Teaching Materials

Blue ocean pedagogical materials, used in over 2,800 universities and in almost every country in the world, go beyond the standard case-based method. Our multimedia cases and interactive exercises are designed to help you build a deeper​ understanding of key blue ocean strategy concepts, developed by world-renowned professors W. Chan Kim and Renée Mauborgne.

MBA Blue Ocean Strategy Elective Course Syllabus

Launched in 2016, this full elective course provides participants with a comprehensive understanding of the key concepts, frameworks and tools of blue ocean strategy created by W. Chan Kim and Renée Mauborgne and an opportunity to systematically apply the fundamental methodology for creating and capturing blue oceans to simulated business settings.

To download the MBA Blue Ocean Strategy Elective brochure, click .

Blue Ocean Strategy Formulation: How Strategy Shapes Structure

While understanding how to compete in existing market space is important, a competitive view of strategy leaves unaddressed the critical challenge of how to redefine industry boundaries and create new market space. To learn how strategy shapes structure to create new market space, this strategy module focuses on four key aspects of Blue Ocean Strategy: how to reconstruct industry boundaries, how to reach beyond existing demand, how to pursue differentiation and low cost simultaneously, and how to build profitable business models to succeed in new market spaces. Under this theory of strategy, the structure of an industry is not taken as given, strategy determines structure that leads to performance consequences. This shifts the focus of strategy from a zero-sum towards a non-zero-sum paradigm.

For more detail including syllabus, click .

 

Blue Ocean Strategy Implementation: Tipping Point Leadership & Fair Process in Action

This teaching module uses a rich mixture of pedagogical approaches to address blue ocean strategy implementation. The module addresses how an organization can overcome the four key hurdles blocking implementation while building trust in employees. While the challenge of execution exists whether in red or blue oceans, compared with red ocean strategy, blue ocean strategy represents a significant departure from status quo. Therefore, the execution of a divergent strategy raises the implementation bar in an organization. Here, the concepts of tipping point leadership and fair process, developed by W. Chan Kim and Renée Mauborgne, are explored as key constructs in implementation.

This teaching module can be used to lead two MBA classes or a half-day executive program.

For more detail including syllabus, click .

The Marvel Way: Restoring a Blue Ocean

The Marvel Way: Restoring a Blue Ocean explains one of the greatest turnarounds in modern business history. This case comes with a two-part video interview with CEO Peter Cuneo who launched a Blue Ocean. The video is available here at blueoceanstrategy.com upon request for professors only.

Case Study
Teaching Note
Video & Lecture Slides

 

Drybar: No Cuts. No Color. Just Blowouts!

The case looks at how Drybar changed the concept of professional blow-drying and made it compelling to women regardless of age or background. Drybar recognized an untapped business opportunity in blowout services and turned this opportunity into a $ 70 million business with 55 locations across the United States in just five years.

Case Study A
Case Study B
Teaching Note
Video & Lecture Slides

 

YELLOWTAIL: Crafting Winning Strategies in a Mature Market: The US Wine Industry in 2001

This case and accompanying theory-based movie examine the US wine industry in 2001 and the strategic move executed by [yellow tail] that made it the number one imported wine and the fastest growing brand in the history of the US and Australian wine industries.

Case Study
Teaching Note
Video & Lecture Slides

 

ARTICLE: Blue Ocean Strategy

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ARTICLE: Value Innovation: The Strategic Logic of High Growth

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HISTORICAL MOVES: Lessons from Breakthrough Strategic Moves Over the Last Century

This case and accompanying theory-based movie examine three industries—automobiles, computers and cinema—that impact our everyday lives. How people get to work, what they use at work and where they go after work uncover patterns behind breakthrough strategic moves.

Case Study
Teaching Note
Video

The Marvel Way: Restoring a Blue Ocean

The Marvel Way: Restoring a Blue Ocean explains one of the greatest turnarounds in modern business history. This case comes with a two-part video interview with CEO Peter Cuneo who launched a Blue Ocean. The video is available here at blueoceanstrategy.com upon request for professors only.

