Cuộc dịch chuyển đại dương xanh: Tự tin nắm bắt tăng trưởng bằng cách áp dụng các bước đã được kiểm chứng

by W. Chan Kim, Renée Mauborgne

Blue Ocean Shift is the essential follow up to Blue Ocean Strategy, the classic and 3.6 million copy global bestseller by world-renowned professors W. Chan Kim and Renee Mauborgne.

Drawing on more than a decade of new work, Kim and Mauborgne show you how to move beyond competing, inspire your people's confidence, and seize new growth, guiding you step-by-step through how to take your organization from a red ocean crowded with competition to a blue ocean of uncontested market space. By combining the insights of human psychology with practical market-creating tools and real-world guidance, Kim and Mauborgne deliver the definitive guide to shift yourself, your team, or your organization to new heights of confidence, market creation, and growth. They show why nondisruptive creation is as important as disruption in seizing new growth.

Blue Ocean Shift is packed with all-new research and examples of how leaders in diverse industries and organizations made the shift and created new markets by applying the process and tools outlined in the book. Whether you are a cash-strapped startup or a large, established company, nonprofit or national government, you will learn how to move from red to blue oceans in a way that builds your people's confidence so that they own and drive the process.

With battle-tested lessons learned from successes and failures in the field, Blue Ocean Shift is critical reading for leaders, managers, and entrepreneurs alike. You'll learn what works, what doesn't, and how to avoid the pitfalls along the way. This book will empower you to succeed as you embark on your own blue ocean journey. Blue Ocean Shift is indispensable for anyone committed to building a compelling future.

Genres: Business, Nonfiction, Management, Entrepreneurship, Leadership, Buisness, Audiobook

344 pages, Hardcover

First published September 26, 2017

About the author

W. Chan Kim is the Co-Director of the INSEAD Blue Ocean Strategy Institute and a Chair Professor of Strategy and International Management at INSEAD. His book Blue Ocean Strategy, co-authored with Renée Mauborgne, has sold 3.6 million copies and is recognized as one of the most iconic and impactful strategy books ever written. It is being published in a record-breaking 44 languages and is a bestseller across five continents.
Kim is ranked in the top 3 management gurus in the world in the Thinkers50 listing of the World’s Top Management Gurus. He was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and was named among the world's top 5 best business school professors by MBA Rankings. He also received the Nobels Colloquia Prize for Leadership on Business and Economic Thinking. He is a Fellow of the World Economic Forum and an advisory member for the European Union. He also serves as an advisor to several countries.

Reviews

[Mike · Rating 3 out of 5]

As Blue Ocean is so closely tied to the INSEAD brand, it seems to be almost required reading for Alumni. If we assume that the really brilliant ideas would be considered mathematically "elegant" - ie obvious once you see them, perhaps this book is brilliant. However, like Blue Ocean, it takes a couple of hundred pages to get through some pretty simple ideas.

So takeaways:
1. Find out what people want and the industry is currently not providing, and deliver more of that.
2. Find out what people don't care about but the industry is currently providing and eliminate that.
3. Have good tag lines.
4. Try to bring your people along for the ride.
5. Get out and walk the floors.

Yeah, I know, not exactly stuff you haven't heard before. In fact if you took the POM product development course at INSEAD, (I did mine 10+ years before this book came out) we had the same tool-set that the book's chapters revolve around. Which made most of this, yeah, heard that all before.

Bonus section:
In 2018-12 I went to see the authors speak as part of their launch tour and I have to give credit for amazing marketing for the event - the tickets were marked with a US$100+ face value, but were given away free to apparently all 5,000+ attendees through underground marketing. Since this made people feel like they were getting value, the room was packed. Impressive! Even more impressive was the 3 hour speech was a platform for - "read more in the book" which was expected, but even better, "pay $90 every 3 months for access to the online tools you'll need to do this program..."

That was a surprise! I got conned into sitting through a 3 hour sales pitch...when that happens with a sales pitch for time-share properties, you usually get a decent gift out of the deal!

[Fellow · Rating 5 out of 5]

Ależ to jest dobra książka. Sequel do najlepszej książki nt. strategii w biznesie (Blue Ocean Strategy) w XX wieku. Jeśli zastanawiacie się:

Jak poszerzyć rynek do którego oferujecie produkty?
Jak przeprowadzać zespół przez zmianę paradygmatu na którym opiera się wasz biznes?
Jak przestać konkurować i zacząć wzrastać szybciej i rentowniej?

To to jest książka dla was. W oparciu o zbliżony proces przebiegała refleksja o uruchomieniu Casbega, ze znakomitym skutkiem.

Bardzo polecam.

[Pavel Annenkov · Rating 5 out of 5]

Чан Ким и Рене Моборн «Переход к Голубому Океану»
О ЧЕМ КНИГА:
Отличный инструмент для поиска и создания стратегии развития на новых рынках от консультантов из INSEAD. Все та же идея, что и в предыдущей книге о том, что надо искать новые рынки и ниши с малой или отсутствующей конкуренцией, а не биться там, где всю прибыль давно уже съела конкурентная борьба. В этот раз книга очень прикладная, как методичка для разработки стратегии.

КАКАЯ БЫЛА ЦЕЛЬ ЧТЕНИЯ:
Узнать еще один подход к созданию стратегии для нового бизнеса и поиска новых рынков для действующих компаний.

ГЛАВНЫЕ ВЫВОДЫ:
- Основа долгосрочной выживаемости компании сейчас - это постоянный параноидальный поиск новых рынков, ниш и товаров. Эту работу надо сделать частью ежегодного стратегического планирования.

- У компании есть не только выбор между стратегией дифференциации или низкой ценой, а есть возможность просто перепрыгнуть в новый рынок. Надо перестраивать свое мышление, чтобы не цепляться за старое и привычное.

- Процесс поиска «Голубого океана» - это не творческая и креативная работа, а просто системный выбор на основе правильных инструментов и структурного обсуждения с коллегами.

ЧТО Я БУДУ ПРИМЕНЯТЬ В ЖИЗНИ И БИЗНЕСЕ:
- Ежегодно проводить в компаниях стратегическую сессию во фреймворке поиска «Голубого океана».

ЕЩЕ НА ЭТУ ТЕМУ:
Алан Лафли и Роджер Мартин «Игра на победу»

[Fahri Rasihan · Rating 3 out of 5]

Dari tahun ke tahun persaingan di dunia industri semakin meningkat. Semakin banyaknya pilihan, informasi, dan persaingan menyebabkan kesamaan strategi dan penawaran. Banyak industri dan organisasi yang terjebak dalam samudra merah yang penuh dengan persaingan. Akibatnya organisasi sulit untuk berkembang. Maka diperlukan usaha untuk bergeser dari samudra merah penuh persaingan ke samudra biru dengan ruang pasar baru. Banyak industri yang hanya lebih berfokus pada persaingan daripada strategi. Lewat buku Blue Ocean Shift kita akan mencari strategi terbaik samudra biru yang akan mengeluarkan kita dari samudra merah. Buku ini akan menjelaskan langkah demi langkah lewat penerapan dan alat-alat apa saja yang dibutuhkan untuk bergeser dari samudra merah ke samudra biru.

