blue ocean strategyBOS FormulationHere you will find a range of next generation teaching materials relevant to blue ocean strategy formulation. We recommend reading the Teaching Module to get started. Please note that access to most of these materials is restricted to professors only. 
 This teaching module outlines five complementary sessions using lectures and cases including class exercise-based cases and theory-based video cases. The module covers the theoretical distinction between a structuralist versus reconstructionist view of strategy and the patterns behind the creation of new market space and how these challenge many long held tenets in the field of strategy. All supporting materials, which come with comprehensive teaching notes, can be found below. 
 Lecture slides on blue ocean strategy formulation Here we offer four distinct lecture slide presentations that cover the various aspects of blue ocean strategy formulation. These were created for use with the above teaching module.
 Cirque du Soleil - Creating a blue ocean. 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.  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.  Lessons from Breakthrough Strategic Moves Over the Last Century. This case and accompanying theory-based movie examine three representative industries that touch peoples’ everyday lives: autos - how people get to work; computers - what people use at work; and movie theaters - where people go after work for entertainment to uncover the patterns behind breakthrough strategic moves.  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.  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. Trademarks | © Kim & Mauborgne, 2010 |
