What are the red branches when scouting

Of blue and red oceans

  1. Which positioning strategies exist?

  2. Is your own offer in a group of comparable offers?

  3. Are individual core elements over-fulfilled, but not rewarded?

  4. Is your own strategy coherent or do individual criteria contradict each other?

The next step is to find out which needs on the market are not yet being met. Building on this, the core elements can be adapted in such a way that a new, promising strategy is created. Not only the current users should be considered, but also groups of people who have not yet used the existing offers. Kim and Mauborgne suggest six promising paths in search of blue oceans

  1. Alternative industries
  2. Alternative strategic groups
  3. Other groups of buyers
  4. Complementary products and services
  5. Functional and emotional buying motives
  6. Trends

In order to change your own positioning, you can adapt your own value curve in four different ways:

Eliminate what may have been assumed as an industry standard or used unsuccessfully.
To reduce unimportant factors to well below the industry standard.
Increase important factors to well above the industry standard.
Create new benefits that have not yet been offered on the market.
The two directions make it clear: In contrast to classic competitive strategies, the “Blue Ocean Strategy” focuses on increasing customer benefits while reducing costs at the same time.
A promising “Blue Ocean Strategy” is also characterized by three characteristics:

  1. Focus on individual competitive factors
  2. divergence
  3. Convincing slogan

A good example…

are the Formule 1 hotels of the French Accor chain. They are reduced to what is essential for the targeted customer group: comparatively high-quality beds and hygiene areas. Less important elements such as restaurants or lounges, on the other hand, were dispensed with and the opening times of the reception were severely restricted.