Blue Ocean Strategy Book Vs Blue Ocean Business Model - DR Rod King

BLUE OCEAN STRATEGY vs. BLUE OCEAN‐BUSINESS MODEL
Instantly Learn and Apply Best Practice Tools for Exponential Business Growth

Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation

rodkuhnking@sbcglobal.net & http://businessmodels.ning.com

Blue Ocean Map (“One‐Page Blue Ocean Strategy” for Simply Mapping, Designing, Executing, and Monitoring a Blue Ocean Strategy)
IDEAL BLUE OCEAN (FINAL RESULT) Fractal Market Segmentation of ……………………………………………………………………….
∞

Revenue

BLUE OCEAN
Highly differentiated and
premium-priced/free business model

Blue Ocean Strategy
(+): DELIGHT
RED OCEAN
Lowly differentiated and
Red Ocean Strategy low-cost business model
(Uncontested Market Space or New Category) (‐): PAIN No. of Competitors
BOBM1.1. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
3 QUESTIONS FOR YOUR BLUE OCEAN‐BUSINESS MODEL

1. WHERE ARE YOU AT THE MOMENT (IN THE INDUSTRY)?
‐ Current Revenue: ……………………….………………….
‐ Current No. of Direct Competitors: ……………………….………………….

2. WHERE WOULD YOU LIKE TO BE (IN 1/2/3 YEARS)?
‐ Future (Desired) Revenue: ……………………….………………….
‐ Future No. of Direct Competitors: ……………………….………………….
‐ Uncontested Customer Experience: ……………………….………………………………….

3. HOW WILL YOU GET TO THE BLUE OCEAN?
‐ Design, Test, and Validate Blue Ocean Strategy
‐ Design, Test, and Validate Blue Ocean‐Business Model
‐ Implement and Monitor Blue Ocean Strategy as well as Blue Ocean‐Business
Model
‐ Adapt Blue Ocean Strategy and Blue Ocean‐Business Model, as Necessary

BLUE OCEAN VOICE FOR “BLUE OCEAN STRATEGY BOOK” vs. “BLUE OCEAN‐BUSINESS MODEL”
A) QUESTIONS FOR DETERMINING CUSTOMER DELIGHT AND NEEDS No. 1 Date: March 16, 2009
Name of Product/Service/Facility: “Blue Ocean Strategy” book Functionality: To present tools for creating a Blue Ocean Strategy
Customer’s Intent: To develop a Blue Ocean‐Business Model Business/Industry: Publishing/Business Education (Consulting)
Focus of Customer Experience: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
A1) What do you like regarding the object (product/service/facility)?
• Compelling storytelling and presentation of cases illustrating use of the Blue Ocean Strategy.
• Metaphor that distinguishes Red and Blue Ocean companies as well as their market spaces.
• Blue Ocean Strategy move as more critical than static historical factors in explaining extraordinary success in business.
• Methodology for Blue Ocean Strategy that integrates tools for strategic marketing, branding, Value Innovation, and strategy execution.
• Focus of Blue Ocean Strategy on non‐customers and reconstruction of existing market boundaries.
A2) What would you need regarding the object (product/service/facility)?
• A Software Application/Manual for systematically using methodology or process for Blue Ocean Strategy.
• A Software Application/Manual for systematically developing Blue Ocean‐Business Models.
• Instructions for systematically developing tactics, action plans, and projects with a view to implementing Blue Ocean Strategy.
• Workflow for translating, executing, and monitoring a Blue Ocean Strategy as in the case of using the Balanced Scorecard.
• Applications/Examples of using the Blue Ocean Strategy in public sector and NGO projects such as in urban planning and social business.

