bos blue ocrean strategy

8/10/2019 BOS Blue Ocrean Strategy

1/39

Pengenalan kepada

Blue Ocean Strategy

Mesyuarat Khas Pengurusan PendidikanPPD Kebangsaan ke-9

17 - 20 November 2008

Hotel Katerina, Batu Pahat, Johor


2/39

Pengenalan


3/39

Blue Ocean Strategy

How to Create Uncontested Market Space

and

Make the Competition Irrelevent


4/39

Strategi Samudra Biru

Bagaimana menjana ruang pasaran tanpa saingan

serta

Tidak memerlukan pertandingan


5/39

Red Ocean


6/39

Siapa di belakang BOS ?

Prof. W. Chan Kim & Prof. Renee Mauborgne


7/39

What is BOS?

9 Key Points of Blue Ocean Strategy (BOS)

BOS is the result of a decade-long study of 150 strategicmoves spanning more than 30 industries over 100 years(1880-2000).

BOS is the simultaneous pursuit of differentiationANDlow cost.

The aim of BOS is not to out-perform the competitioninthe existing industry, but to create new market space ora blue ocean, thereby making the competition irrelevant.

BOS offers a set of methodologiesand toolsto create

new market space.


8/39

Apakah BOS?9 perkara utama Blue Ocean Strategy (BOS)

BOS hasil kajian 10 tahun 150 perubahan strategikmerangkumi lebih dari 30 industri selama 100 tahun(1880-2000).

BOS adalah mencari perbezaan / kelainanDAN kosrendah.

Matlamat BOS bukan untuk mengatasi pesaingandalam

industri sedia ada, tetapi untuk menjana ruang pasaranbaru atau blue ocean, seterusnya membuat persaingantidak relevan.

BOS menawarkan satuset kaedahdan alatuntuk

menjana ruang pasaran baru.


9/39

What is BOS?


While innovation has been seen as a random /experimental process where entrepreneurs and spin-offsare the primary driversas argued by Schumpeterand

his followersBOS offers systematic and reproduciblemethodologies and processes in pursuit of innovation byboth new and existing firms.

BOS frameworks and tools include: strategy canvas,

value curve, four actions framework, six paths, buyerexperience cycle, buyer utility map, and blue ocean ideaindex.


10/39


Sementara inovasi dilihat sebagai proses ekperimensecara rawak di mana entrepreneursand spin-offsadalah pemandu utamaas argued by Schumpeterandhis followersBOS menawarkan kaedah dan prosesyang sistematik dan boleh diulangi dalam mencariinovasi oleh firma-firma baru dan sedia ada.

Kerangka dan alat BOS termasuk: strategy canvas,value curve, four actions framework, six paths, buyerexperience cycle, buyer utility map, dan blue ocean ideaindex.


11/39

What is BOS?


These frameworks and tools are designed to be visualin order to not only effectively build the collective wisdom

of the company but also to effectively execute througheasy communication.

BOS covers both strategy formulationand strategyexecution.

The three key conceptual building blocks of BOS are:

value innovation, tipping point leadership, andfair process.


12/39


Kerangka dan alat direka supaya visualsupaya bukansaja dibina secara berkesan dan membangunkankebijaksanaan terkumpul syarikat tetapi jugamelaksanakan secara berkesan melalui komunikasiyang mudah.

BOS merangkumi kedua-dua strategi perencanaandanstrategi pelaksanaan.

Tiga konsep blok pembinaan BOS adalah: value

innovation, tipping point leadership, dan fairprocess.


13/39


14/39


15/39

Win-lose ?

Harga jualan

Kos

Nilai baranganUntung

pembeli /

pelanggan

Untung

penjual /

pembekal


16/39

Value Innovation

Harga jualan

Kos

Nilai barangan

Untung

pembeli /

pelanggan

Untung

penjual /

pembekal


17/39

Value Innovation

Harga jualan

Kos

Nilai barangan

Untungpembeli /

pelanggan

Untung

penjual /

pembekal


18/39

Value Innovation

Because value to buyers comes from the

offerings utility minus its price, and

because value to the company is

generated from the offerings price minusits cost, value innovation is achieved only

when the whole system of utility, price and

cost is aligned.