Secara sederhana, Blue Ocean Strategy merumuskan pandangan tentang alam pasar yang terdiri dari dua jenis samudra, yaitu samudra merah dan samudra biru. Samudra merah adalah semua industri yang ada sekarang di tempat sebagian besar organisasi bersaing. Sedangkan samudra biru adalah semua industri yang belum diciptakan, di mana laba dan pasar baru tumbuh semakin banyak. Buku ini memperlihatkan perbedaan konseptual dan pola dasar yang memisahkan langkah persaingan pasar (samudra merah) dan langkah penciptaan pasar (samudra biru). Terdapat lima langkah untuk melakukan pergeseran samudra biru, yaitu memulai, memahami posisi kita berada sekarang, membayangkan di mana posisi kita bisa berada, mencari tahu bagaiamana kita mencapai posisi tersebut, dan membuat gerakan.

Menilai penawaran produk atau jasa kita melalui seberapa banyak nilai inovatif yang diberikan kepada konsumen membuat kita bisa melihat apakah portofolio kita sebetulnya sehat atau rentan secara strategis. Sebelum menemukan strategi samudra biru yang tepat kita perlu membangun tim samudra biru yang tepat juga. Mungkin pada awalnya para pekerja dan anggota tim samudra biru kita merasa ragu dan takut untuk melakukan pergeseran ke samudra biru. Ini wajar karena pada dasarnya pergeseran dari samudra merah ke samudra biru ini belum dipahami oleh anggota tim. Mereka takut akan perubahan dan kenyamanan yang sudah mereka pahami. Sebagai pemimpin kita harus selalu berusaha meyakinkan dan mengikutsertakan semua anggota tim dalam setiap diskusi. Tanyakan apa pendapat dan pandangan mereka terhadap rencana ini. Dengan begitu setiap anggota tim akan merasa dihargai dan dibutuhkan kontribusinya dalam rencana pergeseran ke samudra biru. Selain itu para anggota tim pun akan semakin percaya diri dan sepenuh hati dalam menjalankan tugas mereka.

Mempelajari dan ikut merasakan titik-titik menyakitkan yang dialami konsumen dari industri kita serta membuat peta utilitas pembeli merupakan alat dan langkah dalam melakukan pergeseran ke samudra biru. Tim harus menemukan titik-titik menyakitkan apa saja yang dialami oleh pembeli selama menggunakan produk atau jasa mereka baik secara sadar ataupun tidak. Mulai dari saat pembelian, pengiriman, penggunaan, pelengkap, pemeliharaan, dan pembuangan. Di mana titik-titik menyakitkan itu bisa ditemukan dan tim bisa merubahnya menjadi sebuah nilai baru yang inovatif bagi pembeli. Dengan ikut merasakan pengalaman sebagai pembeli, tim jadi tahu akan perasaan dan kenapa mereka memilih produk atau jasa dari industri. Jangan lupa juga untuk mewawancari pembeli kenapa mereka memilih produk yang satu daripada produk yang lain agar tim bisa lebih memahami kebutuhan dan keinginan pembeli secara lebih mendalam sehingga nilai dan inovasi dalam produk atau jasa bisa ditingkatkan.

Secara keseluruhan Blue Ocean Shift: Melampaui Persaingan adalah sebuah buku petunjuk mengenai alat-alat dan langkah-langkah apa saja yang dibutuhkan dalam menghadapi persaingan, perubahan, dan kejamnya samudra merah agar bisa bergeser ke samudra biru dengan menciptakan nilai-biaya dan peluang pasar baru. Penjelasan mengenai alat-alat dan langkah-langkah yang dibutuhkan untuk melakukan pergeseran dari samudra merah penuh persaingan ke samudra biru dengan ruang pasar baru terbilang terstruktur dengab rapi dan jelas. Selain berisi penjelasan, penulis juga menyertakan beberapa contoh kasus yang relevan. Gambar tabel dan grafik yang ditampilkan pun semakin menambah pemahaman kita akan pergeseran ke samudra biru. Setiap langkah akan digali secara mendalam hingga kita paham dan mengerti. Namun, saya sarankan untuk membaca buku ini saat waktu luang dengan pikiran yang tenang. Karena jujur saja butuh waktu yang cukup lama bagi saya untuk membaca buku ini karena waktu dan kondisi yang tidak mendukung. Sebuah buku strategi bisnis yang tak hanya menjangkau wiraswasta, tapi juga lembaga nirlaba dan pemerintahan.

[Andy · Rating 3 out of 5]

"Blue Ocean" is a nice metaphor, but is it a method? Supposedly it is "proven," so what is the proof?
After reading this book, I'm not sure. There are a few examples given of successful endeavors, but it's not clear to me what that means. Did the authors consult with 1,000 organizations and come up with 10 positive examples? Are there examples of Blue Ocean success from organizations that didn't use their procedures or even hear of their metaphor? Are there any rigorous evaluations of this approach?
I would expect something more than anecdotes from professors who have been studying this for 30 years. Disturbingly, the Notes section of the print edition disappears after Chapter 4.

[Eli Holbourne · Rating 5 out of 5]

Blue Ocean Shift was a liberating experience for me, a mind-blowing read! To think like a blue ocean strategist is to free yourself from the shackles of your industry’s boundaries and best practices. The authors show you why don’t need to put up with unfavorable conditions and focus so much on the competition. The book is full of brand new concepts and fascinating examples, one of my favorites is how one company created a French fry maker that makes healthy fries without frying, and to this day remains unthreatened by competitors. A must-read if you’re looking for a fresh new perspective and want to expand your horizons.

[Liz · Rating 2 out of 5]

It’s a dense read - I literally woke up to the booking hitting me in the face as I fell asleep mid-sentence while reading.

Also, I was disappointed that many of the free templates referenced in the book seem to be no longer available.

One of the things I did take away from the boom is considering non-customers, often in business we focus solely on our current customers, most likely customers, or industry customers that we miss what non-customers can teach us about our industry, service or products.

[Tõnu Vahtra · Rating 4 out of 5]

Because swimming in the red oceans is too mainstream... Should have started from the original "Blue Ocean Strategy" first probably, this is the book of applying the blue ocean strategy. I was not particularly impressed from the first chapters of the book as the message was quite common sense but it did get better later. The key differentiation of this book is the focus on "non-customers" (both primary non-customers who are missing something from offering and also secondary who had different alternatives and rejected yours) instead of hunting those of your competitors. This way of thinking might be very valuable, the process application flow was less novel. I did find similarities with Peter Thiel's book "From Zero to One", his thoughts on where monopolies are good and creating new disruptive industries.

