Definition:Identifying your competitors and evaluating their strategies to determine their strengths and weaknesses relative to those of your own product or service .A competitive analysis is a critical part of your company marketing plan. With this evaluation, you can establish what makes your product or service unique--and therefore what attributes you play up in order to attract your target market.Evaluate your competitors by placing them in strategic groups according to how directly they compete for a share of the customer's dollar. For each competitor or strategic group, list their product or service, its profitability, growth pattern, marketing objectives and assumptions, current and past strategies, organizational and cost structure, strengths and weaknesses, and size (in sales) of the competitor's business. Answer questions such as: Who are your competitors? What products or services do they sell? What is each competitor's market share? What are their past strategies? What are their current strategies? What type of media are used to market their products or services? How many hours per week do they purchase to advertise through the media used in this market? What are each competitor's strengths and weaknesses? What potential threats do your competitors pose? What potential opportunities do they make available for you?A quick and easy way to compare your product or service with similar ones on the market is to make a competition grid. Down the left side of a piece of paper, write the names of four or five products or services that compete with yours. To help you generate this list, think of what your customers would buy if they didn't buy your product or service.Across the top of the paper, list the main features and characteristics of each product or service. Include such things as target market, price, size, method of distribution, and extent of customer service for a product. For a service, list prospective buyers, where the service is available, price, website, toll-free phone number, and other features that are relevant. A glance at the competition grid will help you see where your product fits in the overall market.

Competitor analysisinmarketingand strategicmanagementis an assessment of the strengths and weaknesses of current and potentialcompetitors. This analysis provides both an offensive and defensive strategic context to identify opportunities and threats. Profiling coalesces all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, implementation, monitoring and adjustment.[1]Competitor analysis is an essential component of corporate strategy.[2]It is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called informal impressions, conjectures, and intuition gained through the tidbits of information about competitors every manager continually receives. As a result, traditional environmental scanning places many firms at risk of dangerous competitive blindspots due to a lack of robust competitor analysis.[3]Contents[hide] 1Competitor analysis 2Competitor profiling 3Media scanning 4New competitors 5See also 6Notes 7ReferencesCompetitor analysis[edit]One common and useful technique is constructing acompetitor array. The steps include: Define your industry - scope and nature of the industry Determine who your competitors are Determine who your customers are and what benefits they expect Determine what the key success factors are in your industry Rank the key success factors by giving each one a weighting - The sum of all the weightings must add up to one. Rate each competitor on each of the key success factors Multiply each cell in the matrix by the factor weighting.This can best be displayed on a two dimensional matrix - competitors along the top and key success factors down the side. An example of a competitor array follows:[4]Key IndustrySuccess FactorsWeightingCompetitor#1 ratingCompetitor#1 weightedCompetitor#2 ratingCompetitor#2 weighted

