blue ocean strategy Noncustomer Exercise © INSEAD Blue Ocean Strategy Institute Life in the 1900 s © INSEAD Blue Oc
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blue ocean strategy
Noncustomer Exercise
© INSEAD Blue Ocean Strategy Institute
Life in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Life in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Life in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Life in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
© INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
Obtained with permission from © Roy Export Company Establishment © INSEAD Blue Ocean Strategy Institute
Shaving in the 1900 s
Obtained with permission from © Roy Export Company Establishment © INSEAD Blue Ocean Strategy Institute
Who are the existing customers of the industry
© INSEAD Blue Ocean Strategy Institute
Who are the existing customers of the industry
• Medium/high‐income
© INSEAD Blue Ocean Strategy Institute
Who are the existing customers of the industry
• Medium/high‐income
• White‐collar workers
© INSEAD Blue Ocean Strategy Institute
Who are the existing customers of the industry
• Medium/high‐income
• White‐collar workers • Barbers
© INSEAD Blue Ocean Strategy Institute
What are the key competing factors of the industry?
© INSEAD Blue Ocean Strategy Institute
What are the key competing factors of the industry?
• Life‐lasting razors
© INSEAD Blue Ocean Strategy Institute
What are the key competing factors of the industry?
• Life‐lasting razors
• Forged blades
© INSEAD Blue Ocean Strategy Institute
What are the key competing factors of the industry?
• Life‐lasting razors
• Forged blades • Size of blade
© INSEAD Blue Ocean Strategy Institute
What are the key competing factors of the industry?
• Life‐lasting razors
• Forged blades • Size of blade • Price of razor
© INSEAD Blue Ocean Strategy Institute
Who are the noncustomers?
© INSEAD Blue Ocean Strategy Institute
Who are the noncustomers?
• Occasional shavers
© INSEAD Blue Ocean Strategy Institute
Who are the noncustomers?
• Occasional shavers
• Low‐income
© INSEAD Blue Ocean Strategy Institute
Who are the noncustomers?
• Occasional shavers
• Low‐income • Women
© INSEAD Blue Ocean Strategy Institute
The Three Tiers of Noncustomers
Shaving Market
© INSEAD Blue Ocean Strategy Institute
The Three Tiers of Noncustomers
Shaving Market
1st Tier Noncustomers: occasional shavers
© INSEAD Blue Ocean Strategy Institute
The Three Tiers of Noncustomers
Shaving Market
1st Tier Noncustomers: occasional shavers
2nd Tier Noncustomers: low‐income
© INSEAD Blue Ocean Strategy Institute
The Three Tiers of Noncustomers
Shaving Market
1st Tier Noncustomers: occasional shavers
2nd Tier Noncustomers: low‐income
3rd Tier Noncustomers:
women
© INSEAD Blue Ocean Strategy Institute
Shaving was not yet a common habit
© INSEAD Blue Ocean Strategy Institute
Shaving was not yet a common habit
Many people found it a hassle to shave
© INSEAD Blue Ocean Strategy Institute
In 1900, less than 26 million people lived in metropolitan cities where there were barbershops…
© INSEAD Blue Ocean Strategy Institute
1 st Tier: Occasional Shavers
The remaining 66 million lived in nonmetropolitan territory and could not easily go to the barbershop
© INSEAD Blue Ocean Strategy Institute
2 nd Tier: Low Income
• 40% of total population had low incomes
© INSEAD Blue Ocean Strategy Institute
2 nd Tier: Low Income
• 40% of total population had low incomes
• 2 million people unemployed
© INSEAD Blue Ocean Strategy Institute
2 nd Tier: Low Income
• 40% of total population had low incomes
• 2 million people unemployed • 30 million below the poverty level
© INSEAD Blue Ocean Strategy Institute
3 rd Tier: Women
• 37 million (49%)
© INSEAD Blue Ocean Strategy Institute
3 rd Tier: Women
• 37 million (49%)
• 12 million between 20‐39
© INSEAD Blue Ocean Strategy Institute
3 rd Tier: Women
• 37 million (49%)
• 12 million between 20‐39 • Can they realistically go to the barbershop?
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
• Price
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
• Price
• Safety
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
• Price
• Safety • Ease of use
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
• Price
• Safety • Ease of use • Maintenance‐free
© INSEAD Blue Ocean Strategy Institute
What are the factors that kept them from shaving?