The 10 phases of blue ocean shift:
1. Choose an area that has stopped growing
2. Choose a team including at least the heads of all the departments
3. Go to the ground and experience the product or service in question as a user, to find out the ‘pain points’
4. Put this into a Strategy Canvas, including industry standards
5. Use a buyer utility map to see how you can do better than the industry standard
6. Identify the non-customers
7. Find out the competition: alternatives the non-customers use
8. Now think of improving your product to appeal to those people
9. Present to management and potential customers
10. Create the product

“Blue ocean shift is a systematic process to move your organization from cutthroat markets with bloody competition—what we think of as red oceans full of sharks—to wide-open blue oceans, or new markets devoid of competition, in a way that brings your people along.”

“blue ocean strategy is a theory of market creation”

“What we look for determines what we see. When we assume that the only way we can create a new market is by disrupting an old one, opportunities for nondisruptive creation can be easily missed. People tend to focus their attention on the core of existing markets and what it would take to disrupt the existing order. This narrows their vision and blinds them to the wealth of nondisruptive market-creating moves they could make.”

[John Stinebaugh · Rating 5 out of 5]

A good practical guide to guiding the Blue Ocean Process. If you are responsible for implementation this is a book for you.

[Hope Helms · Rating 5 out of 5]

Got a lot of ideas out of this book, some which I was able to implement right away! This will go on my read again list.

[Jiwa Rasa · Rating 3 out of 5]

Terkejut bila terbaca tentang kejayaan Malaysia dengan projek NBOS nya disebut di dalam buku ini. Saya tidak perasan dan yidak menjangka yang projek NBOS itu memang diikitiraf oleh pakar Blue Ocean Strategy ini. Projek Blue Ocean antara pihak tentera dan penjara antara projek yang disebut. Bagaimana kem tentera yang tidak digunakan telah dapat dimanfaatkan buat memuatkan penjenayah ringan. Satu idea yang memang laut biru. Disebut juga tentang UTC yang merentasi kementerian dan agensi kerajaan. Sesatunya projek di dunia.

Sekurang-kurangnya, ada juga perkara tentang Malaysia yang bleh kita banggakan.

[Jacek Bartczak · Rating 4 out of 5]

Very useful framework but a quite too long book. Or maybe the style of writing just wasn't for me - I've never had such problems in concentrations. Everything changed once I had switched to the audiobook. But I still have to come back to some parts in a paper because they were too precious to not rethink them for a while

[Anise Pertl · Rating 4 out of 5]

A practical play by play.

[Don · Rating 4 out of 5]

I thought this was very useful, but why didn’t they include a How To section in the first book? We wouldn’t be reading this now would we? 😃 Regardless, it’s a great framework for implementation of a Blue Ocean shift. Will always keep this in my back pocket in case I need to reference the strategy and planning steps. Valuable information

[Ashfaque Reza · Rating 3 out of 5]

Very disappointing after reading its legacy book "Blue ocean strategy". Its just an old book with unnecessary extension.

[Max Lapin · Rating 2 out of 5]

Very disappointingly banal book. Utilizing the bright blue ocean strategy idea the authors wanted to write yet another bestseller a dozen years later. They failed.

It is a very sad story on “presentations must be under 5 minutes”, “appoint a strong leader”, “keep dissent up” with hardly any new content.

Even the “new” six path approach is a replica of Porter’s five

[Christopher Lawson · Rating 4 out of 5]

In BLUE OCEAN SHIFT, Professors W. Chan Kim and Renee Mauborgne continue their analysis, following up on the well-received BLUE OCEAN STRATEGY. In this sequel, the professors dive into more detail, and provide a detailed “Blue Ocean” plan. Do not expect to just breeze right through this book; it will take time to grasp the details.

The theme of this book:

“Study those who had applied our theory and methodology to their organizations to create and capture blue oceans.”

The authors remind the reader that a Blue Ocean shift “occurs only when unprecedented buyer value is created by opening up a value-cost frontier that didn’t exist before.” A firm must target one of these areas:
1.Offer a breakthrough solution for an industry’s existing problem, OR
2.Identify and solve a brand-new problem or seize a brand-new opportunity, OR
3.Redefine an industry’s existing problem and solve it.

Three Things Leading to a Shift

To do a Blue Ocean Shift, one needs to figure out exactly what factors could allow your firm to transition into the Blue Ocean. Similarly, one must identify the hurdles that might prevent it from happening. The authors boil it down to 3 things:
1.Adopting a blue ocean perspective;
2.Having practical tools for market creation;
3.Use a “humanness” approach to inspires and build confidence

One of the earliest steps is to evaluate your firm's current products or services, and figure out which ones are innovators, and which ones are not. The authors recommend making a chart showing each product as a "Pioneer," "Settler," or somewhere in between. A Pioneer is an innovator, whereas a Settler is a product living off its former glory days.

Success in a Blue Ocean market doesn't necessarily mean your firm was the first in technology. Oftentimes, the authors suggest, those firms get the bragging rights of being the first in technology, but still do poorly in the marketplace. (Think TIVO, for example.) The point is, being the technical creator is not good enough.

I found the most helpful part of the book right at the end—in Chapter 12, “Selecting Your Blue Ocean Move.” The authors take you through the details of setting up your own "Blue Ocean Fair." The idea is to build up “ambassadors” who can explain why a shift is necessary, and drive the process forward. Here’s how the fair works:
1.Start with an overview of your industry’s red ocean reality and the need to make a blue ocean shift
2.Have the team present their blue ocean strategic options
3.Ask the attendees to visit all the stations and then cast their votes
4.Probe for maximum feedback and learning
5.Decide which blue ocean option to pursue

A Blue Ocean Fair for Toilet Paper

The book details how Kimberly-Clark Brazil (KCB) ran their own fair. They wanted to do a Blue Ocean Shift for TOILET PAPER! The authors admit,

“What can you possibly do with a product as simple and basic as toilet paper? KCB was about to find out.”

So all in all, I found BLUE OCEAN SHIFT to be a useful book--but also a complicated book. It would have been helpful to have “bullet point” summaries for each chapter. Without a concise summary, it took me longer to understand the details. I think it would be helpful to actually read about the Fair first, so that you can see where the plan is going.

Advance Review Copy courtesy of the publisher.

[Michael · Rating 2 out of 5]

The book initiated some good ideas and a different way of thinking. It helped me and my colleagues think of our business venture at least a little differently. It provoked discussion. In the end though, its big-company mentality dwarfed my small corporation, and the tasks at the end got increasingly ridiculous. If one had enough bandwidth to do all the research and investigation the book suggested, then it would be unlikely that one could find himself in need of the book in the first place.