1 - Extensive distribution.462.431.2

2 - Customer focus.341.251.5

3 - Economies of scale.23.63.6

4 - Product innovation.17.74.4

Totals1.0204.9153.7

In this example competitor #1 is rated higher than competitor #2 on product innovation ability (7 out of 10, compared to 4 out of 10) and distribution networks (6 out of 10), but competitor #2 is rated higher on customer focus (5 out of 10). Overall, competitor #1 is rated slightly higher than competitor #2 (20 out of 40 compared to 15 out of 40). When the success factors are weighted according to their importance, competitor #1 gets a far better rating (4.9 compared to 3.7).Two additional columns can be added. In one column you can rate your own company on each of the key success factors (try to be objective and honest). In another column you can listbenchmarks. They are the ideal standards of comparisons on each of the factors. They reflect the workings of a company using all the industry's best practices.Competitor profiling[edit]The strategic rationale of competitor profiling is powerfully simple. Superior knowledge of rivals offers a legitimate source of competitive advantage. The raw material of competitive advantage consists of offering superior customer value in the firms chosen market. The definitive characteristic of customer value is the adjective, superior. Customer value is defined relative to rival offerings making competitor knowledge an intrinsic component of corporate strategy. Profiling facilitates this strategic objective in three important ways.[5]First, profiling can reveal strategic weaknesses in rivals that the firm may exploit. Second, the proactive stance of competitor profiling will allow the firm to anticipate the strategic response of their rivals to the firms planned strategies, the strategies of other competing firms, and changes in the environment. Third, this proactive knowledge will give the firms strategic agility. Offensive strategy can be implemented more quickly in order to exploit opportunities and capitalize on strengths. Similarly, defensive strategy can be employed more deftly in order to counter the threat of rival firms from exploiting the firms own weaknesses.[3]Clearly, those firms practicing systematic and advanced competitor profiling have a significant advantage. As such, a comprehensive profiling capability is rapidly becoming a core competence required for successful competition. An appropriate analogy is to consider this advantage as akin to having a good idea of the next move that your opponent in a chess match will make. By staying one move ahead, checkmate is one step closer. Indeed, as in chess, a good offense is the best defense in the game of business as well.[3]A common technique is to create detailed profiles on each of your major competitors.[6]These profiles give an in-depth description of the competitor's background, finances, products, markets, facilities, personnel, and strategies. This involves: Background location of offices, plants, and online presences history - key personalities, dates, events, and trends ownership, corporate governance, and organizational structure Financials P-E ratios,dividend policy, and profitability various financial ratios, liquidity, and cash flow profit growth profile; method of growth (organic or acquisitive) Products products offered, depth and breadth ofproduct line, and product portfolio balance new products developed, new product success rate, and R&D strengths brands, strength of brand portfolio, brand loyalty and brand awareness patents and licenses quality control conformance reverse engineeringordeformulation Marketing segments served, market shares, customer base, growth rate, and customer loyalty promotional mix, promotional budgets, advertising themes, ad agency used, sales force success rate, online promotional strategy distribution channels used (direct & indirect), exclusivity agreements, alliances, and geographical coverage pricing, discounts, and allowances Facilities plant capacity, capacity utilization rate, age of plant, plant efficiency, capital investment location, shipping logistics, and product mix by plant Personnel number of employees, key employees, and skill sets strength of management, and management style compensation, benefits, and employee morale & retention rates Corporate and marketing strategies objectives, mission statement, growth plans, acquisitions, and divestitures marketing strategiesMedia scanning[edit]Scanning competitor's ads can reveal much about what that competitor believes about marketing and their target market. Changes in a competitor'sadvertisingmessage can revealProductnew product offerings, new production processes,StrategyBranding strategy, positioning strategy, segmentation strategy, pricing strategy, promotion strategy, distribution strategy.a newbranding strategy, a newpositioning strategy, a newsegmentation strategy,line extensionsand contractions, problems with previous positions, insights from recent marketing or productresearch, a newstrategic direction, a new source ofsustainable competitive advantage, orvalue migrationswithin the industry. It might also indicate a newpricing strategysuch aspenetration,price discrimination,price skimming,product bundling, joint product pricing, discounts, or loss leaders. It may also indicate a newpromotion strategysuch as push, pull, balanced, short term sales generation, long term image creation, informational, comparative, affective, reminder, new creative objectives, newunique selling proposition, new creative concepts, appeals, tone, and themes, or a new advertising agency. It might also indicate a newdistribution strategy, new distribution partners, more extensive distribution, more intensive distribution, a change in geographical focus, or exclusive distribution. Similar techniques can be used by observing a competitor'ssearch engine optimizationtargets and practices.[7]For example, by conducting keyword research, one may be able to determine a competitor's target market, keywords, or products. Other metrics allow for detection of a competitor's success.[8]Little of this intelligence is definitive: additional information is needed before conclusions should be drawn.A competitor's media strategy reveals budget allocation, segmentation andtargeting strategy, and selectivity andfocus.[9][10]From a tactical perspective, it can also be used to help a manager implement his own media plan. By knowing the competitor's media buy, media selection, frequency, reach, continuity, schedules, and flights, the manager can arrange his own media plan so that they do not coincide.Other sources of corporate intelligence include trade shows, patent filings, mutual customers, annual reports, and trade associations.Some firms hire competitor intelligence professionals to obtain this information. TheSociety of Competitive Intelligence Professionalsmaintains a listing of individuals who provide these services.[11]New competitors[edit]In addition to analysing current competitors, it is necessary to estimate future competitive threats. The most common sources of new competitors are: Companies competing in a related product/market Companies using related technologies Companies already targeting your prime market segment but with unrelated products Companies from other geographical areas and with similar products New start-up companies organized by former employees and/or managers of existing companiesThe entrance of new competitors is likely when: There are high profit margins in the industry There is unmet demand (insufficient supply) in the industry There are no major barriers to entry There is future growth potential Competitive rivalry is not intense Gaining acompetitive advantageover existing firms is feasible

Competitor Analysis Template: 12 Ways To Predict Your Competitors BehaviorsBenchmarking-May 3, 2013ByRoss Beard.2524