B) QUESTIONS FOR DETERMINING CUSTOMER PAIN AND DISSATISFACTION
B1) What DON’T you like regarding the object (product/service/facility)?
• The Blue Ocean Strategy book is not easy to fully understand. A Blue Ocean Strategy cannot immediately be developed. No procedure is
described for recognizing, selecting, and ‘weighing’ the importance of factors or dimensions on the Strategy Canvas. There is no
distinction between factors of customer delight and factors of customer pain. Also, there is no systematic procedure or tactics for
eliminating emerging trade‐offs on the Strategy Canvas. Further, the Four Actions Framework (Eliminate‐Reduce‐Raise‐Create) is not
linked to a process such as brainstorming for generating and evaluating more specific ideas, initiatives, and targets/success criteria.
• Reading the whole book of 216 pages takes an inordinate amount of time.
• The Blue Ocean Strategy is targeted at the private sector. The framework in the book does not facilitate application of Blue Ocean
Strategy to public sector projects. In particular, Blue Ocean Strategy is not presented as a methodology for creative problem solving
and innovation.
• The book largely consists of text; very little graphics.
• The Blue Ocean Strategy book is not ubiquitously available.
• The book costs US$27.95 (rather expensive!).
B2) What DON’T you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..

BENCHMARKING OF VOICE No……… Date: March 16, 2009
Name of Product/Service/Facility: BOS book/Blue Ocean‐Bus. Model Functionality: To quickly develop business models
Customer’s Intent: To develop a Blue Ocean‐Business Model Business/Industry: Publishing/Business Education (Consulting)
A) CUSTOMER DELIGHT AND NEEDS
Item List below what you like or would need Level of Importance Score for DELIGHT or NEED for Product/Service/Facility

regarding the Object: Product/Service/Facility or Weight (1‐10) 1: Low; 10: High
(1‐10) Blue Ocean Low‐end Average “Blue Ocean
1: Low; 10: High Bus. Model Alternative Alternative Strategy” book
1 Simplicity (How simple to read and immediately 9 8 2
use?)
2 Speed (How fast to read and digest?) 9 8 2
3 Versatility (Application to many other situations?) 7 9 5
4 Visuals (What percentage of illustrations?) 8 7 4
5 Accessibility (Is it available everywhere on 24x7?) 10 8 3
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
B) CUSTOMER PAIN AND DISSATISFACTION
Item List below what you DON’T like or would NOT Level of Importance Score for PAIN or DISSATISFACTION for Product/

need regarding the Object: Product/Service/ or Weight Service/Facility (1‐10) 1: Low; 10: High
Facility (1‐10) Blue Ocean Low‐end Average “Blue Ocean
1: Low; 10: High Bus. Model Alternative Alternative Strategy” book
1 Price (How expensive?) 10 1 8
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

RADIAL STRATEGY CANVAS (CUSTOMER EXPERIENCE CURVE) FOR “BLUE OCEAN STRATEGY” BOOK vs. BLUE OCEAN‐BUSINESS MODEL
Price
10
8
6
Accessibility Simplicity
4
2
0
Visuals Speed
Versatility
"Blue Ocean Strategy" book Blue Ocean‐Business Model

BOBM3. Blue Ocean‐Business Models. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com
Template for Blue Ocean Actions

A1) SATISFIERS (+) A2) DELIGHTERS (+)

Core strengths/features/requirements Breakthrough opportunities/features
Action: Raise Action: Create

* Differentiation/Novelty/Uniqueness * Value/Functionality: Visual (iPhone) App for
* Visuals * Accessibility (24x7) Blue Ocean Map and Business Models
* Integration/Connections/Collaboration * Versatility: Private and Public Projects; NGO
BLUE OCEAN ACTIONS:
Template for Organizing Responses to
Questions for Creating
Uncontested Customer Experiences
PRODUCT/SERVICE/FACILITY:
BLUE OCEAN‐BUSINESS MODEL
B1) DISSATISFIERS (‐) B2) WASTERS (‐)
Basic weaknesses/features/needs ‘Threats’ or overshot or wasteful features
Action: Reduce Action: Eliminate
* Complexity/Information Overload * Price
* Time for Reading