[Bernard Sia · Rating 4 out of 5]

Didn't read it cause it mentioned Malaysian government's effort using Blue Ocean, only found out about it while reading the book. (Cause I'm Malaysian)

This book could have been in any one of the topics under Delivering Innovation, Agile and Human Centric Design.

As, at its core are techniques and organizational changes needed to discover and sustainably deliver new innovation or 'blue ocean', in the author's parlance.

Because of the overlap, the terminology used by the authors seemed rather contrived.

Buyer Utility Map could have been Customer Journey Maps, and the entire experience of walking in the shoes of the customer borrows from sociology and Human Centered design borrowing from Sociology's methods of 'ethographic surveys" or real time motion capture analysis in six sigma.

Starting and experimenting small and learning from the kinks are also borrowed from Agile principles.

What I did enjoyed are 2 elements
- we should examine the customers that the business do not have, not by assuming we will capture those that belonged to our competitors, but customers which are not yet served by anyone by studying adjascent processes and supply chain, and focusing on key levers (factors).
- secondly, by not just looking at the factors that need to be improved but really looking at factors that should be removed to really laser sharp focus on what matters.

At the core of it is all about the customers and seeing the problem from the customer's eyes.

Useful book, just been covered by various other innovation topics.

[Relax, you're doing fine · Rating 5 out of 5]

Mình thích quyển này vì nó cung cấp một bộ khung để phân tích làm sao để chuyển một doanh nghiệp cạnh tranh từ đại dương đỏ sang đại dương xanh.

- Nhận diện vấn đề
- Phân tích khách hàng tiềm năng
- Định hướng thay đổi
- Cách thức thay đổi chuỗi giá trị
.....

Một bộ khung khá hoàn chỉnh để phân tích hiện trạng của ngành và định hướng để tạo ra những giá trị mới.

Tuy nhiên trừ một sao vì cái tội đưa Malaysia vào. Thực tế tính từ năm 2009 đến nay, những đổi mới sáng tạo của Malaysia không ấn tượng với mình lắm. Nhưng không phủ nhận, vẫn có những bài học hay để áp dụng cho Việt Nam :p

Thật ra trừ một sao vì cảm thấy sách có vẻ đuối. Những ví dụ tác giả đưa ra hợp lí, nhưng cảm giác thiếu cái gì đó. Đại dương xanh là khái niệm gần cả 20 năm, tác giả cũng hỗ trợ và tư vấn rất nhiều doanh nghiệp, tuy nhiên các ví dụ của tác giả phần nhiều là tự phát không phải đến từ sự tư vấn áp dụng chiến lược của tác giả.

Đọc lần thứ hai
Đọc lần thứ hai để tìm hiểu sâu hơn nhằm ứng dụng những lời khuyên của tác giả. Nhờ đọc lại mà mình phát hiện ra đoạn viết về tính nhân văn trong cuộc dịch chuyển đại dương xanh của tác giả. Tác giả rất sâu sắc khi thấu hiểu những sự thay đổi luôn có thể làm tổn thương một ai đó. Một cuộc dịch chuyển đại dương xanh thành công không tránh khỏi những tổn thất, do đó chúng ta phải đặt tính nhân văn lên hàng đầu khi các tổ chức bắt đầu hành trình của sự thay đổi.

Đoạn nhân văn làm mình chuyển sách từ 4 sao lên thành 5 sao vậy.

[Angela Lam · Rating 5 out of 5]

I prefer this book to Blue Ocean Strategy (BOS), and I already loved BOS from the onset, so this is definitely a 5* for me.

This book includes all the major ideas and tools from Blue Ocean Strategy. PLUS it now organizes them into a 5-step process, with specific tips on how to put together and bring your team through the exercises and fieldwork. It's clearly structured and written, with great examples/case studies and none of those boring academic writing which is common for such books (whew).

In short, this is a how-to guide that addressed the biggest question I had after reading Blue Ocean Strategy so many years ago: how exactly to apply it?

When I first started ReadinGraphics, I used the individual tools in BOS to brainstorm and strategize ways to build a Blue Ocean business. Back then, there wasn’t a structured process to follow (short of going for BOS certification) but I still got a lot out of the tools. 5 years on, I��m reading this book and using it to revisit and rethink my strategies.

Strongly recommended for any entrepreneur or business leader.

https://readingraphics.com/book-summa...

[Jack Greenrose · Rating 3 out of 5]

This is a why-not business book. Why not read it? The original blue ocean was great. Why not? Well, why not. I did. And this book is definitely okay. I even had a few moments of clarity while reading it that may help me turn my business and industry around. So most certainly reading this wasn't a waste of time. But this can be a very repetitive piece of writing. The same examples are told and retold again and again and yet again until the dead horse's meat is kicked so tender that you could eat it with a spoon. Mr. Chan Kim is an excellent business strategist but not much a writer. The book is easy to read but a more merciless editor would have guillotined 50 pages and made the book more effective. All that said, if you are a business owner in a me-too market, give this book a try and you may just leave it with a few new good ideas in the back of your mind.

[Edward · Rating 3 out of 5]

As a business book, I would recommend this title for organisations looking to shift their business out of a rut where they may not be performing as they would like to. It's more a workbook, so you'll need a physical/digital copy, plus the bonus materials it mentions, to get the full benefit of it.

I listened to the audio book and would not recommend this as you can't pull over and make lists of things, or remember all the things you should be doing when you have your next Blue Ocean Shift team meeting. Also, the narrator is a little slow in his pacing and I found his regional accent hard to work with. My 3* is for the audio version, but I would give 4* or even 5* for the physical book after I could implement the advice.

[Mehrnaz · Rating 4 out of 5]

این کتاب پر از مثال‌های کاربردی از کسب و کارهایی هست که در حوزه‌ای فعالیت میکردن که رقابت زیاد بوده اما به نوعی تونستن توی دریای سرخ ، رقابت رو بی معنا کنن.
ضمن اینکه یک راهنمای عملی این کتاب برای ورود به بازار سرخ و ورود به اقیانوس ابی میتونه الهام بخش و کاربردی باشه.
این کتاب جایی برای من اثربخش بود که فراتر از خوندن پیش رفتم و در واقع تجربه‌‌اش کردم. با هر اقدام عملی که داخل کتاب مفصل توضیح داده، استراتژی یک کسب و کار رو چیدیم.

ترجمه کتاب خیلی خوب و روون بود تنها ضعفی که میتونم از این کتاب بگیرم این بود که خیلی جاها توضیح واضحات بود البته برای شخص من این طور بود شاید کس دیگه‌ای این تجربه رو نداشته باشه اما این کتاب خیلی میتونست مختصرتر از این باشه.