The best companies in the world remain at the top of their game by keeping a close on eye on their competitors.Honda was able to enter the U.S. motorcycle market with a small motorbike because they saw that the U.S. manufacturers had assumed there was no market for small bikes.A competitor analysis is a great way to obtain information about important competitors and use that information to predict competitorbehaviorswhilst making better business decisions.Using acompetitor analysis templateyou can compare how your company rates against your competitors across a wide range of aspects.This article will focus on explaining what a competitive analysis is and how you can use the template I have created to make better informed business decisions.My competitor analysis template has been adapted from Michael Porters, Competitive Strategy 1980, with theories and thoughts taken fromJim Riley,Daniel BurteinandBusiness Lifestyle Solutions.Before I go straight into showing you the customer analysis template, I wanted to bring to light some of the key reasons why you would want to do a competitor analysis and what benefits you can get out of doing one.Why do a competitor analysis?The main goals of a competitor analysis are to understand who your competitors are, what strategies they are using and have planned, how competitors might react to your companys actions, and how to influence competitorbehaviorto your advantage.A lot of the time, this data is easily accessible so you will need to dig deep into annual reports, press releases, product brochures, patent applications and much, much more!I will take you through the most common places to find each piece of information in the customer analysis template.So now you know why you should do a competitor analysis, what are the real benefits? Can assist your management with developing marketing strategies Can identify opportunities in the market that areunder-served Can help you take advantage of competitors weaknesses to grow market share Can allow you to make better informed decisions about your strategy and ensure you can create sustainable competitive advantages Can help you with forecasting future investmentsNow lets get into the competitor analysis template. I recommend youdownload and print the template hereso you can fill it in while I take you through each section.I break the template down into 12 key sections: Competitor Profile Overview Competitive advantage Marketing Profile Target market Market share Marketing strategies Product/ Service Profile Product/Service offerings Pricing and costs Channels SWOT Profile Strengths Weaknesses Opportunities ThreatsAs I go through each of these sections, make sure analyseyour company,then analysethreeof your most important competitors.Competitor Profile: OverviewThe competitor profile and overview involvesanalyzingcompetitors using Michael Porters framework based on four key aspects: Competitors objectives Competitors assumptions Competitors strategy Competitors capabilitiesObjectives and assumptions drive the competitor while the strategy and capabilities are what the competitor is capable of doing. See the diagram below to see the components:Competitor Objectives:these objectives are not always financial; they can commonly be related to a companys growth rate and market share. The reason you want to know a competitors objectives is so you can better plan for their strategies.Lets say your competitor is focusing on short term revenue you can likely suspect they will spend most their efforts on holding strong positions for the top performing products as opposed to investing in research and development to roll out new products.Competitors Assumptions:assumptions are made by management most the time based on past experience, but can also include beliefs about its competitive position, regional factors, industry trends and rules of thumb.The Honda example I brought to light earlier is a classic. U.S. manufacturers had failed in the past with attempts to sell a smaller motorbike and as such had written off the market segment, leaving a gaping opportunity for Honda to grab market share.Competitors Strategy:this information is often hard to find. A lot can be revealed in annual shareholder reports, 10K reports, interviews with analysts, statements by managers and press releases.Cash flow is also a great indicator of a competitors strategy, try looking up their hiring activity, R&D projects, capital investments, promotional campaigns, strategy partnerships, mergers and acquisitions.Competitors Capabilities:once you have knowledge of the above three aspects, you can make better informed decisions about the capabilities of a competitor. These decisions can help fend off competitor attacks and help you make strategic attacks based on competitors abilities to respond quickly and effectively.A companys capabilities are also linked to its strengths. So completing a SWOT analysis (I go through this later)can provide further interesting intelligence.How to find information for your competitor profileDavidson (1997) believes the sources of competitor information can be neatly grouped into three categories: Recordeddata: this is easily available in published form either internally or externally. Good examples include competitor annual reports and product brochures; Observabledata:this has to be actively sought and often assembled from several sources. A good example is competitor pricing; Opportunistic data:to get hold of this kind of data requires a lot of planning and organisation. Much of it is anecdotal, coming from discussions with suppliers, customers and, perhaps, previous management of competitors.The table below lists possible sources of competitor data using Davidsons categorization:

Task 1: Competitor ProfileComplete your competitor profile use the recommended sources to find the data and try get as much info as possible.Competitor Profile: Competitive AdvantageThis section is important. Do you know what your competitive advantage is?I like to define competitive advantage as your point of differentiation something that makes you different from your competitors.Jim Rileydefines it as an advantage over competitors gained by offering consumers greater value, either by means of lower prices or by providing greater benefits and service that justifies higher price.Jim is spot on, but I like to keep things simple.Task 2: Competitive AdvantageThink about what makes your company different than your competitors. Next, do the same thing for your three competitors. If youre struggling, pick up the phone and give your competitors a call just ask them!Go one step further and actually talk to their customers ask them why they shopped with the competitor company. Youll get some lovely responses and more than likely find out their competitive advantages.Marketing Profile: Target MarketDid you know that some of your competitorsmay not actually be your competitors?In this step I want you to define your primary target market.Your primary target market is the group of customers that you service the most. For instance, you are an IT Company that services Accounting firms in New York. Thats a very specific target market, but for demonstration purposes your competitors are the ones competing with you for a share inthat market.You can broaden things out and target a number of different verticals in New York, but I recommend you try keep things as targeted as possible to ensure you findthe most relevantcompetitors to compare against.Task 3: Target MarketIdentify who your target market is (if you dont already know) and then do some research on your competitors to see who their target market is. A good place to start would be their website and marketing communications see who their existing clients are, have a look at their messaging.Note: if you find out your actual competitors are different from what you original selected make sure you change them and redo section one: competitor profile.Marketing Profile: Market ShareMarket share can be defined as the percentage of the market you account for. In the previous task you identified your target market now its time to calculate your market share.In a survey by the Marketing Accountability Standards Board (MASB), 67% of respondents prefer to calculated their market share metric as a dollar value for instance you have $300,000 share in a $1.8 million dollar market which equates to a 16.7% market share.So why is this relevant for your competitive analysis?Well, you want to know how you stack up against your competitors to ensure you can make better business decisions read more this in my article oncompetitive benchmarking.This metric can help you with setting goals and objectives for the future to ensure you grow your business and take a bigger piece of the revenue available.Looking at these statistical trends overtime can also give you good intelligence on your competitorsbehavior If their market share has increased steadily over the past couple of years you can safely bet they are looking to gro market share in your market,which means stealing market share from you!If you are aware of this, you can make necessary defensive strategies to combat their attacks.Task 4: Market ShareComplete a market share analysis.Marketing Profile: Marketing StrategiesYour closest competitor is ramping up a new radio campaign wouldnt it be nice to know that ahead of time?Well, it certainly would but unless you have some overfriendly competitors that love sharing, chances are you probably wont.That doesnt mean you cant strategically predict what your competitors might do.In this section of the template, make sure you fill in your marketing strategies and predict those of your competitors. If you are not familiar with what they are doing, do some research and observe what they are doing good sources to be looking at include their advertising campaigns and promotions. The goal here is to try and predict what they might have planned for the futureand how that will affect you.Let me demonstrate this with an example. You might have a competitor in your list that primarily services another particular market but have a couple of clients in your market. They recognise an opportunity for growth and think they can steal a bit of the market share that you hold and as a result, launch a radio campaign targeted at your market!Now what do you do?Hopefully youve been doing your analysis and have a defensive marketing strategy in place. For example, you can be proactive and reach out to all your clients with a specialvalue adding quarterly meeting giving you an opportunity to strengthen your relationship andretain your clients. By being prepared, you can stay one step ahead of your competitors.Task 5: Marketing StrategiesWrite down your current marketing strategies and any you have in the pipeline. Now get moving and see what your competitors are doing give them a call, do some research on their site do whatever you can to become more familiar with their strategies. Youd be surprised how many competitors would actually tell you what they are planning.Product/Service Profile:Your product and/or service mix includes your range of products and services. This section of the competitor analysis template involves comparing your offerings to those of your competitor.It is important here to take a look at your product range, product quality and brand credibility.I recommend you firstly take a look at your product range and see where your strengths lie. Next, be honest with yourself and rank your quality standard on scale of 1 to 10. Lastly, rank your brand credibility and if you hold any.Now do the same for your three competitors, using the same judging scale. Look out for areas where your product or service differs from your competitors.This section gives you the opportunity to identify new viable markets that can be exploited with a new product, or make product variations to fill a gap in an existing market. These opportunities can be explored further with more research and by completing section four of this template which discusses the SWOT.Task 6: Product/Service ProfileComplete the product/service profile rate your company then your competitors on a consistent performance scale.Product/Service Profile: Pricing and CostsPricing can tell a lot about your competitors. Here you want to be looking at what pricing strategies you and your competitors are implementing.Key questions to be asking about yourself and your competitors include: Am I a low-cost or high-cost provider? What are my mark-ups? 75% but currently offering 15% to get stock moving? Do I work off volume sales or once off purchases? Do my prices differentiate depending on the medium online vs brick n mortar? Am I using a cost-based, customer-based or competitor-based pricing strategy?Task 7: Pricing and CostsAnswer all these questions about your company and your competitors. Pricing is an observable source so you should be able to get most of the answers by looking at your competitors offerings.Product/Service Profile: Distribution ChannelsThe internet has disrupted the more traditional distribution channels. This section involves looking at how you distribute your product/service to your customers and how your competitors do it.Jim Rileytalks about how each layer of marketing intermediaries that performs some work in bring the product to its final buyer is a channel level.I recommend you break down your distribution channels down as a percentage.Task 8: Distribution ChannelsFirst, start with your company how do you get your products or services into your customers hands?It might be that 50% of the work is done remotely, 30% on site and the remaining 20% done automatically?Now look at your competitors distribution channels are they automating more aspects? Do they use more middle men? Do they spend more timein front of the clients?Two questions I love asking are: Does there strategy resonate better with customers than yours? Do they have bettercustomer satisfaction metricsthan you?SWOT Profile: Strengths, Weaknesses, Opportunities, ThreatsThe final section of the competitor analysis template includes analyzing four aspects from the traditional SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).A SWOT analysis is traditionally used by companies to audit their current business processes and monitor competitors. I like to break the SWOT down to internal and external factors.Internally, lays your companysstrengths and weaknesses. These are things that you have control over hence internal.Examples of strengths include your brand and your perceived quality. Weaknesses might be your lack product range.Externally, lays your companies opportunities and threats. These are aspects which you have limited/no control over but must be aware of and monitor closely. Examples of opportunities might be government strategy that opens up doors to new markets, while threats might be a new competitor deciding to enter your market.Understanding your own SWOT is only half the challenge. The really value you get from a SWOT analysis is when you complete one for your competitors SWOTs are a great way to predict competitors strategies and their competitive advantages.In fact, a SWOT analysis links closely to what I talked about in an earlier section regarding competitive advantage.To form a competitive advantage, you need your strengths and opportunities to be matching.By understanding this dynamic, you can put strategies in place that aim to convert your weaknesses and threats into strengths and opportunities. This will allow your company to find new competitive advantages that will help you grow into new markets to defend attacks from competitors.Furthermore, by understanding your competitors weaknesses and threats, you are able to create strategies that can exploit them and help you towards your objectives.Task 9: SWOT ProfileComplete a SWOT analysis for your company and your competitors make sure you get your head around internal vs external factors a lot of people tend to get confused. This is the final step of my competitor analysis template and really aims to wrap up everything and give you a good understanding of where you lie in comparison to your competitors in the market.In conclusionSome businesses think its best to just go about their own plans and ignore the competitors.I hope by going through this competitor analysis template you can now appreciate the importance of analysing your competitors. When completed correctly, a competitor analysis can help you your business form strategies that will capitalise on opportunities and minimise the impact of threats from competitors.