Blue Ocean Dashboard for Blue Ocean‐Business Model Project Date: March 16, 2009
Name of Product/Service/Facility: Blue Ocean‐Business Model Functionality: To visually develop Blue Ocean‐Business Models
Customer Value Proposition: “Blue Ocean‐Business Models in No Time” Business/Industry: Publishing/Business Education (Consulting)
Goal/Objective: To create an uncontested customer experience, acquire massive amount of customers, and make the competition irrelevant
BUSINESS SYSTEM Description Performance Objectives: 2010 Blue Ocean Actions (Customer Experience Quotient) Initiatives/

(“SEMPORCE”) of Best Current/ Projects
Cost (‐) Revenue (+) Other Raise Create Reduce Eliminate Other
ELEMENTS Future Resources
($) ($) Criteria (+) (+) (‐) (‐)
S: Suppliers/Materials Online community
E: Employees/Know‐ Facilitators/IP on Producti‐vity
ledge Assets/Culture Business Models
M: Machinery/ Computers/Online
Equipment/Facility Library of Bus. Models
P: Processes/ Open collaboration/ Defects: Six
Activities innovation/marketing Sigma
O: Outputs Blue Ocean Map/ Freemium Delight/ Novelty Functionality Complexity Price
‐ Product Model/iPhone App Pricing Defects Visuals Versatility Reading time
‐ Service Talks/Training/ Hourly fees Delight/
Consulting/Licensing Royalties Defects
R: Retailers/ SN‐Internet/Word‐of‐
Distributors/Channels mouth/Volunteers
C: Customers/ Visual planners/entre‐ Delight/
Consumers preneurs/startups Pain
E: Environment Virtual/Physical
‐ Competitors Blue Ocean Strategy
(BOS) Book/Trainers
‐ Non‐customers Users of BOS book
‐ Partners Bus. Planners/NGOs
‐ Investors Dr. Rod King ROI
‐ Community/Gov. Online/Global
BUSINESS MODEL: Business • “Fremium” Business Model Blue Ocean
(How does the organization work to deliver its Experience • Open Business Model Innovation/Collaboration Program
ROI (%):
value proposition to customers & investors?) Quotient

S O
W T
Impact (SOWT) Analysis Dashboard for Blue Ocean‐Business Model Project Date: March 16, 2009
Name of Product/Service/Facility: Blue Ocean‐Business Model Functionality: To visually develop Blue Ocean‐Business Models
Customer Value Proposition: “Blue Ocean‐Business Models in No Time” Business/Industry: Publishing/Business Education (Consulting)
Goal/Objective: To create an uncontested customer experience, acquire massive amount of customers, and make the competition irrelevant
BUSINESS SYSTEM Description Performance Objectives: 2010 IMPACTS: Strengths, Opportunities, Weaknesses, and Threats

(“SEMPORCE”) of Best Current/
Cost: ‐ Revenue: + Other S: Strengths O: Opportunities W: Weaknesses T: Threats
($) ($) Criteria (+) (+) (‐) (‐)
S: Suppliers/Materials Online community
E: Employees/Know‐ Facilitators/IP on Productivity
ledge Assets/Culture Business Models Innovation
M: Machinery/ Computers/Online
Equipment/Facility Library of Bus. Models
P: Processes/ Open collaboration/ Defects: Six
Activities innovation/marketing Sigma
O: Outputs Blue Ocean Map/ Freemium Delight/ Simple to use;Free Use by SMEs and Sparse notes; Unauthorized use
‐ Product Model/iPhone App Pricing Defects Comprehensive entrepreneurs focus is on visuals in training
‐ Service Talks/Training/ Hourly fees Delight/
Consulting/Licensing Royalties Defects
R: Retailers/ SN‐Internet/Word‐of‐
Distributors/Channels mouth/Volunteers
C: Customers/ Visual planners/entre‐ Delight/Pain
Consumers preneurs/startups
E: Environment Virtual/Physical
‐ Competitors Blue Ocean Strategy
(BOS) Book/Trainers
‐ Non‐customers Users of BOS book
‐ Partners Bus. Planners/NGOs
‐ Investors Dr. Rod King ROI
‐ Community/Gov. Online/Global
BUSINESS MODEL: Business
(How does the organization work to deliver its Experience
ROI (%):