[Katrina De Leon · Rating 3 out of 5]

The long-anticipated follow-up to Blue Ocean Strategy, Blue Ocean Shift provides a decade of new research, as well as detailed systems and processes to get the transformation started as quickly as possible in your organization. Slightly repetitive to the first book, however, I can’t get enough of these blue ocean case studies. This one also took things a step further by offering up exercises to dive in quicker.

One of my fave exercises is to ask your team to look around the room for 30 secs and ask how many red items they see. Then ask them how many BLUE items they saw. Much less, because they weren’t looking for it. Once you’ve practiced blue ocean concepts and stretch your creative muscle, you will be surprised at how many unique perspectives and ideas pop out at you.

Unite with uniqueness.
In 2008, teenager Zuhal Sultan started a National Youth Orchestra in Iraq by tweeting to the Deputy Prime Minister of Iraq,--he secured her $50K to get started. The internet also put Zuhal in touch with Paul MacAlindin, a Scottish conductor who was intrigued by the idea of starting an orchestra in Iraq and decided to help. Now fondly called, “The Bravest Orchestra in the World,” the Israeli National Youth Orchestra of Iraq could not compete on the same terms as the other countries, such as France, Italy and UK. Technical excellence dominated. They decided to eliminate guest soloists, reduce training, raise partnerships and create something unique--a way to unite across various Iraq religions and ethnicities. They were an icon of hope; they were an example of building something great out of war. While they were not the most technically advanced, they were definitely full of heart and the most inspired--this youth orchestra attracted new audiences and broadened the scope of who was appreciating this type of music.

Challenge industry assumptions. Everyone always assumed french fries had to be fried, and that they had to be fried in massive quantities of oil. WRONG!
The Acti-Fry made healthier French fries by using only one tablespoon of oil for two lbs. of fries. Oprah came out saying how they were a healthy lower-cal (but yummy) option. They shifted from competing in a red ocean to heating up a brand-new market, and welcoming customers who had long-avoided french fries in general.

“Settlers are defined as me-too businesses, migrators are business offerings better than most in the marketplace, and a company’s pioneers are the businesses that offer unprecedented value. These are a company’s blue ocean strategic moves, and are the most powerful sources of profitable growth. They are the only ones with a mass following of customers.”

Citizen M hotels is an excellent example of a company who researched what patrons do not really need or care for (e.g. front desks, concierge, large rooms), and eliminated them to drop cost and enhance the stuff people DID care about--luxury in their rooms, etc. By challenging industry assumptions and focusing on the customer, Citizen M came out of the gate incredibly successful--their occupancy rates are unheard of, even in traditionally off-season times.

Adopting Blue Ocean perspective allows you to see opportunities and raise a fundamentally different set of questions. Blue Ocean shift provides market-creating tools and guidance.

Practical tools with proper guidance. Build creative competence to see what others can’t. Ask the right questions--at the right point in process--and then learn how to see the significance in the answers. Visualization is key. The devil is in the operational details

Sit in with customers on the whole through the process of when they would start to use you, til after they are done using your product. Are there issues that pop up that you could fix? For example, an electric tea kettle company visited customers to see what was involved in the process and their eyes opened up to the prevalence of lime scale issues. They quickly addressed lime scale problems for their audience.

Something else to note is that there is disruptive creation, and then there is creation that is not disruptive. But instead raises the tides of all boats.

Consider Sesame Street. Big Bird & Co. opened up a new value opportunity, and created a new market of edu-tainment programming for little ones.

Viagra is another one that created a new market that was ‘hard’ to break into and compete.

Micro loans and micro financing- before this was created, banks ignored the poor.


How to get cranking in blue ocean territory? Three different ways:


Offer a breakthrough solution to industry existing problem;

Identify or solve a brand new problem; or

Seize a NEW opportunity by redefining and existing problem (and then solving it) e.g. when ringtones came out. Or the Maestro for the masses. Strike at the margins of other industries. Offer a Quantum leap of value without necessarily new technology.

My fave case study was how Red Nose Day started. There was an abundance of charities with donor fatigue. Instead of guilt-tripping donors with fundraising efforts, they used comic relief. They eliminated events and made it fun, targeting everyone instead of the high-end corporate donor. Instilling humanness for buy-in is something that could work for any industry. We do a great job of this already with the entire “For the People” brand, and trying to change the stigma of the car business. This also struck a chord of other approaches we could for Same is Lame--think of creative, uplifting “sticky” ways to get people to spread the message and open up the conversation vs. traditional fundraising events.

Plot out your company’s utilities vs. your major competitors. Which offerings are “me Too’s”?, which are only marginally better than competition vs. true leap-pioneers (who have fans, not just customers!).

What’s our portfolio plot offerings for each service we have? This exercise readies the company to scope out initiative.

Sales force was a great example of this. Up until that point, CRMs only focused on enterprise customers instead of the everyday entrepreneur.

Think of the buyers point of view, not what is important internally.
Put industry name up top of your list. Next, put all the range of factors we compete on. Allows the team to appreciate different things; avoids tunnel vision, and keeps thing in buyer’s perspective e.g. customer responsiveness is the factor, not “People.” Brand doesn’t count because it’s the RESULT of what you do, not an isolated factor. Plot your largest competitor to flesh out the blocks to utilities.

Use the 6 paths framework to shift the lens of focus.

Look across alternative industries. Look across strategic groups in industry. What’s most profitable (electric cars, self driving cars, Uber... Lyft...) Then redefine the buyer.

[Fabian · Rating 4 out of 5]

The Blue Ocean Principle might the most crucial you can ever learn when it comes to strategy (not just in business). Because to reach great hights you have to avoid competition in business. Peter Thiel says the same thing. For that reason the book is a must read for all business people. I found it much better for entrepreneurs than the first book.

[Mike · Rating 2 out of 5]

Blue Ocean Strategy is a classic for a reason. However, this sequel is full of fluff.

[Kit · Rating 3 out of 5]

Just a bit of a disclaimer: I haven't read Kim and Mauborgne's seminal Blue Ocean Strategy (2005), but jumped straight ahead to Blue Ocean Shift after you guessed it, finding this book in the bargain bin. One thing I didn't realise was that Blue Ocean Strategy was published in 2005, and its sequel, Blue Ocean Shift was published twelve years later in 2017.

By that time the authors have already taught plenty of organisations on this paradigm, and have observed how their ideas thrive in organisations and it can fall flat. By the way of coincidence, I live in Malaysia, where the book's ideas are prevalent as the Malaysian government was the biggest adopter of the Blue Ocean paradigm to take the country to another playing field (or in this case to a blue ocean).