There are few documents that get the attention of product planners and marketers the way that a competitive analysis does. A good competitive analysis is a scouting report of the actual market terrain that your company must navigate in order to be successful. And there is no person better equipped to write one than a market-savvy technical writer.To write a good competitive analysis, you must: Be objective. Conduct fearless and thorough research. Write well.If you're like most successful technical writers I know, you have these skills already. So, how do you put these skills together to do the job?A competitive analysis covers five key topics: Your company's competitors. Competitor product summaries. Competitor strengths and weaknesses. The strategies used by each competitor to achieve their objectives. The market outlook.A List of CompetitorsThe analysis begins with a list of your company's competitors. Most of the time, such a list is comprised of what your company cconsiders to be its chief competitors. However, there may be other companies that indirectly compete with yours, ones that offer products or services that are aiming for the same customer capital.You will also want to include information on companies that may be entering your market in the coming year. Once you have compiled the list, you can highlight those companies that will be the greatest challenge.Competitor Product SummaryAnalyze the competition's products and services in terms of features, value, and targets. How do your competitor's sell their wares? How dotheymarket them? Customer satisfaction surveys conducted by the trade press can help you tremendously. How do customers see your competition? Ask your sales force for information -- they can be your best source of information about your competitor's customers.It's likewise important to include information on how competitors distribute and advertise their products. You will want to talk about product quality and, where possible, find out how they are staffed.Competitor Strengths and WeaknessesAs you put together the list of competitor strengths and weaknesses, be objective. You'll do your company no good if you allow bias toward your own products and services to cloud your judgment. Try to see the competition's products as thoughyouwere the competitor. What makes their products so great? If they are growing rapidly, what is it about their product or service that's promoting that growth?You can find this information in a variety of ways. Certainly there are numerous Internet resources you can use -- the competitor's Web site is always a good start. The trade press is an invaluable resource, but don't do all your research through the Internet. Make some phone calls, talk to the journalists and consultants who are active in the industry. These people are a lot easier to find than you'd think, and they are often happy to share facts and opinions with you.Competitor Strategies and ObjectivesObserve how your competitors market themselves through press releases and advertising. Quarterly and annual reports reveal a great deal of information, too. But more than likely you'll have to do quite a lot of footwork to nail your competitors down.Interviews of journalists and consultants can be valuable. You will have to go to many different sources to get a complete picture. What about your competitors' customers? Good sales people will know who they are and can help you get this sort of information. It takes practice and a little shrewdness on your part to piece together a complete picture of strategies and objectives. Focus on the facts, be persistent, and trust your intuition to help you.Market OutlookWhat is the market for your company's product like now? Is it growing? If so, then there are likely quite a few customers left to go around. If on the other hand the market is flat, then the competition for customers is likely to be fierce. Your company will find itself scrambling to win market share. Is the market splintering -- is it breaking up into niches?The outlook portion of your analysis may seem like prognostication, but it's really a measure of trends. By the time you've done most of your research, you'll have enough information to determine what the outlook really is.Writing a competitive analysis can be a challenging and interesting piece of work. You'll learn a lot about your industry and in the process become a more valuable resource for your company or clients.