4 PERSPECTIVES AND QUESTIONS FOR BALANCING A
BLUE OCEAN DASHBOARD

1. INVESTOR PERSPECTIVE
‐ HOW WILL THE BUSINESS MAKE MORE MONEY (EXTRAORDINARY PROFIT)?

2. CUSTOMER PERSPECTIVE
‐ HOW WILL CUSTOMERS EXPERIENCE THE GREATEST DELIGHT AND LEAST PAIN?

3. PROCESS PERSPECTIVE
‐ WHAT PROCESSES AND STRATEGIES WILL GENERATE EXTRAORDINARY PROFIT AS
WELL AS DELIVER ITS VALUE PROPOSITION TO CUSTOMERS/CONSUMERS?

4. EMPLOYEE PERSPECTIVE
‐ WHAT ATTRIBUTES, SKILLS, COMPETENCES, RESOURCES, AND OUTPUTS
SHOULD EMPLOYEES HAVE IN ORDER TO SUSTAIN A WORKFLOW AND
CULTURE THAT DELIVER EXTRAORDINARY VALUE TO CUSTOMERS AND
INVESTORS?

Evolution of Business Management Concepts and Tools That Explain Extraordinary Growth and Profitability of Businesses

BUSINESS MANAGEMENT “BLUE OCEAN‐BUSINESS

Environment
(Supersystem)

CONCEPTS, THEORIES, AND
TOOLS
MODELS”
?

“BLUE OCEAN STRATEGY” “BLUE OCEAN‐BUSINESS
“BUILT TO LAST” MODELS”
SPACE System “IN SEARCH OF EXCELLENCE”
(Product)

Highly successful habits or factors Concepts, tools, and strategic Visual concepts and tools for
of companies that display extra‐ moves for explaining extra‐ mapping, designing, executing,

Elements ordinary growth, profitability, and ordinary business success as well and monitoring the performance
longevity as executing a Blue Ocean of Blue Ocean Strategy as well as
Strategy Blue Ocean‐Business Models

INITIAL IDEA Past Present Future

(“SEED”)
TIME

Portfolio of Tools for Developing Blue Ocean‐Business Models

1) Blue Ocean Map & 2) Blue Ocean Voice & 3) Radial Strategy Canvas (Customer
Experience Curve)
3 Questions for Your Blue Ocean‐ Benchmarking of Voice
Business Model

4) Blue Ocean Actions 5) Blue Ocean Dashboard, Impact

(SOWT) Analysis Dashboard, & 4
BLUE OCEAN‐BUSINESS MODEL Perspectives and Questions for
TOOLS FOR EXPONENTIAL Balancing a Blue Ocean Dashboard
BUSINESS GROWTH
6) Zoomable Blue Ocean 7) TOMCAT (Trade‐Off Matrix) 8) Template of Classic Zoomable

Dashboard, Business Model Cost‐ Page & Template of System Evolution
streams and Workflow, & Business

Model Revenue‐streams

Blue Ocean Map (“One‐Page Blue Ocean Strategy” for Simply Mapping, Designing, Executing, and Monitoring a Blue Ocean Strategy)
IDEAL BLUE OCEAN (FINAL RESULT) Fractal Market Segmentation of ……………………………………………………………………….
∞

Revenue

BLUE OCEAN
Highly differentiated and
premium-priced/free business model

Blue Ocean Strategy
(+): DELIGHT
RED OCEAN
Lowly differentiated and
Red Ocean Strategy low-cost business model
(Uncontested Market Space or New Category) (‐): PAIN No. of Competitors
3 QUESTIONS FOR YOUR BLUE OCEAN‐BUSINESS MODEL

1. WHERE ARE YOU AT THE MOMENT (IN THE INDUSTRY)?
‐ Current Revenue: ……………………….………………….
‐ Current No. of Direct Competitors: ………………………………………….