Case Study
Teaching Note
Video & Lecture Slides

 

WIKIPEDIA: Making a Blue Ocean Strategic Move that Discourages Imitation

The case illustrates how the alignment of value, profit and people propositions around both differentiation and low cost makes a blue ocean strategic move very difficult to imitate. Using the strategic move of Wikipedia, this case examines the three strategy propositions for the online encyclopedia industry and how key factors from one proposition can support and reinforce the other two propositions.

Case Study
Teaching Note
Video & Lecture Slides

 

ZAPPOS: Bring the Shoe Store to Your Home (Part A) & Strategy Powered by Culture and People (Part B)

The first part of this two case series focuses on how Zappos reconstructed the existing boundary of online footwear retail industry with a distinctive value proposition that is neither an offline nor online shoe store in the conventional sense. The second part focuses on Zappos’s people proposition, which led to high performance and raised barriers to imitation.

Case Study A
Case Study B
Teaching Note
Video & Lecture Slides

 

TATA NANO: The People’s Car that Promises to Reconstruct the Automobile Industry

This case and the accompanying three-part theory-based movie, available here at blueoceanstrategy.com upon request for professors only, describe Tata Motors’ strategic move to create and launch the Tata Nano and the successes and setbacks of the Tata Nano team in actualizing this strategic move. The case and part-one of theory-based video first review how the Tata Nano was conceived based on noncustomer insights and how a strategic price was set to capture the mass of target buyers. The case and part-two of the theory-based movie then show how the Tata Nano team complemented its compelling value proposition with a viable profit proposition by pursuing target-based costing. Finally, the case and part-three of theory-based movie examine different components of the Tata Nano’s people proposition to identify the major causes of the setback it experienced in executing the strategic move. The accompanying three-part theory-based movie, which longitudinally tracks the Tata Nano strategic move from conception to execution, is based on first-hand research and face-to-face interviews. A comprehensive teaching note also accompanies the case.

Case Study
Teaching Note
Lecture Slides

 

ARTICLE: How Strategy Shapes Structure

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Drybar: No Cuts. No Color. Just Blowouts!

The case looks at how Drybar changed the concept of professional blow-drying and made it compelling to women regardless of age or background. Drybar recognized an untapped business opportunity in blowout services and turned this opportunity into a $ 70 million business with 55 locations across the United States in just five years.

Case Study A
Case Study B
Teaching Note
Video & Lecture Slides

 

CIRQUE DE SOLEIL: The Evolution of the Circus Industry (Part A) & Even a Clown Can Do It (Part B)

Cirque du Soleil entered a structurally unattractive circus industry. Yet, it was able to reinvent the industry and create a new market space by challenging the conventional assumptions about how to compete. It value innovated by shifting the buyer group from children (end-users of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths of other alternative industries, such as the theatre, Broadway shows and the opera, to offer a totally new set of utilities to more mature and higher spending buyers.

Case Study A
Case Study B
Teaching Note
Video Case

 

ZAPPOS: Bring the Shoe Store to Your Home (Part A) & Strategy Powered by Culture and People (Part B)

The first part of this two case series focuses on how Zappos reconstructed the existing boundary of online footwear retail industry with a distinctive value proposition that is neither an offline nor online shoe store in the conventional sense. The second part focuses on Zappos’s people proposition, which led to high performance and raised barriers to imitation.