Strategi samudera biruDari Wikipedia bahasa Indonesia, ensiklopedia bebasBelum DiperiksaStrategi samudera biru, atau lebih populer dengan istilahnya dalam Bahasa Inggris,Blue Ocean Strategy, adalah strategi yang menantangperusahaanuntuk keluar dari samudra merah persaingan berdarah dengan cara menciptakan ruangpasaryang belum ada pesaingnya, sehingga kata kompetisi pun menjadi tidak relevan. Strategi samudra biru berfokus pada menumbuhkan permintaan dan menjauh dari kompetensi dengan menciptakan suatu nilai dan keunikan yang tidak sembarang unik, namun juga merupakan pangsa pasar menguntungkan.[1]Daftar isi[sembunyikan] 1Perbandingan denganred ocean 2Inovasi sebagai pijakan strategi samudera biru 3Kanvas Strategi 4Kerangka Kerja Empat Langkah 5Skema Hapuskan-Kurangi-Tingkatkan-Ciptakan 6Strategi Pengembangan Pasar 7Referensi 8Pranala LuarPerbandingan denganred ocean[sunting|sunting sumber]Dalam duniabisnisterdapat dua macam area,red oceandanblue ocean. Di dalamred oceansendiri merupakan gambaran persaingan bisnis yang ada saat ini dan ruang pasar yang sudah dikenal sedangkanblue oceanmenciptakan ruang pasar yang baru , yang belum dimasuki oleh pesaing sebelum nya atau belum dikenali . Di dalamred ocean,batasan-batasan dalam industri telah didefinisikan dan diterima oleh para pelaku bisnis.Di sini, perusahaan berusaha mengalahkan lawan mereka demi mendapatkan permintaan dari pangsa pasar yang lebih besar. Sebaliknya di dalamblue ocean strategyditandai oleh ruang pasar yang belum terjelajahi, penciptaan permintaan, dan peluang pertumbuhan yang sangat menguntungkan. Di dalamblue ocean strategy, kompetisi itu tidak relevan karena aturan-aturan permainan baru akan dibentuk.[1]Inovasi sebagai pijakan strategi samudera biru[sunting|sunting sumber]Menurut Kim, strategi samudera biru jarang sekali berkaitan dengan inovasi teknologi. Sebagai contoh pabrik perakitan mobilFordyang revolusioner dapat dilacak awal penerapannya pada industri pengepakan daging di Amerika Serikat. Begitu juga perusahaan-perusahaan lama seringkali merupakan pemain yang menghasilkan samudera bitu dan seringkali dihasilkan oleh unit bisnis utama mereka.[2]Inovasi nilaimerupakan batu-pijak dari strategi samudra biru. Inovasi nilai memberikan penekanan setara pada nilai nilai dan inovasi. Nilai tanpa inovasi cenderung berfokus pada penciptaan nilai dalam skala besar. Inovasi tanpa nilai cenderung bersifat mengandalkan teknologi, pelopor pasar, atau futuristis, dan sering membidik sesuatu yang belum siap diterima dan dikonsumsi oleh pembeli.

Inovasi nilai merupakan cara baru untuk memikirkan dan melaksanakan strategi yang mengarah pada penciptaan samudra biru dan ditinggalkannya kompetisi. Penciptaan samudra biru adalah soal menekan biaya sembari meningkatkan nilai bagi pembeli. Karena nilai pembeli berasal dari utilitas (manfaat) dan harga yang ditawarkan perusahaan kepada pembeli, dan karena nilai bagi perusahaan itu dihasilkan dari harga dan struktur biaya, maka inovasi nilai tercapai hanya ketika keseluruhan system kegiatan utilitas, harga, dan biaya perusahaan terpadu dengan tepat. Inovasi nilai adalah lebih dari sekadar inovasi. Inovasi nilai adalah soal strategi yang merangkul seluruh sistem kegiatan perusahaan. Inovasi nilai menuntut perusahaan untuk mengarahkan seluruh sistem pada tujuan mencapai lompatan dalam nilai bagi pembeli dan perusahaan itu sendiri.Kanvas Strategi[sunting|sunting sumber]Kanvas strategi adalah kerangka aksi sekaligus diagnosis untuk membangun strategi samudra biru yang baik. Ia merangkum situasi terkini dalam ruang pasar yang sudah dikenal. Hal ini memungkinkan anda untuk memahami di mana kompetisi saat ini sedang tercurah, memahami faktor-faktor apa yang sedang dijadikan ajang kompetisi dalam produk, jasa, dan pengiriman, serta memahami apa yang didapat konsumen dari penawaran kompetitif yang ada di pasar.[2]Kerangka Kerja Empat Langkah[sunting|sunting sumber]Menurut Kim terdapat empat pertanyaan kunci untuk menantang logika strategi dan model bisnis sebuah industri:1. Faktor apa saja yang harus dihapuskan dari faktor-faktor yang telah diterima begitu saja oleh industri?2. Faktor apa saja yang harus dikurangi hingga dibawah standar industri?3. Faktor apa saja yang harus ditingkatkan hingga di atas standar industri?4. Faktor apa saja yang belum pernah ditawarkan industri sehingga harus diciptakan?

