University of Cagliari Faculty of Economics a a

University of Cagliari, Faculty of Economics, a. a. 2012 -13 Business Strategy and Policy A course within the II level degree in Managerial Economics year II, semester I, 6 credits Lecturer: Dr Alberto Asquer aasquer@unica. it Phone: 070 6753399

Business Strategy and Policy Lecture 5 Strategic entrepreneurship and the Blue Ocean Strategy

Introduction 1. Strategic entrepreneurship 2. Blue Ocean Strategy 3. An example of Blue Ocean Strategy: [yellow tail] 4. The Strategy Canvass and the Four-Actions Framework 5. Other instances of Blue Ocean Strategy ------6. Summary

1. Strategic entrepreneurship The process of seeking opportunities and sources of (sustainable) competitive advantage that lead to superior firm performance Entrepreneurship: the undertaking of innovation in combination with financial and business skills with the aim of accomplishing economic gains Commonly: the start-up of new business ventures Sometimes: the undertaking of corporate ventures (e. g. , spin-offs) Strategic entrepreneurship: managing the firm in such a way as to undertake new business ventures that lead to superior performance in the long term It requires creativity, imagination, and opportunities; dealing with risk; stimulating and supporting innovation; managing change; mastering technology; and (sometimes) designing new business models

1. Strategic entrepreneurship Firms may undertake offensive strategies, that are explicitly intended to undercut competitors within the same industry and markets Offensive strategies generally aim to result in higher market share, higher profit margins, and higher growth rate than competitors They consist of. . . Offering comparable products/services at lower price than competitors Introducing next-generation technology products faster than competitors Imitating ideas and tactics of competitors Focusing attacks to the most lucrative segments of competitors and to the weakest competences of competitor

1. Strategic entrepreneurship In contrast, avoidance strategies relate to steering clear from face-toface confrontation with competitors (especially, when they are stronger!) Avoidance strategies entail finding ways to enter the market and gain market share in a way that does not (necessarily) harm competitors, therefore making competitors' retaliation more unlikely to happen Strategic entrepreneurship may be conceived as a type of avoidance strategy, insofar as it relates to “inventiveness” to define new approaches to the market that do not necessitate direct confrontation with other firms

2. Blue Ocean Strategy (Kim and Mauborgne, 2005)

2. Blue Ocean Strategy The Fundamentals of a successful strategy: Value Innovation Costs Value innovation Value

2. Blue Ocean Strategy Within any given industry, every firm seeks to raise value & cut costs in order to enhance value innovation and outperform the competitors The effect is more competition, i. e. , minor profit margins for everyone

2. Blue Ocean Strategy Within any given industry, every firm seeks to raise value & cut costs in order to enhance value innovation and outperform the competitors The effect is more competition, i. e. , minor profit margins for everyone A Red Ocean

2. Blue Ocean Strategy A successful strategy consists of “pulling ourself out” of the tough competition by venturing into unchartered “water” where no other competitors are present (yet) A Blue Ocean

2. Blue Ocean Strategy A comparison between red and blue oceans: Red Oceans Blue Oceans Compete in existing markets 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 firm value chain to the overall strategy (low cost or differentiation or focus) Align the firm value chain to seeking both differentiation and low cost

3. An example of Blue Ocean Strategy: [yellow tail]

3. An example of Blue Ocean Strategy: [yellow tail] The setting: the US wine industry, in 2000. . . The third largest aggregate consumption of wine worldwide Highly competitive industry Large share of California-based producers Several imported wines from France, Italy, Spain, Chile, Australia and Argentina Consolidation (8 companies produce more than 75% wine) Stagnant demand Battle for shelf space Rising marketing & advertising costs

3. An example of Blue Ocean Strategy: [yellow tail] The setting: the US wine industry, in 2000. . . The third largest aggregate consumption of wine worldwide Highly competitive industry Large share of California-based producers e v i t rac t e k r ma t. Italy, Spain, Chile, Australia t Several imported wines from France, a n a t and Argentina , no e g r a nd l a Consolidation (8 y B companies produce more than 75% wine) Stagnant demand Battle for shelf space Rising marketing & advertising costs