Case Study A
Case Study B
Teaching Note
Video & Lecture Slides

 

TATA NANO: The People’s Car that Promises to Reconstruct the Automobile Industry

This case and the accompanying three-part theory-based movie, available here at blueoceanstrategy.com upon request for professors only,

describe Tata Motors’ strategic move to create and launch the Tata Nano and the successes and setbacks of the Tata Nano team in actualizing this strategic move. The case and part-one of theory-based video first review how the Tata Nano was conceived based on noncustomer insights and how a strategic price was set to capture the mass of target buyers. The case and part-two of the theory-based movie then show how the Tata Nano team complemented its compelling value proposition with a viable profit proposition by pursuing target-based costing. Finally, the case and part-three of theory-based movie examine different components of the Tata Nano’s people proposition to identify the major causes of the setback it experienced in executing the strategic move. The accompanying three-part theory-based movie, which longitudinally tracks the Tata Nano strategic move from conception to execution, is based on first-hand research and face-to-face interviews. A comprehensive teaching note also accompanies the case.

Case Study
Teaching Note
Lecture Slides

 

REHABILITY: The Highly Regulated German Medical Supplies Industry (Part A) & More than Just Wheelchairs (Part B)

The first part of this two-case series describes the conditions of the highly regulated medical supplies industry in Germany and shows how traditional players trapped themselves in ever intensifying and price-based competition. The second part illustrates how Rehability, a German medical supply store, created new market space in the early 1990s by asking a different set of strategic questions, shifting the focus of the industry and reconstructing market boundaries. This two-part case is accompanied by a two-part theory-based movie, available here at blueoceanstrategy.com upon request for professors only,

which reviews industry conditions and the traditional approach of the medical supplies industry and demonstrates Rehability’s strategic move to break away from the competition and set sail towards the blue ocean. Together the theory-based movie and case are excellent for teaching both MBAs and executives how to reconstruct an industry through the six paths framework.

Case Study A
Case Study B
Teaching Note
Lecture Slides

 

ARTICLE: Creating New Market Space

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NTT DoCoMo I-MODE(TM): Value Innovation at DoCoMo

This case describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance when it launched its novel i-mode services in February 1999.

Case Study
Teaching Note

 

SKYPE in the Voice-Over-IP Industry: A Commercially Viable Blue Ocean?

This case illustrates the user experience of an avid Skype user who uses Skype’s voice and video offerings interchangeably for business and personal communication. The case illustrates the disconnect between Skype’s bifurcated pricing strategy and, along with the accompanying case exercises, prepares the participants for an engaging class discussion on what constitutes Skype’s unprecedented voice and video offering and how one could set a strategic price even though there appears to be no apparent precedents for such an offering.

Case Study
Teaching Note
Video & Lecture Slides

 

ARTICLE: Knowing a Winning Business Idea When You See One

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ARTICLE: Strategy, Value Innovation, and the Knowledge Economy

Article

Compte-Nickel: Creating New Demand in the Retail Banking Sector

The case explains how Compte-Nickel founded a blue ocean in the crowded French retail banking sector by identifying noncustomers and developed a strategy to attract them. The case shows that traditional banks focused on developing financial technology to make their offerings more appealing whereas Compte-Nickel created a blue ocean by looking at the noncustomers the other banks ignored: low income earners and people facing financial exclusion.

Case Study
Teaching Note
Video
Lecture Slides

 

Justin Trudeau Wins 2015 Canada Election: Creating a Blue Ocean in Politics

The case describes how Justin Trudeau came from a seemingly hopeless third place (in the party rankings) to win a stunning majority and become Canada’s 23rd prime minister. Trudeau’s win is analysed through a Blue Ocean lens, showing how his campaign broke with the traditional rules of engagement by reaching out to non-voters, and increasing willingness-to-vote while lowering the cost-of-voter acquisition.

Case Study
Background Note
Teaching Note
Video
Lecture Slides

 

GILLETTE: How a US Consumer Products Company Unlocked the Three Tiers of Noncustomers

This case and accompanying interactive presentation illustrate how new demand is created by looking to noncustomers instead of just competing for a share of the existing customers of an industry.