Secara bersama-sama, keempat pertanyaan ini memungkinkan anda secara sistematis mengeksplorasi cara anda merekonstruksi elemen-elemen nilai pembeli di sepanjang industri-industri alternatif demi menawari pembeli pengalaman yang sama sekali baru, sambil secara bersamaan tetap mempertahankan struktur biaya anda pada level rendah.Skema Hapuskan-Kurangi-Tingkatkan-Ciptakan[sunting|sunting sumber]Menurut Kim alat ini adalah alat analisis pelengkap bagi kerangka kerja empat langkah. Skema ini mendorong perusahaan untuk tidak hanya menanyakan empat pertanyaan dalam kerangka kerja empat langkah, tapi juga bertindak berdasarkan keempat pertanyaan itu untuk menciptakan suatu kurva nilai baru. Skema ini memberikan empat manfaat utama kepada perusahaan:1. Mendorong perusahaan untuk mengejar diferensiasi dan biaya murah secara bersamaan untuk mendobrak pertukaran nilai-biaya.2. Menyerang perusahaan lain yang hanya berfokus pada upaya meningkatkan dan menciptakan, sehingga menaikkan struktur biaya mereka, serta menyerang perusahaan lain yang sering memodifikasi produk dan jasa secara berlebihan.3. Skema ini dengan mudah dipahami oleh manajer di level apa pun, sehingga menciptakan tingkat keterlibatan yang tinggi dalam penerapannya.4. Karena penuntasan upaya-upaya dalam skema ini merupakan tugas menantang, skema ini mendorong perusahaan untuk bersemangat dalam menganalisis setiap faktorindustriyang menjadi ajang kompetisi, sehingga ia menemukan berbagai asumsi implisit yang mereka buat secara tak sadar dalam berkompetisi.Strategi Pengembangan Pasar[sunting|sunting sumber]Menurut Tjiptono[3]strategi korporat dapat dikelompokkan menjadi dua macam, yaitu strategi pertumbuhan dan strategi konsolidasi. Masing-masing tipe terbagi lagi menjadi beberapa jenis strategi berikut:1. Strategi pertumbuhan (''Growth Strategies'')Strategi pertumbuhan dapat dijabarkan lagi berdasarkan focus perusahaan pada pasar saat ini atau pasar baru Strategi pertumbuhan untuk pasar saat ini.Perusahaan yang menjumpai banyak peluang dan sedikit masalah dalam pasar yang dilayaninya saat ini kemungkinan besar akan memilih alternatif strategi pertumbuhan berbasis pasar yang ada saat ini. Strategi pertumbuhan untuk pasar baru.Apabila pasar yang dilayani saat ini dinilai kurang prospektif dalam hal pertumbuhan penjualan maupun profitabilitasnya, perusahaan cenderung akan berusaha mencari pasar baru yang lebih menjanjikan.1. Strategi konsolidasi (Consolidation Strategies). Secara umum, terdapat tiga macam strategi konsolidasi: Strategi penciutan (Retrenchment), yaitu mengurangi komitmen perusahaan pada produk-produk saat ini dengan cara menarik diri dari pasar yang dinilai lemah atau gagal. Strategi ini merupakan kebalikan dari strategi pengembangan pasar. Strategi pemangkasan (Pruning), yaitu strategi mengurangi jumlah produk yang ditawarkan pada sebuah pasar spesifik. Strategi ini merupakan kebalikan dari strategi pengembangan produk. Strategi divestasi (Divestment), yaitu menjual sebagian bisnis perusahaan kepada perusahaan lain atau menutup unit usaha tertentu. Maka pada prinsipnya strategi divestasi merupakan kebalikan dari strategi diversifikasi.

Artikel Ekonomi & Bisnis : Blue Ocean VS Red Ocean Strategy

Artikel Ekonomi dan Bisnis. Pada kesempatan ini kita akan membahas dan membandingkan antara Blue Ocean Strategy dan Red Ocean Strategy, sebagai bagian dari pendekatan/strategi kompetisi bisnis di masa sekarang.

BLUE OCEAN STRATEGYBlue Ocean Strategy, merupakan salah satu tema penting dalam wacana manajemen strategi lima tahun belakangan. Digagas oleh Profesor asal Korea, Chan Kim dan rekannya dari Perancis Renee Mauborgne, tema ini hendak mengajarkan kepada kita tentang bagaimana memenangkan kompetisi bisnis yang kian dinamik.Lalu apa itu sejatinya blue ocean strategy? Apa saja contoh konkrit perusahaan yang telah menerapkannnya? Dan tahapan apa saja yang mesti dilakoni guna menjalankannya dengan berhasil?

Konsep dasar Blue Ocean Strategy (BOS) adalah Value Innovation. Yaitu bagaimana kita mengalihkan diri dari persaingan di Red Ocean yang sangat kompetitive dan berdarah, menuju pada Blue Ocean yang membuat kompetisi jadi tidak relevan lagi.Blue ocean strategy pada dasarnya merupakan sebuah siasat untuk menaklukan pesaing melalui tawaran fitur produk yang inovatif, dan selama ini diabaikan oleh para pesaing. Fitur produk ini biasanya juga berbeda secara radikal dengan yang selama ini sudah ada di pasar.

Value Innovation tidak selalu berupa inovasi teknologi, tetapi berupa inovasi untuk peningkatan keuntungan pelanggan yang disesuaikan dengan harga jual dan biaya.Setiap strategi selalu mempunyai resiko yang harus diperhitungkan denganseksama.Dengan cara seperti diatas,blue oceanmendorong pelakunya untuk memasuki sebuah arena pasar baru yang potensial, dan yang selama ini dilupakan oleh para pesaing. Contoh yang paling fenomenal dari dari kisah blue ocean ini misalnya dapat dilihat pada kisah keberhasilan Yamaha dengan skutik Mio-nya. Dulu sebelum motor jenis ini muncul, pasar sepeda motor didominasi oleh jenis konvensional dengan Honda sebagai penguasanya.