I've been trying to read more business books this year and have borderline almost gave up because how in general, the majority of these books are pretentious, badly written and relies so much on fucking common sense. Blue Ocean Shift so far, has been the best business book that I've read in 2021 and I got quite a fair bit out of it. Like any book, it is not a perfect book and does suffer from an idealistic pretension but the lessons learned are fascinating and applicable to many businesses who also want to level up.

In order to understand the blue oceans, we must understand what's in a red ocean. Many industries are stuck in a red ocean, where the competition is tough and businesses end up tearing each other apart to pieces. This is not specifically implied in the book, but I see these businesses as fish eating feeding on each other, bloodletting. Businesses must then think of creative out of the box solutions which will take them out of the red ocean to the unspoilt blue oceans where the competition is non-existent and the cost factors are rock bottom. Businesses who succeed moving into blue oceans will deliver high buyer value while enjoying low costs.

Blue Ocean Shift is almost a guide on how to achieve this way of thinking throughout the organisation: how to assemble the team, changing the perspectives of stakeholders, studying the state of one's own products and comparing it with the state of the industry, and poking holes at unexplored markets. In terms of utility, Blue Ocean Shift delivers.

While I was reading this book, I am constantly finding its application to the product that my company is developing and how we can reframe the image and messaging of the product. The key idea that I took out of this book is to focus not just on your current user base (customers) but also those who aren't using your product at all (non-customers). There are different levels to non-customers, and at each level, a different strategy is needed.

Some of the models for the paths are also useful - such as the ERRC model (eliminate, reduce, raise and create) which identifies which values derived from the customers need to be eliminated and which ones need to be enhanced or created entirely. Other models, such as the buyer experience cycle, which identifies the pain points with every step of the cycle, is also useful.

Business ideas and paradigms come and go like fashion. The fad in my time as a project manager is design sprints, which I still find relevant and truly believe carries a lot of value for businesses willing enough to undertake it. I see a lot of similarities in the concepts of Blue Ocean Shift, as these are both user-centric methods which requires user validation at the end.

However, where the Blue Ocean strategy stands right now in Malaysia, I'm not so sure. Malaysia created the Malaysia Blue Ocean Strategy initiative during the time when Najib Razak was prime minister and has since wallowed in infamy. There were many initiatives that Malaysia was keen to promote and mentioned in the book before 2017, but I cannot find much since. The book mentioned improving the efficiency of police officers as most officers are stuck doing paperwork. The initiative moved the police back on the streets and delegated the paperwork to administrative staff, which improves policework and reduce crime, and also saves cost.

Knowing firsthand recently how the police works in Malaysia, I'm not so sure that the Blue Ocean shift lasted too long. The police is still buried in inefficient paperwork which kills their time and largely leaves them inefficient. If the Blue Ocean initiative is so great, why don't we hear about much of the projects anymore? I'm left skeptical. However, this article mentions that :

"Malaysia attained some 60% increase in Gross National Income, 78% increase in Per Capita GDP and 2 million new jobs in 5 years under its National Blue Ocean Summit initiative."

In this light, the Blue Ocean shift was a success.

Regardless of the proof of concept, plenty of the ideas from the book will be useful for product managers, senior management and entrepreneurs. For some, it may be a good reality check for where they are, deep in the mires of the red ocean cesspool.

[Marko Cadez · Rating 4 out of 5]

https://www.linkedin.com/pulse/blue-o...


GOING OPERATIONAL! There is one (but not only one) main gain in reading this great book! A lot of stuff was written on Blue Ocean Shift, but never going so far inside practical, operational actions, steps, moves. Never so transferable from the discourse to the real business environment we are living in.

Reduced to the maximum there are two concepts if not mindsets of assessing opportunities. The first known as RED OCEAN STRATEGY (which is market-competing / one gains and the other loses markets).

And BLUE OCEAN SHIFT which is market-creating, reshaping and enquiring never explored market potentials. The fact is that we are living in a deep Red Ocean nowadays, maybe deepest since the 1930s. Closing our markets, competing in everything we can imagine - even in vaccination priorities in a time of the biggest pandemic crisis in our history.

This book is exactly NOT discussing this big geostrategic in such historic, epic terms. It is a manual for doing our businesses in a one and only sustainable way. First, it's taking us to adopt a blue ocean strategy perspective. To look beyond the self-imposed limits of our industries and offerings. To shift the focus our understanding of where opportunity resides. Then it is giving us clear practical tools to translate this new opportunity into clear buyers/consumers' advantages and preferences seen as a new value and finally learning to incorporate humanness in the process -which no more, but no less than introduce ownership to the people.

You will learn to draw your "Blue Ocean Strategy Canvas", to scratch "Buyer Utility Map", to find where are you different categories of "noncustomers" and to turn to relevant ones. The Eliminate-Reduce-Raise-Create Grid (ERRC) will walk you through different industries and offering examples to understand the essence of the Big picture Business Modell approach even for the smallest businesses.

BUT MOST IMPORTANT MINDGAME if you really want to take the road to Blue Ocean Shift is to understand why our world is so RED-Competitive-Egoistic. Something I read years ago in one of my favorite books in English translation would be "EGO - The Game of Life" written by Frank Schirrmacher who was publisher of the most important german-speaking newspaper Frankfurter Allgemeine Zeitung and who dies shortly after the publishing of his mentioned book.

No alt text provided for this image


Schirrmacher focuses himself on social, political, economical egoism based on game theories well developed shortly after second world war. What started as a simple Cold-War methodology "Learn to act rationally only if your starting point is your or your group very own interest". This Model of thinking survived Cold-War and war strategies. Digitalization and modern technology developed it to a "System of Indoctrination". Red Ocean World is in that sense not the product of some egoistic hedge fund managers but the mainstream paradigm in our interactions.

No alt text provided for this image
Following Schirrmacher more psycho-social history of "game theory of egoism" which shaped our behavior more than anything in the last decades, Vaclaw Smils last masterpiece "Growth" is epochally exposing physical limits of growth challenging RED OCEAN mindset in every possible way. His Idea of no possibility of decoupling growth in GDP from growth in material and energy use inspires more and more researchers to look beyond GDP (one of them is my great friend writing his Ph.D. in London on this topic). Smil is putting great Quote from Kenneth Boulding to illustrate his opinion: "Anyone who believes in indefinite growth in anything physical, on a physically finite planet, is either mad or an economist" (and Kenneth was an economist).

GOING PERSONAL. And that is why I walked from one very practical written, almost manual book, as Blue Ocean Shift from W. Chan Kim and Renee Mauborgne to deeper insights in the deepness of RED OCEAN we are living in. PERSONAL because I am from Serbia / Wester Balkans, Region which is living "one has to die so another could win" philosophy so literally that we still run blind around reality.

But maybe we should start small, operational, practical with a manual from "Blue Ocean Shift" book. Europe could also start to remember why they started their Blue Ocean Shift after 2. World War. It was not physical wat made Europe grow but a vision of reshaping the idea of living together, having common interests, drawing, and understanding clear buyers (citizens) seekings.