3. An example of Blue Ocean Strategy: [yellow tail] But. . .

3. An example of Blue Ocean Strategy: [yellow tail] But. . . 2000, Casella Wines introduced [yellow tail] in the US 2001, about 112, 000 cases were sold 2002, it became the fastest growing brand in the histories of both the Australian and the US wine industry; it was number one imported wine into the US (more than French and italian wines) 2003, it became number one red wine in 750 ml bottle sold in the US (more than the same Californian wines) 2005, about 7, 500, 000 cases sold

3. An example of Blue Ocean Strategy: [yellow tail] But. . . 2000, Casella Wines introduced [yellow tail] in the US 2001, about 112, 000 cases were sold 2002, it became the fastest growing brand in the histories of both the Australian and the US wine industry; it was number one imported ? t i o italian wines) d wine into the US (more than French and y he w t d i d Hoone red wine in 750 ml bottle sold in the US 2003, it became number (more than the same Californian wines) 2005, about 7, 500, 000 cases sold

4. The Strategy Canvass and the Four-Actions Framework Some tools for analysis within the Blue Ocean Strategy: The Strategy Canvass The Four-Actions Framework

4. The Strategy Canvass and the Four-Actions Framework A fresh way to picture the industry structure: the strategy canvas High Premium wines Budget wines Low Price Technical distinctions Noticeable marketing Aging quality Vineyard prestige Dimensions of competition Wine complexity Wine range

4. The Strategy Canvass and the Four-Actions Framework A fresh way to design innovative products: the four-actions framework Reduce Which factors should be reduced well below the industry's standards? Eliminate Which of the factors that the industry takes for granted should be eliminated? A new value curve Raise Which factors should be raised well above the industry's standards? Create Which factors should be created that the industry has never offered?

4. The Strategy Canvass and the Four-Actions Framework A fresh way to design innovative products: the four actions framework Reduce Which factors should be reduced well below the industry's standards? Eliminate Which of the factors that the industry takes for granted should be eliminated? Complex enological terms Relevance of aging quality Noticeable marketing A new value curve Wine complexity Wine range Vineyard prestige Create Which factors should be created that the industry has never offered? Raise Which factors should be raised well above the industry's standards? Price (vs. budget wines) Retail store involvement Easy drinking Ease of selection Fun & adventure

4. The Strategy Canvass and the Four-Actions Framework The design of a new product: [yellow tail] High Premium wines Budget wines Low Price Technical distinctions Noticeable marketing Aging quality Vineyard prestige Dimensions of competition Wine complexity Wine range Easy drink, ease of selection, fun and adventure

4. The Strategy Canvass and the Four-Actions Framework (www. yellowtailwine. com)

4. The Strategy Canvass and the Four-Actions Framework (www. yellowtailwine. com)

4. The Strategy Canvass and the Four-Actions Framework Some features of the [yellow tail] strategy: No heavy marketing & advertising investments No significant resource of distinctive capability No remarkably different or innovative product (it's a wine!) While. . . Reframing of the wine product experience in consumers' perception Appeal to non-wine consumers Positioning [yellow tail] as something “not commensurable” with other wines (is it a wine? )

5. Other instances of Blue Ocean Strategy Nintendo's Wii (2006) It created a radically different “game concept”' with respect to the traditional (i. e. , joystick or gamepad based) videogame consoles It attracted those who were traditionally “non-gamer”' (e. g. , parents) and offered new social venues for entertainment

5. Other instances of Blue Ocean Strategy Dell's computers (1990 s) It created a radically different retail and delivery system (i. e. , direct sales at low cost, customisable machines, and about 4 days delivery time) with respect to competitors It attracted those who had not bought computers before because of ease of access, customisation, and low price

5. Other instances of Blue Ocean Strategy

6. Summary Main points Strategic entrepreneurship consists of firms' efforts to undertake new business ventures that lead to superior performance in the long term Firms may undertake offensive strategies to undercut competitors within the same industry and markets, or avoidance strategies to steer clear of direct confrontation with competitors Blue Ocean Strategy provides an intellectual and methodological approach to designing strategies intended to guide firms into markets where competition is less intense Key tools are the Strategy Canvass and the Four-Actions Framework