Скачать или смотреть Netflix and the Blue Ocean Strategy - Part I

The video explores modern business strategy with a primary focus on the Blue Ocean Strategy, a framework for creating uncontested market spaces rather than competing in overcrowded industries. It explains how companies achieve value innovation by simultaneously pursuing product differentiation and cost reduction to render rivals irrelevant. Using Netflix and Blockbuster as central case studies, how these brands successfully disrupted media through strategic shifts. Further it highlights that while innovative moves can secure market leadership, continuous strategic renewal is required to survive as "blue oceans" eventually turn competitive.

To move from competitive red oceans—where businesses fight for a share of existing demand in crowded markets—into blue oceans of uncontested market space, organisations utilise several specific analytical frameworks and strategic tools. The fundamental goal of these tools is to achieve Value Innovation, which is the simultaneous pursuit of differentiation and low cost to create a leap in value for both the company and its customers.
The following strategic tools are central to this transition:
1. The Strategy Canvas
The Strategy Canvas is a one-page visual diagnostic that depicts the current state of play in a known market space. It allows an organisation to see where competitors are currently investing and identifies the value curve, which shows the offering level buyers receive across key competitive factors. By mapping these curves, companies can see how to diverge from the industry's standard profile to create a unique offering.
2. The Four Actions Framework and ERRC Grid
To reconstruct buyer value elements and craft a new value curve, organisations use the Four Actions Framework, which poses four critical questions:
• Eliminate: Which factors that the industry has long competed on should be removed?
• Reduce: Which factors should be reduced well below the industry’s standard?
• Raise: Which factors should be raised well above the industry’s standard?
• Create: Which factors should be created that the industry has never offered?
The findings from this framework are often summarised in the Eliminate-Reduce-Raise-Create (ERRC) Grid. This tool pushes companies to act on all four questions simultaneously to break the value-cost trade-off and ensure they are not just adding features (raising costs) but also streamlining their business model (reducing costs).
3. The Six-Path Framework
This framework provides a structured approach to reconstructing market boundaries by looking across six traditional areas of competition:
• Alternative industries: Looking at products with different forms but the same core utility.
• Strategic groups: Examining different groups within an industry, such as high-end vs. low-cost providers.
• Chain of buyers: Challenging who the industry typically targets, such as shifting focus from influencers (doctors) to users (patients).
• Complementary offerings: Solving the pain points in a customer’s total solution.
• Functional-emotional appeal: Shifting from a rational, utility-based appeal to an emotional one, or vice-versa.
• Time: Actively shaping future trends as they emerge, as Apple did with digital music.
4. Reaching Beyond Existing Demand
Rather than focusing on finer segmentation to please existing customers, blue ocean tools encourage organisations to look at noncustomers. There are three tiers of noncustomers to explore:
• Tier 1: "Soon-to-be" customers who are on the edge of your market.
• Tier 2: "Refusing" customers who consciously choose against the current market.
• Tier 3: "Unexplored" customers who are in markets distant from your own.
5. The Buyer Utility Map and Price Corridor
To ensure the commercial viability of a blue ocean idea, organisations use the Buyer Utility Map to identify "blocks to utility" across the six stages of the Buyer Experience Cycle (purchase, delivery, use, supplements, maintenance, disposal).
Once utility is established, the Price Corridor of the Target Mass helps managers set a strategic price that will attract a large mass of target buyers while discouraging imitators. This involves evaluating products that take different forms but perform the same function or share the same objective.
6. The Pioneer-Migrator-Settler (PMS) Map
For companies with multiple offerings, the PMS Map categorises the portfolio based on innovative value.
• Pioneers are the blue ocean offerings that provide unprecedented value and are the greatest sources of growth.
• Settlers are "me-too" businesses stuck in red oceans with low growth.
• Migrators sit in between, offering improved but not innovative value. This map helps organisations determine the strategic health and future growth potential of their business portfolio.
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