Blue ocean promoting
Do You Have the Mind of a Blue Ocean Strategist?
How do blue ocean strategists see new opportunities where others see only red oceans of declining profits and slow growth? They don’t get taken in by what everyone else takes for granted. They embrace a perspective that helps them challenge long-held assumptions and recognize the artificial boundaries we unknowingly impose upon ourselves. Their perspective is different from the market-competing logic that dominates the way many business executives and entrepreneurs think.
Am I a blue ocean promotor?
Well I do not follow industry guide lines, I do not copy the strategies of others and I certainly do not try to compete with others in the same industry, I create my own space and ignore trending which often can be a distraction from a simple goal of popularity which is very similar to the workings of very successful companies like GoDaddy who everyone has heard of because they a blue ocean thinker, why is this?, ok back in the days when website domains were selling at $100. They began selling them at $10. This alone removed them away from red ocean strategists and any competition and placed them firmly into blue ocean strategy.
So as to the original question I must answer yes I promote as a blue ocean promotor.
To find out if you are a blue ocean strategist, ask yourself the following questions about your own perspective. Consider how each guiding principle can help you see opportunities where before only constraints were visible.
- Do you take industry conditions as given? Or do you reshape them in your favor?
When executives develop strategy, they nearly always begin by analyzing the environment: Is the industry growing or shrinking? Is customer demand up or down? Most executives build their strategies based on such assessments. In other words, structure shapes strategy.
When faced with intense competition, declining demand and increasing costs, blue ocean strategists do not take industry practices as a given. What they recognize, and what most of us forget, is that while the industry conditions exist, individual firms created them. Industry boundaries are not fixed.
Just as individual firms created existing industry conditions, individual people and firms can shape them too.
A blue ocean strategist doesn’t let the structure of the industry shape his or her strategy because, just as individual firms created existing industry conditions, individual firms can shape them too. From Apple in the consumer electronics industry to Cirque du Soleil in the circus industry, or even DryBar which created the “only-blowouts” marketspace in US hair salons, the examples are endless.
While shared industry logic may help you make sense of the world, it dramatically restricts your creative thinking and understanding of what is possible and profitable.
- Do you try to beat the competition? Or do you make the competition irrelevant?
Most organizations are stuck in the trap of competing. Having accepted the industry structure as a given, executives benchmark their rivals and focus on outperforming them to achieve a competitive edge advantage. The irony is that focusing on building a competitive advantage leads to imitative, not innovative, approaches to the market.
Put more simply, the more you focus on benchmarking and outpacing the competition, the more your strategy will look like your competitors. Is this something your company does all too often?
Stop looking at what industries are competing on and start looking at what the mass of buyers actually values.
Click to tweet
But let’s take a step back. Every winning company, by definition, has a competitive advantage. So, a competitive advantage is a good thing. The problem is that when managers are urged to secure a competitive advantage, they automatically look to the competition. Rather than looking at what buyers’ value, managers end up defining the strategy based on the competition.
A blue ocean strategist, on the other hand, doesn’t focus on benchmarking or imitating competitors, or on trying to improve on their best practices. Instead, they focus on how to make the competition irrelevant.
Ask yourself– what would it take to win over the mass of buyers, even with no marketing? You want to create an offering so compelling that anyone who sees or tries it can’t help but rave about it. Stop looking at what industries are competing on and start looking at what the mass of buyers actually values.
I have a lot more of this to bring to you because I promote blue ocean driven companies and certainly one in particular:
- It operates blue ocean strategies
- It is removed from competition
- It invest time and money into people
- It deploys open ended strategies for it’s affiliates
- It has digital and real tangible products
It is completely global, meaning no matter where you are you can become a part of it all,