presentasi sampai external 3 edit

7/29/2019 Presentasi Sampai External 3 Edit

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Aditya Nugraha (1)

Argi Hermansyah (6)

Daeng Achmad (8)

Hendra Mukti (13)

I Made Suandi (14)


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39%

86%

62%

61%

14%

38%

Substantially Higher Returns fromInvestments in Blue Oceans

(1880-2000)

Business Launch

Revenue Impact

Profit Impact

Red Oceans

Market-Competing Business Launches

Blue Oceans

Market-Creating Business Launches

Kim & Mauborgne 2006


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VISI Create uncontested market space

membuat ruang lingkup pasar sendiri

Make the competition irrelevant

tidak bersaing di dalam kompetisi


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Differentiation or low cost Differentiation and low cost

Compete in existing market space Create uncontested market space

Segment existing customers Attract noncustomers

Beat the competition Make the competition irrelevant

Competitive Advantage Value Innovation

Exploit existing demand Create and capture new demand

Blue Ocean StrategyRed Ocean Strategy


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Eliminated

Raise

Reduce

Create


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Industri Game Console

Nintendo Wii 2006


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PENERAPAN

External Assesment

Internal Assesment


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Minimizing Risks and MaximizingOpportunities in Formulating and

Executing Blue Ocean StrategyFormulation Risks

Execution Risks

Search Risk

Planning Risk

Scale Risk

Business Model Risk

Organizational Risk

Management Risk

Formulation Principles

Reconstruct market boundaries

Reach beyond existing demand

Get the strategic sequence right

Execution Principles

Focus on the big picture, not the numbers

Overcome key organizational hurdles

Build execution into strategy

Kim & Mauborgne 2006


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External Assesment


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1. Reconstruct Market Boundaries

6 Path1) Looks across alternative industries (alternatif produk)

2) Looks across strategic group within industry (strategy

yang sama)

3) Look Across the Chain of Buyers (kelompok pembeli yg

diabaikan)

4) Looks across to complementary product and service

offerings (menggabungkan complementary product

and service )

5) Look Across Functional or Emotional Appeal to Buyers

(daya tarik, fungsi vs emosi)

6) Participates in shaping external trends over time

(mencermati perubahan trend)


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2. Focus on the Big Picture, not the Numbers

Focus on the Big

Picture, not the

Numbers

The Four Steps of

Visualizing Strategy

1. Visual Awakening

2. Visual Exploration

3. Visual Strategy Fair

4. Visual Communication


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Visual Awakening

Strategy

Canvas


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Video Gaming Industry

The Strategy Canvas

of Nintendo Wii

hi

offering

leve

l

loPrice

Processing Power Design &

Austhetic

HD TV COmpatibility

Online GamingNon Gaming Funct.

HiRes Graphic

Available Game

Motion

Family Friendly


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Visual Exploration

Mengeksplorasi

bilamana pembeli menerima/tidak penawaran kita

(plus minus existing product)


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Visual Strategy Fair

Paparkan strategi yang diambil


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Four Action Framework- Cost Structure

Eliminate

ReduceDibawah Standar

Raise

Diatas Standar

CreateThe industry

never offer


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Four Action Frame Work

Eliminate

Reduce

Raise

Create


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The Strategy Canvas

of Nintendo Wii

hi

offering

leve

l

loPrice

Processing Power Design &Austhetic

HD TV COmpatibility

Online GamingNon Gaming Funct.

HiRes Graphic

Available Game

Motion

Family Friendly

Nintendo Wii

ReduceEliminate Raise Create

Video Gaming Industry


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Visual Communication

Komunikasikan seluruh strategy yang dipilih agar

pegawai mengerti


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3. Reach Beyond Existing Demand

The Three Tier

of Non-

customers

First tier: Soon to be non-customers;jarang

belanja, cari-cari barang alternatif

Second tier: Refusing non-customers yang

tidak menggunakan atau tidak mampu masuk

ke pasar kita.

Third tier: Unexplored non-customers

untargetted customer


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Internal Assesment


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4. Get The Strategic Sequence Right

The Sequence of Blue Ocean Strategy

Buyer utility

Ada manfaat yang besar untuk

buyer?

Price

Harga bisa dijangkau target

buyer?

Cost

Bisa mencapai target cost, dan

mencapai profit?

Adoption

Semua kesulitan baik dr

pegawai, maupun rekanan bisa

diatasi?

A commercially viable blue

ocean idea


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5. Overcome Key Organizational Hurdles

The Four Organizational Hurdles to Strategy Execution

Cognitive Hurdle,

An organization

wedded to the

status quo

Motivational

Hurdle,

Unmotivated staff

Political Hurdle,

Opposition from

powerful vested

interests

Resource Hurdle,

Limited resources


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5. Build Execution Into Strategy

Fair Process of Strategy

Strategy Formulation Process

Fair Process Engagement, Explanation, Expectation clarity

Attitudes

Trust and CommitmentI feel my opinion counts

Behavior

Voluntary CooperationIll go beyond the call of duty

Strategy Execution

Exceeds Expectation self initiated


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TERIMA KASIH


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Purple Ocean Strategy


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Apakah Purple Ocean

Strategy

Strategi 2 Kaki antara Red

Ocean danBlue Ocean

presentasi sampai external 3 edit

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