Quicken

Intuit created a blue ocean with its Quicken financial software package by looking across substitute industries and reconstructing boundaries across them.

To sort out their personal finances people can buy and install a financial software package, hire a CPA, or simply use pencil and paper. The software, the CPA, and the pencil are largely substitutes for each other. They have very different forms but serve the same function: helping people manage their financial affairs.

Instead of benchmarking the competition, Intuit created a blue ocean by looking to the pencil as the chief alternative to personal financial software to develop Quicken software. Intuit focused on bringing out both the decisive advantages that financial software had over the pencil – speed and accuracy; and the decisive advantages that the pencil had over software – simplicity of use and low price – and eliminated or reduced everything else.

With Quicken’s user-friendly interface resembling the familiar checkbook, it was faster and more accurate than the pencil, yet almost as simple to use. The program eliminated the accounting jargon and the sophisticated features traditional financial software offered, offering only the few basic functions that most customers use.

The product was so simple, easy to use, fun and productive that buyers fell in love with it. Moreover, simplifying the software cut costs. Neither the pencil nor other software packages could compete.
Today, more than thirty years on, Quicken still remains the number-one-selling personal financial software. Microsoft tried for years to dislodge Intuit’s value innovation, but after nearly thirty years of efforts and investment, it finally threw in the towel and ceased operations of its contender, Microsoft Money, in 2009.

Blue Ocean Strategic Moves

Blue ocean strategy is based on over decade-long study of more than 150 strategic moves spanning more than 30 industries over 100 years. The research of W. Chan Kim and Renée Mauborgne focused on discovering the common factors that lead to the creation of blue oceans and the key differences that separate those winners from the mere survivors and those adrift in the red ocean.

The database and research have continued to expand and grow over the last ten years since the first edition of the book was published and the strategic moves we studied depict similar patterns, whether blue oceans were created in for-profit industries, non-profit organizations, or the public sector.

Here are a few examples of blue ocean strategic moves from a variety of different industries and sectors. Select from the icons below to learn more.

Bloomberg Financial News Case Study
Canon Blue Ocean Strategy Case Study
Cemex Blue Ocean Strategy Case Study
Cirque du Soleil Blue Ocean Strategy Case Study
Curves Blue Ocean Strategy Case Study
Ford Model T Blue Ocean Strategy Case Study
iTunes Blue Ocean Strategy Case Study
JCDeaux Blue Ocean Strategy Case Study
NetJets Blue Ocean Strategy Case Study
Novo Nordisk Blue Ocean Strategy Case Study
New York Police Department Blue Ocean Strategy Case Study
Peirce College Blue Ocean Strategy Case Study
Philips Blue Ocean Strategy Case Study
QBHouse Blue Ocean Strategy Case Study
Quicken Blue Ocean Strategy Case Study
Polo Ralph Lauren Blue Ocean Strategy Case Study
Viagra Blue Ocean Strategy Case Study