2. WHERE WOULD YOU LIKE TO BE (IN 1/2/3 YEARS)?
‐ Future (Desired) Revenue: …………………….…………………….
‐ Future No. of Direct Competitors: ………………………………………….
‐ Uncontested Customer Experience: ……………………….………………………………….

3. HOW WILL YOU GET TO THE BLUE OCEAN?
‐ Design, Test, and Validate Blue Ocean Strategy
‐ Design, Test, and Validate Blue Ocean‐Business Model
‐ Implement and Monitor Blue Ocean Strategy as well as Blue Ocean‐Business
Model
‐ Adapt Blue Ocean Strategy and Blue Ocean‐Business Model, as Necessary

BLUE OCEAN VOICE
A) QUESTIONS FOR DETERMINING CUSTOMER DELIGHT AND NEEDS No……… Date: …….…………….…….…..
Name of Product/Service/Facility: ……………………………………………………………… Functionality: ……………….………………….…………….…..……………………
Customer’s Intent: ……………..……………………………………….…………………..……...… Business/Industry: ………………..........…………………..…….……………..
A1) What do you like regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
A2) What would you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
B) QUESTIONS FOR DETERMINING CUSTOMER PAIN AND DISSATISFACTION

B1) What DON’T you like regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
B2) What DON’T you need regarding the object (product/service/facility)?
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..
………………………………………………………….……………………………………………………………………………………………..……………………………………………………………..

BENCHMARKING OF VOICE (VOICE OF INDEPENDENT CUSTOMER EXPERIENCE) No……… Date: …….…………….…………..
Name of Product/Service/Facility: ……………………………………………………………… Functionality: ……………….………………….…………….…..……………………
Customer’s Intent: ……………..……………………………………….…………………..……...… Business/Industry: …………………………………..…….……………….……..
A) CUSTOMER DELIGHT AND NEEDS
Item List below what you like or would need regarding Level of Importance Score for DELIGHT or NEED for Product/Service/Facility

the Object: Product/Service/Facility or Weight (1‐10) 1: Low; 10: High
(1‐10) Given Low‐end Average High‐end
1: Low; 10: High Object Alternative Alternative Alternative
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

B) CUSTOMER PAIN AND DISSATISFACTION
Item List below what you DON’T like or would Level of Importance Score for PAIN or DISSATISFACTION for Product/

NOT need regarding the Object: Product/Service/ or Weight Service/Facility (1‐10) 1: Low; 10: High
Facility (1‐10) Given Low‐end Average High‐end
1: Low; 10: High Object Alternative Alternative Alternative
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

RADIAL STRATEGY CANVAS (CUSTOMER EXPERIENCE CURVE) FOR …………………………………………….………………………………………………………
Pain 1
10
8
6
Delight 5 Delight 1
4
2
0
Delight 4 Delight 2
Delight 3
Worst Product Ideal Product

Template for Blue Ocean Actions

A1) SATISFIERS (+) A2) DELIGHTERS (+)

Core strengths/features/requirements Breakthrough opportunities/features

Action: Raise Action: Create

BLUE OCEAN ACTIONS:
Template for Organizing Responses to
Questions for Creating
Uncontested Customer Experiences
PRODUCT/SERVICE/FACILITY:
B1) DISSATISFIERS (‐) B2) WASTERS (‐)
Basic weaknesses/features/needs ‘Threats’ or overshot or wasteful features
Action: Reduce Action: Eliminate

Blue Ocean Dashboard for …………………………………………………………………………………………. Date: ……………………………….
Name of Product/Service/Facility: ……………………………..…………………….. Functionality: …………………………………………………………………….…
Customer Value Proposition: ……………………………………………………………………. Business/Industry: ………………..........…………………..….……………..
Goal/Objective: …………………………………………………………………………………………………………………………………………………………………………………………….
BUSINESS SYSTEM Description Performance Objectives: 20…… Blue Ocean Actions (Customer Experience Quotient) Initiatives/