Case Study
Teaching Note
Interactive Case
Noncustomer Exercise

 

NINTENDO Wii: Lessons Learned from Noncustomers

This case illustrates that if companies wish to tap into latent demand and create organic growth, they must learn from noncustomers. Once Nintendo understood why these noncustomer groups shunned video games, they reconstructed elements across market boundaries to create a console based on simplicity, functionality, interactivity, with games that dramatically raised utility for these noncustomers.

Case Study
Video & Lecture Slides

 

TATA NANO: The People’s Car that Promises to Reconstruct the Automobile Industry

This case and the accompanying three-part theory-based movie, available here at blueoceanstrategy.com upon request for professors only,

describe Tata Motors’ strategic move to create and launch the Tata Nano and the successes and setbacks of the Tata Nano team in actualizing this strategic move. The case and part-one of theory-based video first review how the Tata Nano was conceived based on noncustomer insights and how a strategic price was set to capture the mass of target buyers. The case and part-two of the theory-based movie then show how the Tata Nano team complemented its compelling value proposition with a viable profit proposition by pursuing target-based costing. Finally, the case and part-three of theory-based movie examine different components of the Tata Nano’s people proposition to identify the major causes of the setback it experienced in executing the strategic move. The accompanying three-part theory-based movie, which longitudinally tracks the Tata Nano strategic move from conception to execution, is based on first-hand research and face-to-face interviews. A comprehensive teaching note also accompanies the case.

Case Study
Teaching Note
Lecture Slides

APPLE: How Apple’s Corporate Strategy Drove High Growth

This case introduces the application of blue ocean strategy in the context of managing business portfolios at the corporate level and its impact on the total market value of a firm. The case examines a series of blue ocean strategic moves at Apple Inc. that transformed the company from a computer manufacturer into a consumer electronics powerhouse.

Case Study
Teaching Note
Video & Lecture Slides
Press Articles

ZAPPOS: Bring the Shoe Store to Your Home (Part A) & Strategy Powered by Culture and People (Part B)

The first part of this two case series focuses on how Zappos reconstructed the existing boundary of online footwear retail industry with a distinctive value proposition that is neither an offline nor online shoe store in the conventional sense. The second part focuses on Zappos’s people proposition, which led to high performance and raised barriers to imitation.

Case Study A
Case Study B
Teaching Note
Video & Lecture Slides

 

IMPLEMENTATION INTERACTIVE CLASS EXERCISE:
Tipping Point Leadership and Fair Process in Action

The case entitled, ‘How to Implement Blue Ocean Strategy’, developed by W. Chan Kim and Renée Mauborgne, challenges participants to apply key concepts of blue ocean strategy implementation to overcome key organizational and management hurdles while leading a strategic shift. The case is accompanied by an interactive class exercise, which requires Adobe Air.

Case
Teaching Note
Interactive Class Exercise

 

SELF DIAGNOSTIC DEVELOPMENT TOOL:
Tipping Point Leadership and Fair Process in Action

Probing questions that offer executive participants a practical tool for assessing the level of organizational hurdles that exist in their organization and the effectiveness of past and future strategies to overcome them.

Workbook
Teaching Note

 

SCENARIO CASE:
Tipping Point Leadership and Fair Process in Action

A set of interactive group scenarios which allow participants to work in teams as they learn to apply key concepts of tipping point leadership and fair process, as developed by Kim and Mauborgne. Recommended for use with executives or MBAs with extensive work experience.

Case
Teaching Note

 

ARTICLE: Tipping Point Leadership

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ARTICLE: Fair Process: Managing in the Knowledge Economy

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SCENARIO CASE: Tipping Point Leadership and Fair Process in Action

A set of interactive group scenarios which allow participants to work in teams as they learn to apply key concepts of tipping point leadership and fair process, as developed by Kim and Mauborgne. Recommended for use with executives or MBAs with extensive work experience.

Case
Teaching Note

 

ARTICLE: Tipping Point Leadership

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ARTICLE: Fair Process: Managing in the Knowledge Economy

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