• Price
• Safety • Ease of use • Maintenance‐free • Fashion and image
© INSEAD Blue Ocean Strategy Institute
Acting on our understanding of noncustomers ERRC Grid
Eliminate
Raise
Reduce
Create
© INSEAD Blue Ocean Strategy Institute
Acting on our understanding of noncustomers ERRC Grid
Eliminate
Raise
Life‐lasting razors Forged blade
Reduce
Create
© INSEAD Blue Ocean Strategy Institute
Acting on our understanding of noncustomers ERRC Grid
Eliminate
Raise
Life‐lasting razors Forged blade
Reduce
Create
Size of blade Price
© INSEAD Blue Ocean Strategy Institute
Acting on our understanding of noncustomers ERRC Grid
Eliminate
Raise
Life‐lasting razors Forged blade
Safety Ease of use
Reduce
Create
Size of blade Price
© INSEAD Blue Ocean Strategy Institute
Acting on our understanding of noncustomers ERRC Grid
Eliminate
Raise
Life‐lasting razors Forged blade
Safety Ease of use
Reduce
Create
Size of blade Price
Maintenance‐free Fashion & image
© INSEAD Blue Ocean Strategy Institute
Gillette’s Safety Razor
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
• In 1903 Gillette invented a safety razor with disposable blades
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
• In 1903 Gillette invented a safety razor with disposable blades
• The razor required a small initial investment
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
• In 1903 Gillette invented a safety razor with disposable blades
• The razor required a small initial investment • Gillette changed the business model of the industry
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM
FROM
TO
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM High‐priced razor
FROM
TO Low –priced razor
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM High‐priced razor Forged blade
FROM
TO Low –priced razor Stamped steel blade
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM High‐priced razor Forged blade Thick and wide blade
FROM
TO Low –priced razor Stamped steel blade Narrow and thin blade
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM High‐priced razor Forged blade Thick and wide blade Unsafe
FROM
TO Low –priced razor Stamped steel blade Narrow and thin blade Safe
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM
FROM
TO
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM Difficult
FROM
TO Easy
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM Difficult Complex honing and stropping process
FROM
TO Easy
Disposable blade
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
FROM Difficult Complex honing and stropping process
Unfashionable
FROM
TO Easy
Disposable blade
Fashionable
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Gillette’s Safety Razor
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Eliminate
Gillette’s Safety Razor
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Eliminate
Reduce
Gillette’s Safety Razor
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Eliminate
Reduce
Raise
Gillette’s Safety Razor
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Strategy canvas High
Eliminate
Reduce
Raise
Create
Gillette’s Safety Razor
Straight Razor Low
© INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off
© INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Cost savings
Low cost
© INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Safety
Ease of use
Maintenance‐ free
Fashion & image
Cost savings
Low cost
Differentiation
© INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Safety
Ease of use
Maintenance‐ free
Fashion & Low image pricing
Cost savings
Low cost
Differentiation
© INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Safety
Ease of use
Maintenance‐ free
Fashion& Low image pricing
Cost savings
Low cost
High volume
Differentiation
Attracting the mass © INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Safety
Ease of Use
Maintenance‐ free
Fashion& Low Image pricing
Cost savings
Low cost
High volume
Create a blue ocean
Differentiation
Attracting the mass © INSEAD Blue Ocean Strategy Institute
Breaking the value‐cost trade‐off Life‐lasting razors
Forged blade
Size of blade
Safety
Ease of use
Maintenance‐ free
Fashion& Low image pricing
Cost savings
Low cost
Create a blue ocean
Differentiation
Replacement of blades sales
High profitable growth High volume
Attracting the mass © INSEAD Blue Ocean Strategy Institute
Annual sales, Blades millions
6 5 4 3 2 1 0 1903 1905 1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Annual sales, Blades millions
6m
6 5 4 3m
3 2
1.1m 847,400
1 0
3.4m
14
98,909
1903 1905 1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Annual sales, Razors thousands
450 400 350 300 250 200 150 100 50 0 1903 1905
1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Annual sales, Razors thousands
444,294
450
385,806
400
451,861 397,504
350 276,577
300 250
266,346
200 150 100 50 0
51
1903 1905
1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• In the 1910s, hair removal for women started to become fashionable
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• In the 1910s, hair removal for women started to become fashionable
• Lengths of skirts and dresses reduced
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• In the 1910s, hair removal for women started to become fashionable
• Lengths of skirts and dresses reduced • This triggered Gillette to introduce the Milady Décolletée
© INSEAD Blue Ocean Strategy Institute
Gillette’s strategic move
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly
• It became imperative for them to shave
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly
• It became imperative for them to shave • Gillette partnered with the US army, selling 3.5m razors and 32m blades
© INSEAD Blue Ocean Strategy Institute
Increasing the size of its blue ocean
• During WWI, soldiers needed to be clean‐shaven in order to fit the gas mask properly
• It became imperative for them to shave • Gillette partnered with the US army, selling 3.5m razors and 32m blades
• When they returned home they were heroes. It became fashionable to be clean‐shaven. © INSEAD Blue Ocean Strategy Institute
Annual sales, Blades million
17
6m
6 3.4m
5
3m
4 3 2 1 0
14
98,909
1903 1905
847,400
1.1m
1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Annual sales, Blades million
17m
17
6m
6 3.4m
5
3m
4 3 2 1 0
14
98,909
1903 1905
847,400
1.1m
1907 1909 1911 1913 1915 © INSEAD Blue Ocean Strategy Institute
Annual sales, Razors thousands
2000 1800 1600 1400 1200 1000 800 444,294
600 400 200
276,577
266,346
397,504 451,861
385,806
50 1903 1905 1907 1909 1911 1913 1915 1917 1919 © INSEAD Blue Ocean Strategy Institute
Annual sales, Razors thousands
2000
2.3m
1800 1600 1400 1200 1000 800 444,294
600 400 200
276,577
266,346
397,504 451,861
385,806
50 1903 1905 1907 1909 1911 1913 1915 1917 1919 © INSEAD Blue Ocean Strategy Institute
Shaving Trivia: Origins of the barber pole
• Before 1745, barbers also performed surgery
© INSEAD Blue Ocean Strategy Institute
Shaving Trivia: Origins of the barber pole
• Before 1745, barbers also performed surgery
• Bloodletting was a popular medical practice
© INSEAD Blue Ocean Strategy Institute
Shaving Trivia: Origins of the barber pole
• Before 1745, barbers also performed surgery
• Bloodletting was a popular medical practice • The spiraling red and white stripes symbolized blood and bandages
© INSEAD Blue Ocean Strategy Institute