(“SEMPORCE”) of Best Current/ Projects
Cost: ‐ Revenue: + Other Raise Create Reduce Eliminate Other
($) ($) Criteria (+) (+) (‐) (‐)
S: Suppliers/Materials
E: Employees/Know‐
ledge Assets/Culture
M: Machinery/
Equipment/Facility
P: Processes/
Activities
O: Outputs
‐ Product
‐ Service
R: Retailers/
Distributors/Channels
C: Customers/
Consumers
E: Environment
‐ Competitors
‐ Non‐customers
‐ Partners
‐ Investors
‐ Community/Gov.
BUSINESS MODEL: Business IDEAL BLUE OCEAN STRATEGY (How to create an uncon‐ Blue Ocean
(How does the organization work to deliver its Experience tested customer experience and uncontested business Program
ROI (%):
value proposition to customers & investos?) Quotient model as well as make the competition irrelevant?)

S O
W T
Impact (SOWT) Analysis Dashboard for ………………………………………………………………………………. Date: ……………………………….
Name of Product/Service/Facility: ……………………………..…………………….. Functionality: …………………………………………………………………….…
Customer Value Proposition: ……………………………………………………………………. Business/Industry: ………………..........…………………..….……………..
Goal/Objective: ……………………………………………………………………………………………………………………………………………………….…………………..……………….
BUSINESS SYSTEM Description Performance Objectives: 20…… IMPACTS: Strengths, Opportunities, Weaknesses, and Threats

(“SEMPORCE”) of Best Current/
Cost: ‐ Revenue: + Other S: Strengths O: Opportunities W: Weaknesses T: Threats
($) ($) Criteria (+) (+) (‐) (‐)
S: Suppliers/Materials
E: Employees/Know‐
ledge Assets/Culture
M: Machinery/
Equipment/Facility
P: Processes/
Activities
O: Outputs
‐ Product
‐ Service

R: Retailers/
Distributors/Channels
C: Customers/
Consumers
E: Environment
‐ Competitors
‐ Non‐customers
‐ Partners
‐ Investors
‐ Community/Gov.
BUSINESS MODEL: Business
(How does the organization work to deliver its Experience
ROI (%):

4 PERSPECTIVES AND QUESTIONS FOR BALANCING A
BLUE OCEAN DASHBOARD
1. INVESTOR PERSPECTIVE
‐ HOW WILL THE BUSINESS MAKE MORE MONEY (EXTRAORDINARY PROFIT)?

2. CUSTOMER PERSPECTIVE
‐ HOW WILL CUSTOMERS EXPERIENCE THE GREATEST DELIGHT AND LEAST PAIN?

3. PROCESS PERSPECTIVE
‐ WHAT PROCESSES AND STRATEGIES WILL GENERATE EXTRAORDINARY PROFIT AS
WELL AS DELIVER ITS VALUE PROPOSITION TO CUSTOMERS/CONSUMERS?

4. EMPLOYEE PERSPECTIVE
‐ WHAT ATTRIBUTES, SKILLS, COMPETENCES, RESOURCES, AND OUTPUTS
SHOULD EMPLOYEES HAVE IN ORDER TO SUSTAIN A WORKFLOW AND
CULTURE THAT DELIVER EXTRAORDINARY VALUE TO CUSTOMERS AND
INVESTORS?

Template for 4 Perspectives and Questions for Balancing a Blue Ocean Dashboard

INVESTOR PERSPECTIVE EMPLOYEE PERSPECTIVE

• How will the business make more • What attributes, skills, resources, and

money (extraordinary profit)? outputs should employees have in
order to sustain a workflow and
culture that deliver extraordinary
value to customers and investors?