Going more into details of our regional problems and rednesses would be content for another text. But looking form an alien perspective it sounds simple. There are three overreaching rules for Blue Ocean shift: HIGH IMPACT, LOW COST, RAPIDE EXECUTION: Integrating economies of countries in our region would radically impact the speed of closing a living standard gap, it will drastically reduce the cost of our administrations and doing business, and would rapidly build regional business players ale to survive in brutal market competition.

[Dang Minh Ngoc · Rating 3 out of 5]

Cuộc dịch chuyển đại dương xanh: Tự tin nắm bắt tăng trưởng bằng cách áp dụng các bước đã được kiểm chứng by W. Chan Kim

*sách tóm tắt

- Sự cạnh tranh khốc liệt của thị trường, thị trường ngách cũng bão hòa - vấn đề là ta đang nhìn vào thị trường "đại dương đỏ"
- Tránh xa những chốn cạnh tranh khốc liệt, tham gia vào "đại dương xanh" hoàn toàn mới.

Nội dung 1: Hiểu đc cách tạo ra thị trường mới giúp ta tìm ra đại dương xanh của riêng mình
Có 3 chiến lược tạo ra thị trường mới
- Đổi mới đột phá: khi những tiến bộ công nghệ mới đánh bại công nghệ mới, phá vỡ cấu trúc nền công nghiệp. VD: Netflix - băng đĩa DVD phá sản.
- Sáng tạo ko phá vỡ: Ko thay thế hay phá hủy 1 thị trường, mà đại dương xanh nhắm đến vấn đề chưa đc giải quyết. VD: Thuốc cường dương Viaga
- Tái xác định vấn đề: Nhận diện 1 vấn đề đang tồn tại và tái định nghĩa đó. VD: Nồi chiên k dầu, k hại sức khỏe
- Tóm lại: Thay thế sp hiện tại bằng sáng tạo đột phá, giải quyết vấn đề hoàn toàn mới, hoặc nhìn lại vấn đề cũ theo 1 cách khác.

Nội dung 2: Cơ hội luôn tiềm ẩn trong những vấn đề của KH
- Dn tốt = chuyên gia giải quyết vấn đề
- Câu hỏi: vấn đề là j, nằm ở đâu, làm sao giải quyết
- Trong nguy có cơ. Trong vấn đề có cơ hội
- Mô hình sơ đồ tiện ích người mua - thấy đc những công đoạn KH gặp khó khăn
- Gồm 6 hàng tiêu chí sp: năng suất, đơn giản, tiện lợi, giảm rủi ro, vui thích, thân thiện môi trg
- Và 6 cột giai đoạn trải ng của ng mua : thanh toán, vận chuyển, sử dụng, bổ sung, bảo trì, thải bỏ
- Tự là KH và đặt câu hỏi: sp gây khó khăn gì khi dùng, Kh có điều j k hài lòng khi dùng? - tìm ng nhân và giải pháp.

Nội dung 3: Đại dương xanh hé mở khi ta bắt tay hành động
- Khung ch trình hành động đc lên theo các câu hỏi:
- Những nhân tố nào k cần thiết/ có thể loại bỏ
- Lựa chọn nào có thể giảm xuống dưới mức tiêu chuẩn
- Yếu tố nào cần cải thiện tiêu chuẩn
- Tạo ra những sp mới ??

- Quan sát cs thường nhật, tìm hiểu vấn đề Kh và rà khoát khung ch trình hành động.
- Thảo luận với đồng ng và suy nghĩ về nó.

20.09.2022
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Giới thiệu nội dung

Cuộc Dịch Chuyển Đại Dương Xanh giúp chúng ta vượt qua các đối thủ cạnh tranh bằng cách tấn công vào những thị trường chưa được khai phá.

Tác giả W. Chan Kim là đồng giám đốc của Viện Chiến lược Đại dương Xanh INSEAD, ông đã được tạp chí Fast Company chọn vào Đại sảnh Danh vọng Lãnh đạo năm 2011 và lọt vào danh sách 5 giáo sư trường kinh doanh giỏi nhất thế giới theo Bảng xếp hạng MBA. Ông cũng nhận được Giải thưởng Nobels Colloquia trong lĩnh vực Lãnh đạo về Tư duy Kinh doanh và Kinh tế. Kim là thành viên của Diễn đàn Kinh tế Thế giới và là thành viên cố vấn cho Liên minh Châu Âu và một số quốc gia khác.

Đồng tác giả Renée Mauborgne là một nhà kinh tế học và lý thuyết kinh doanh người Mỹ. Bà là giáo sư chiến lược và là đồng giám đốc của Viện Chiến lược Đại dương Xanh INSEAD.

Tổng quan

Công ty của bạn đang đối mặt với nguy cơ chết chìm trước sự cạnh tranh khốc liệt của thị trường? Hay bạn đang ấp ủ khởi nghiệp nhưng lo lắng rằng các thị trường ngách cũng đã bão hòa? Vấn đề ở đây là bạn vẫn đang nhìn vào thị trường "đại dương đỏ". Giống như những đàn cá mập cắn xé lẫn nhau để tranh giành miếng mồi khiến nước biển đục ngầu, nếu bạn xông pha vào những thị trường đông đúc thì sẽ rất khó để cạnh tranh. Tránh xa những chốn cạnh tranh khốc liệt, công ty của bạn sẽ phát đạt.

Vậy điều gì sẽ xảy ra nếu chúng ta có thể tham gia vào một thị trường ngách hoàn toàn mới và không quá khốc liệt? Đây chính là khái niệm "đại dương xanh" và hai tác giả Chan Kim cùng Renee Mauborgne sẽ hướng dẫn chúng ta từng bước để gia nhập thị trường "đại dương xanh".

Nội dung thứ nhất: Hiểu thị trường giúp chúng ta tìm thấy "đại dương xanh" của riêng mình

Với chiến lược thị trường "đại dương xanh" doanh nghiệp của bạn có thể giành được thành công. Để đạt được điều đó, trước tiên bạn phải hiểu cách tạo ra thị trường mới.

Có 3 chiến lược để tạo ra thị thường mới:
1. Đổi mới đột phá
2. Sáng tạo không-phá-vỡ
3. Tái xác định vấn đề

Sự đổi mới đột phá diễn ra khi những tiến bộ công nghệ mới đánh bại những công nghệ cũ, phá vỡ cấu trúc ngành công nghiệp. Ví dụ, khi Netflix bắt đầu phát các video trực tuyến, gã khổng lồ cho thuê băng đĩa DVD Blockbuster đã phải tuyên bố phá sản và phần lớn ngành công nghiệp băng từ video (VHS) tại Mỹ sụp đổ.

