an offering’s product,
service, or delivery platforms, but all should
describe a key aspect of the offering from
the buyer’s point of view.
• For example, a charity’s list of factors for the
fund-raising industry might include pity
pleas, soliciting grants, year-round events,
recognition of donors, and so on.
BLUE OCEAN SHIFT: Exercise Template
High
Offering Level
Low
Price
© Chan Kim & Renée Mauborgne. Blue Ocean Shift. All Rights Reserved.
• Once the team has decided
on the key factors list, pick a
best player against which to
plot the offering as a
reference; either the
industry leader or your
strongest competitor.
• Then, using a five-point
scale from very low to
average to very high, have
the team rate the offering
level of each factor for your
product and then for the
reference company.
BLUE OCEAN SHIFT: Exercise Template
List the key factors the industry currently competes on Rate on a 1-5 Likert- type scale Rate on a 1-5 Likert- type scale
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
© Chan Kim & Renée Mauborgne. Blue Ocean Shift. All Rights Reserved.
• Selagi mengidentifikasi
faktor-faktor persaingan
utama yang akan muncul di
sumbu horizontal, pastikan
untuk menjabarkan dari
sudut pandang pembeli,
bukan organisasi
• Orang – orang baik atau
teknologi canggih adalah
contoh faktor organisasi
yang orang sering keliru
anggap sebagai faktor
persaingan utama.
• Orang – orang baik, di
mata pembeli bisa menjadi
kecepatan layanan
terhadap konsumen.
Teknologi Canggih bisa
diterjemahkan menjadi
kemudahan penggunaan.
Step Three : Imagine Where You Could Be
• Now that the team has a
strategic overview of the
current state of play, the next
step is to help them envisage
how they might shift from the
current red ocean into a new
blue ocean.
• This means charting the
hidden constraints in the
industry and identifying the
new demand that could be
unlocked.
• Develop an overview of all the
underlying assumptions and boundaries
that make up the ‘pain points’ that limit
the industry.
• These are not just constraints, they are
Draw up opportunities to change the picture.
How long does it How long does Does the product Do you need other Does the product Does use of the
take to find the it take to get require training or products and require external product create
product you the product expert assistance? services to make this maintenance? waste items?
need? delivered? product work?
Is the product easy to How easy is it to How easy is it to
Is the place of How difficult is store when not in If so, how costly are maintain and dispose of the
purchase it to unpack use? they? upgrade the product?
attractive and and install the product?
How effective are the How much time do Are there legal
accessible? new product?
product’s features and they take? How costly is or
How secure is the Do buyers functions? maintenance? environmental
How easy are they to
transaction have to issues in
Does the product or obtain?
environment? arrange disposing of the
service deliver far
delivery product safely?
How rapidly can more power or options
themselves? If
you make a than required by the How costly is
yes, how costly
purchase? average user? Is in disposal?
and difficult is
overcharged with bells
this?
and whistles?
Uncovering Blocks to Buyer Utility
Uncovering blocks to buyer utility can identify the most compelling hot spots
to unlock exceptional utility.
Purchase Delivery Use Supplements Maintenance Disposal
Customer Productivity: In which stage are the biggest blocks to customer productivity?
Fun and Image: In which stage are the biggest blocks to fun and image?
Eliminate Raise
Reduce Create
Key Factors
Your Company’s Offering Your Competitor’s Offering
Key Competing Factors Level Level
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
1 2 3 4 5 1 2 3 4 5
Step Five : Make Your Move
• The final step in
launching the Blue
Ocean Shift involves
holding a Blue Ocean
Fair and creating the
Business Model.
• To decide which
strategic offering to
pursue, hold a Blue
Ocean Fair that brings
all of the team
members together
with the organization’s
key decision makers,
along with some
customers and non-
customers, over the
course of a few hours
▪ Give an overview of the current red
ocean reality in the industry and make
the case for a Blue Ocean Shift.
▪ The team presents each of the strategic
options they created, summarizing the
benefits for buyers or users and
outlining the economic benefits to the
organization.
▪ Attendees move around the room,
The Fair should visiting a display station for each option
be structured as with poster-sized versions of the to-be
Canvas from Step Four and the
follows: Eliminate-Reduce- Raise-Create grid.
▪ The attendees vote for the options they
consider most compelling. One this is
complete, ask attendees for the
rationale behind their votes.
▪ The executive team decides which Blue
Ocean option to pursue.
Finally, it is time
to roll out your
Blue Ocean
Shift. For the
smartest Rollout
Strategy, start
small – to iron
out any last-
minute bugs
and hiccups –
then go fast and
wide.