4 PERSPECTIVES AND
QUESTIONS FOR BALANCING

A BLUE OCEAN DASHBOARD

CUSTOMER PERSPECTIVE PROCESS PERSPECTIVE
• How will customers experience the • What processes and strategies will
greatest delight and least pain? generate extraordinary profit as well
as deliver its value proposition to
customers/consumers?
Template for Zoomable Blue Ocean Dashboard

S: SUPPLIERS/MATERIALS E: EMPLOYEES/KNOWLEDGE ASSETS/ M: MACHINERY/EQUIPMENT/
CULTURE FACILITY

E: ENVIRONMENT BUSINESS MODEL (20…….) P: PROCESSES/STRATEGIES
• Competitors [Uncontested Customer Experience/ • Brand/PR/Marketing Strategy

• Non‐customers/Non‐consumers Customer Value Proposition/Business Goal • Revenue‐generating Strategy
• Partners (“BHAG”)/Strategic Intent/Vision/Ideal • Cost‐reduction Strategy
• Investors Solution/Revenue, Cost, Profit, and ROI]: • Value Innovation (Trade‐off) Strategy
• Gov./Community/Society/Env. • Competitive Advantage Strategy
C: CUSTOMERS/CONSUMERS R: RETAILERS/DISTRIBUTORS/ O: OUTPUTS/PRODUCT/SERVICE

CHANNELS/INTERFACE

Template for Business Model Cost‐streams and Workflow
Template for Business Model Cost‐streams and Workflow

CULTURE FACILITY

• Competitors COST‐STREAMS/WORKFLOW: • Procurement; HR Mngt; Operations

• Non‐customers/Non‐consumers • Technology/R & D/Innovn/Production
• Partners • Marketing/Branding/PR/Sales
• Investors • Distribution/Logistics/Partnering
• Gov./Community/Society/Env. • Customer Service (Relationship Mngt)

CHANNELS/INTERFACE

Template for Business Model Revenue‐streams
Template for Business Model Revenue‐streams

CULTURE FACILITY

• Competitors POSSIBLE SOURCES OF REVENUE: • Sale of Product/Service/Information

• Non‐customers/Non‐consumers • Subscription/Membership/Sale of Biz
• Partners • Transaction/Commission Fees
• Investors • Advertising/Affiliate/Partner Fees
• Gov./Community/Society/Env. • Licensing/Syndication/Sponsorship

CHANNELS/INTERFACE

TOMCAT (Trade‐Off Matrix of Customer Aspirations And Troubles): How to Quickly Organize and Document Blue Ocean‐Business Models as
well as Determine (Non‐)Customer Trade‐offs, Value Propositions, Business Opportunities, Strategies, and Design/Brainstorming Objectives
Customer’s Intent/Job: ……………..……………………………………….…………………..……...… (Non‐)Customers/Industry: ……………….…………………….……..
Focus of (Non‐)Customer: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
Breakthrough Question: HOW TO MAKE (THE PRODUCT/ENTERPRISE/INDUSTRY OF) ……………..……………......……….…….....……… IRRELEVANT?
(Non‐)Customer Needs (‐) 1 2 3 4 5 6 7 8 9 10
Reduce/Eliminate Cost Mainten‐ Time Defects/ Weight/ Effort/ Staff Complexity/ Rigidity/ Pain/
(Relative to Industry Standard) ance/ (Delivery/ Complaints/ Size/ Friction/ Depend‐ Information Inaccess‐ Barriers/
(+) Raise/Create Upgrade Aging) Waste Tool Energy ency Overload ibility Pollution
1 Value/Functionality
2 Quality/Automation
3 Performance/Productivity
4 Differentiation/Novelty/
Uniqueness/Form/Fractality
5 Speed/Agility
6 Aesthetics/Visual Appeal/Color
7 Ease of Use/Simplicity
8 Convenience of Use
9 Customer Service/Support
10 Fun/Entertainment/Adventure
11 Star Performers/Celebrities
12 Prestige/Legacy/Amenities
13 Wide Choice/Versatility
14 Hygiene/Cleanliness
15 Integration/Connectivity
16 Power/Strength/Wisdom
17 Accuracy/Reliability
18 Security/Safety/Health
19 Collaboration/Communication
20 Customization/Personalization
Template for a Classic Zoomable Page