Tiếp đến, sáng tạo không phá vỡ là chiến lược không nhằm thay thế hay phá hủy một thị trường. Thay vào đó, đại dương xanh sẽ xuất hiện khi một công ty nhắm đến một vấn đề chưa được giải quyết trước đó. Ví dụ, công ty dược phẩm Pfizer nghiên cứu ra thuốc cường dương Viagra, viên thuốc màu xanh lừng danh này đã mang lại giải pháp cho những vấn đề giường chiếu của nam giới.

Chiến lược thứ ba là nhận diện một vấn đề đang tồn tại và tái định nghĩa nó. Một công ty chuyên sản xuất dụng cụ nấu nướng có tên Groupe SEB đã áp dụng chiến lược này cho cách làm khoai tây chiên. Hầu hết mọi người từ trước đến nay đều cho rằng món khoai tây chiên phải được chiên ngập dầu, do đó, nó không tốt cho sức khỏe. Groupe SEB đã sản xuất ra sản phẩm nồi chiên ActiFry có thể làm được món khoai tây chiên chỉ với một ít dầu và không cần mất công chiên rán. Như vậy, Groupe SEB đã tiếp cận vấn đề theo một cách khác và tạo ra một nhánh thị trường hoàn toàn mới.

Tóm lại, chúng ta cần thay thế sản phẩm hiện tại bằng một sáng tạo đột phá, giải quyết một vấn đề hoàn toàn mới hoặc nhìn nhận vấn đề đang tồn tại của khách hàng theo một cách khác biệt.

Nội dung thứ 2: Cơ hội luôn tiềm ẩn trong những vấn đề của khách hàng

Những doanh nghiệp tốt là những chuyên gia giải quyết vấn đề. Để làm được điều này, trước tiên chúng ta cần khám phá ra vấn đề là gì, vấn đề nằm ở đâu.

Một chiến lược đại dương xanh hữu hiệu cần nghiên cứu những vấn đề tiềm ẩn khách hàng có thể gặp phải. Trong nguy có cơ, các cơ hội phát triển nằm xen lẫn trong những vấn đề của khách hàng. Tuy nhiên, làm thế nào chúng ta có thể tìm ra vấn đề của khách hàng? Bằng cách sử dụng mô hình mà hai tác giả Renée Mauborgne và W. Chan Kim gọi là "sơ đồ tiện ích người mua", chúng ta có thể thấy được những công đoạn khách hàng có thể gặp khó khăn.

Sơ đồ tiện ích người mua là một bảng gồm 6 hàng và 6 cột. Trên các cột, chúng ta có các giai đoạn trải nghiệm của người mua bao gồm: Thanh toán, Vận chuyển, Sử dụng, Bổ sung, Bảo trì, Thải bỏ. Tương ứng ở các hàng, chúng ta có các tiêu chí sản phẩm bao gồm:

Năng suất, Sự đơn giản, Tiện lợi, Giảm thiểu rủi ro, Niềm vui thích, Thân thiện với môi trường. Bạn hãy lập bảng sơ đồ này, tự mình trải nghiệm từng giai đoạn như một khách hàng của chính mình. Ví dụ, một công ty bán rượu vang có thể bắt đầu với việc xem xét cách khách hàng chọn một chai rượu, kiểm nghiệm từng giai đoạn và tìm ra những vấn đề tồn đọng.

Để sơ đồ tiện ích người mua phát huy hiệu quả nhất, bạn hãy tự đặt những câu hỏi như: "Sản phẩm của mình có gây khó khăn gì trong quá trình sử dụng không?" hay "Khách hàng có điều gì không hài lòng khi sử dụng sản phẩm?". Với mỗi câu trả lời, hãy đi tìm nguyên nhân dẫn đến vấn đề đó.

Nội dung thứ 3: Đại dương xanh hé mở khi bạn thực sự bắt tay hành động

Chúng ta cần phải tìm ra nguyên nhân sản phẩm gây khó khăn cho khách hàng khi sử dụng, tuy nhiên đó mới là bước tiền đề. Còn để mô hình đại dương xanh hoạt động tốt nhất thì phải bắt tay hành động.

Các khung chương trình hành động sẽ được lên theo những câu hỏi sau:
- Những nhân tố nào trong quá trình sản xuất không cần thiết và có thể loại bỏ?
- Có lựa chọn nào mà chúng ta cung cấp có thể giảm xuống dưới mức tiêu chuẩn không?
- Những yếu tố nào cần phải cải thiện tiêu chuẩn?
- Chúng ta có thể tạo ra những sản phẩm mới không?

Chúng ta hãy cùng xem xét ví dụ về chuỗi khách sạn CitizenM để hiểu rõ hơn nhé. Khi cân nhắc có thể loại bớt cái gì, CitizenM đã bỏ các dịch vụ ở tiền sảnh, nhờ vậy du khách không cần phải xếp hàng đợi nhận phòng. Tiếp đến, cùng với việc cắt giảm tiêu chuẩn, các phòng nghỉ được thu hẹp diện tích đáng kể. Khách thuê phòng chủ yếu để ngủ, cần gì một căn phòng quá rộng rãi? Song song với bước hành động thứ hai là bước thứ ba, CitizenM cải thiện trải nghiệm của khách hàng bằng cách nâng cấp chất lượng nệm và ga trải giường, giữ không gian yên tĩnh tuyệt đối, với hy vọng giấc ngủ ngon sẽ là trải nghiệm tuyệt vời nhất mà khách hàng có được nơi đây. Bước cuối, chuỗi khách sạn CitizenM đã tự tạo cơ hội để cải thiện dịch vụ của mình bằng cách sử dụng các nhân viên chăm sóc khách hàng với nhiệm vụ trả lời thắc mắc và giải quyết vấn đề thay cho dịch vụ tiền sảnh đã loại bỏ.

Quyển sách cung cấp cho chúng ta những lời khuyên rõ ràng và hữu ích về lĩnh vực marketing như: Quan sát cuộc sống thường nhật, Tìm hiểu vấn đề của khách hàng và Rà soát khung chương trình hành động.

Hãy suy nghĩ và thảo luận với các cộng sự về 4 câu hỏi hành động. Bạn có thể viết các câu hỏi ra giấy, dán ở những nơi dễ thấy trong công ty nhằm khuyến khích mọi người nghiền ngẫm về những vấn đề này, từ đó tạo nên một hệ tư duy liên tục đổi mới nhằm thích ứng với thị trường.
Các doanh nghiệp thất bại đa phần vì họ đã bỏ qua những kiến thức về đại dương xanh mà Chan Kim cùng Renee Mauborgne đã chỉ ra. Nếu bạn đang tìm kiếm giải pháp marketing cho doanh nghiệp của mình, đây chính xác là cuốn sách bạn cần.

01.04.2025
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