19/39

Value Innovation

Value innovation is the simultaneous

pursuit of differentiationandlow cost.

Value innovation focuses on making the

competition irrelevant by creating a leap of

value for buyersandfor the company,

thereby opening up new and uncontested

market space.


20/39

Red OceanvsBlue Ocean

Red Ocean Strategy Blue Ocean Strategy

Compete in existingmarket space Create uncontestedmarket space

Beatthe competition Makethe competitionirrelevent

Exploit the existing demand Create & capturenew demand

Makethe value-cost trade-off Breakthe value-cost trade-off

Align the whole system of a firms

activities with itsstrategic choice

ofdifferentiationorlow cost

Align the whole system of a firms

activitiesin pursuit of

differentiationandlow cost


21/39

6 Principles of BOS

Formulation Principles Risk factor eachprinciple attenuates

1. Reconstruct market boundaries qSearch risk

2. Focus on the big picture, not the numbers qPlanning risk

3. Reach beyond existing demand qScale risk

4. Get the strategic sequence right qBusiness model risk

Excecution Principles Risk factor each

principle attenuates5. Overcome key organizational hurdles qOrganizational risk

6. Build excecution into strategy qManagement risk


22/39

Visual

BOS menekankan kepada memberi

kefahaman kepada semua secara visual

Alat yang digunakan mudah dilihat dan

difahami

Look at the big picture not the numbers


23/39


24/39

Competing Factors

Pengajaran Berkesan

Set induksi

Penerangan isi Soalan latihan

Teknik penyoalan

Kecindanan Refleksi


25/39

Competing Factors

Pertukaran Guru

Permohonan

Kriteria kelayakan Agihan ikut opsyen

Rayuan

Surat Pertukaran Cara makluman


26/39

Competing Factors

Pejabat Pelajaran Daerah

Perkhidmatan Kaunter

Tindak ikut aduan Proses Pertukaran Guru

Proses Pertukaran Murid

Pemantauan Program di sekolah Cara makluman


27/39

Blue Ocean Strategy methodology

The Four Actions Frameworkand ERRC gridassist managers in breaking the value-costtradeoff by answering the following questions:

What factors can be eliminatedthat the industry hastaken for granted?

What factors can be reduced wel l belowthe industrysstandard?

What factors can be raised well abovethe industrys

standard? What factors can be createdthat the industry has never

offered?


28/39

Kaedah Blue Ocean Strategy

Four Actions Frameworkdan ERRC gridbagiPegawai PPD dalam memecah value-cost trade-offdengan menjawab soalan berikut:

Apakah faktor yang boleh dibuangdi mana selama iniPPD taken for granted?

Apakah faktor yang boleh diku rangkan di bawahstandard PPD?

Apakah faktor yang boleh dit ing katkan di atasstandard

PPD? Apakah faktor yang boleh dijanakandi mana ianya

belum pernah ditawarkan?


29/39

ERRC Grid

Eliminate Raise

Reduce Create


30/39

Maximum utilisation

Time spent as a teacher / Assistant EDO

Educational management

Allocation on beneficial program, activities,projects

Effort on studying

Etc.


31/39


32/39

Resistence : 4 organisational

hurdles framework

Cognitive HurdleAn organization wedded

to the status quo

Resource HurdleLimitted resources

Motivational HurdleUnmotivated staff

Political HurdleOpposition from powerful

vested interest


33/39


34/39

The 3 E principles of

Fair Process Engagement

Explanation

Expectation Clarity


35/39

How fair process affects

peoples attitudes & behaviour

Strategy

Formulation

Process

Fair ProcessEngagement

Explanation

Expectation clarity

AttitudesTrust & commitmentI feel my opinion counts

Behaviour

Voluntary cooperationIll go beyond the call of duty

Strategy executionExceed expectationSelf-initiated


36/39

Dynamic of Value-Innovation

MRSM

SAS

MCKK

PFS

SMK Bakti

Cost

High

LowHigh Low

Performance

XXX


37/39

BOSprocess


38/39


39/39

Fin

Thank you

bos blue ocrean strategy

Documents