Template for Illustrating Evolution of a System

Environment
(Supersystem)

PRESENT SYSTEM:
SPACE System

Elements

INITIAL IDEA Past Present Future

(“SEED”)
TIME


REFERENCES
1. Kaplan, R.S.; Norton, D.P. (1996) The Balanced Scorecard. Boston:
Harvard Business School (HBS) Press.
2. Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston:
3. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston:
4. King, R. (2009) The Infinitely Zoomable Page: The Ideal Tool for
Business Model Thinking, Design, and Innovation. Fresno: Ideal‐
Solution Management.

Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation
rodkuhnking@sbcglobal.net & http://businessmodels.ning.com

Blue Ocean Strategy Book Vs Blue Ocean Business Model - DR Rod King

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Blue Ocean Strategy Book Vs Blue Ocean Business Model - DR Rod King

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(Uncontested Market Space or New Category) (‐): PAIN No. of Competitors

A) QUESTIONS FOR DETERMINING CUSTOMER DELIGHT AND NEEDS No. 1 Date: March 16, 2009

Item List below what you like or would need Level of Importance Score for DELIGHT or NEED for Product/Service/Facility

Item List below what you DON’T like or would NOT Level of Importance Score for PAIN or DISSATISFACTION for Product/

Action: Raise Action: Create

BUSINESS SYSTEM Description Performance Objectives: 2010 Blue Ocean Actions (Customer Experience Quotient) Initiatives/

BUSINESS SYSTEM Description Performance Objectives: 2010 IMPACTS: Strengths, Opportunities, Weaknesses, and Threats

INITIAL IDEA Past Present Future

4) Blue Ocean Actions 5) Blue Ocean Dashboard, Impact

6) Zoomable Blue Ocean 7) TOMCAT (Trade‐Off Matrix) 8) Template of Classic Zoomable

(Uncontested Market Space or New Category) (‐): PAIN No. of Competitors

A) QUESTIONS FOR DETERMINING CUSTOMER DELIGHT AND NEEDS No……… Date: …….…………….…….…..

Item List below what you like or would need regarding Level of Importance Score for DELIGHT or NEED for Product/Service/Facility

Item List below what you DON’T like or would Level of Importance Score for PAIN or DISSATISFACTION for Product/

BUSINESS SYSTEM Description Performance Objectives: 20…… Blue Ocean Actions (Customer Experience Quotient) Initiatives/

BUSINESS SYSTEM Description Performance Objectives: 20…… IMPACTS: Strengths, Opportunities, Weaknesses, and Threats

E: ENVIRONMENT BUSINESS MODEL (20…….) P: PROCESSES/STRATEGIES

• Competitors [Uncontested Customer Experience/ • Brand/PR/Marketing Strategy

C: CUSTOMERS/CONSUMERS R: RETAILERS/DISTRIBUTORS/ O: OUTPUTS/PRODUCT/SERVICE

E: ENVIRONMENT BUSINESS MODEL (20…….) P: PROCESSES/STRATEGIES

• Competitors COST‐STREAMS/WORKFLOW: • Procurement; HR Mngt; Operations

C: CUSTOMERS/CONSUMERS R: RETAILERS/DISTRIBUTORS/ O: OUTPUTS/PRODUCT/SERVICE

E: ENVIRONMENT BUSINESS MODEL (20…….) P: PROCESSES/STRATEGIES

• Competitors POSSIBLE SOURCES OF REVENUE: • Sale of Product/Service/Information

C: CUSTOMERS/CONSUMERS R: RETAILERS/DISTRIBUTORS/ O: OUTPUTS/PRODUCT/SERVICE

INITIAL IDEA Past Present Future

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