Melalui skutik Mio, Yamaha mengintroduksi motor dengan fitur yang berbeda secara radikal dengan produk yang selama ini ada di pasaran. Ia juga segera membidik segmen pasar baru (new market segment) yakni para pelanggan perempuan (female bikers). Dengan pendekatan blue ocean ini, saat itu praktis Yamaha berenang dalam arena pasar baru, yang tidak ada players lain didalamnya. Dengan mudah Yamaha memimpin pasar baru itu, dan itu terus bertahan hingga kini. Keberhasilan ini memang fenomenal, sebab melalui Mio-lah, Yamaha kemudian pelan-pelan merangsek singgasana yang sudah puluhan tahun digenggam sang jawara, Honda.

Contoh blue ocean strategy yang juga legendaris adalah drama kemenangan produk iPod dari Apple yang merebut habis pasar musik digital. Produk iPod ini sungguh inovatif, dan sama sekali berbeda dengan produk sebelumnya, seperti walkman atau CD music player yang dikuasai oleh Sony. Digitalisasi musik adalah fitur kunci dari iPod, selain kemudahan penggunaannya. Dengan segera iPod menguasai pasar baru musik digital, dan jauh meninggalkan Sony yang terpuruk dalam debu keterpurukan dan luka kekalahan.Contoh lain blue ocean strategy yang tak kalah dramatis tentu saja adalah kisah mendiang mbah Surip dengan lagu Tak Gendong-nya. Ketika arena musik tanah air didominasi oleh musik pop yang mendayu-dayu, ia hadir menawarkan produk dengan fitur yang secara radikal berbeda dengan yang selama ini ada di pasaran : sepotong lagu reggae yang jenaka dalam balutan gaya bohemian. Plus selarik tagline yang amat brilian : I love you full. Dengan segera ia menjelma menjadi ikon baru, menciptakan new market space, dan dalam arena ini ia dengan mudah menaklukkan pasar.

Kisah Yamaha Mio, iPod, dan mbah Surip adalah sepenggal kisah tentang bagaimana konsep blue ocean strategy dibentangkan dalam kenyataan. Semua kisah ini selalu diawali dengan kejelian melihat potensi pasar yang selama ini diabaikan oleh para kompetitor. Dan kemudian semuanya segera disertai dengan tawaran produk dengan fitur yang unik, inovatif dan berbeda (different) dengan yang selama ini ada di pasar.

Melalui cara itulah, para pelaku blue ocean strategy kemudian bisa menciptakan ruang pasar baru, menjangkau new market demand dan sekaligus membuat kompetisi menjadi tidak relevan. Atau mungkin lebih tepatnya : mereka kemudian bisa meninggalkan para pesaingnya dalam rintihan kekalahan. Mio melesat jauh meninggalkan Honda Beat. iPod membuat produk audio Sony tergeletak sekarat dalam ambang kehancuran. Dan nama mbah Surip tiba-tiba melambung, sebelum akhirnya benar-benar melesat menembus langit tuju bidadari.

Inti dari Blue Ocean Strategy :1.Keluar dari persaingan Red Ocean yang berdarah-darahdan pindahlah pada Blue Oceanyang menguntungkan.2.Fokus pada Value Innovation, peningkatan nilai tambah luar biasa pada pelanggan.3.Keluar dari kebiasaan berpikir industri tersebut dengan menciptakan Market Space yang baru.4.Gunakan Strategy Canvas dan 4 Action Framework untuk menciptakan Value danLowcost secara bersamaan.5.Pemikiran haruslah dari Keuntungan pelanggan, baru ke harga, biaya, dan bagaimana mengadaptasikan keadaan yang dihadapi, baik internal maupun external.

RED OCEAN STRATEGY

Red Ocean Strategy di ilustrasikan sebagai lautan yang di penuhi berbagai jenis ikan yang bersaing ketat dalam memperebutkan makanan. Dalam perebutan tersebut, terjadi peristiwa perkelahian sengit sehingga laut yang biru berubah menjadi merah karena percikan-percikan darah di antara mereka. Peristiwa ini menggambarkan bahwa strategy yang di gunakan adalah bagaimana membandingkan diri dengan pesaing (benchmark), menilai kekuatan dan kelemahan, menentukan strategi dan mengimplementasikan taktik mengalahkan lawan untuk mempertahankan pasar, mengambil porsi pasar lawan, mematikan usaha lawan.

Red ocean, dimana semua kompetitor memberikan tawaran fitur produk yang seragam, sama, dan semua saling memperebutkan pasar yang juga sama. Alhasil, yang acap terjadi adalah pertarungan yang berdarah-darah, lantaran arena persaingan diperebutkan oleh para pemain yang menawarkan keseragaman produk dan pendekatan.