Review of attending the Blue Ocean Strategy Special Lecture


I took a free special lecture on โ€œBlue Ocean Strategyโ€ hosted by Samsung Multi-Campus.

'Blue Ocean StrategyCEO Kang Hye-gu, who translated ', appeared as a lecturer.

Blue Ocean Strategy

After reading a book last year, I had a question, so I wanted to ask some questions, and I came here because I wanted to hear what the disciple and translator explained. The question was not answered in the end. Time is running out in front of me. ๐Ÿฅบ

2005 talked about blue oceans here and there. However, as I listened to the lectures, there were many things that I misunderstood, and there were some that I did not understand well the basic concepts.

Originally, the book had 600 pages, but Harvard Business said that it was difficult to read a book beyond 200 pages, so the amount was reduced as it is now. And it became a bestseller all over the world, and the business academia praised it as a practical future strategy method.

There are many books and lectures, but the main ones are as follows.

Blue ocean strategy is a strategy to create a new market.

Blue ocean strategy is a creative strategy, not a competitive strategy.
To understand the blue ocean, it is first necessary to understand that all current strategies are competitive strategies. Competitive strategy is a zero sum game, and it is always a cost advantage strategy to get an edge over competitors. Examples include quality improvement and Six Sigma.

 

Blue ocean is a low-cost, high-value, creative strategy.

Blue Ocean Theory of Value Innovation
It is focused on the value from the point of view of the buyer, not the supplier or technical value.



differentiation strategy Not a blue ocean strategy
Blue ocean strategy is sometimes confused with differentiation strategy. The basic concept of differentiation strategy is that high cost is high, and blue ocean is low cost high value.

Choice and focus is not a blue ocean strategy
The basic concept of selection and concentration strategy is a strategy used in a competitive relationship to gain competitiveness in a relationship with a competitor. So selection and concentration is not a blue ocean strategy.

 

Blue ocean is a strategy to attract non-customers, not customers, to your market, not competitors, but alternatives.
It's not about avoiding the competitive landscape, but about attracting non-customers to my market. Competitors of accounting software are viewed as competitive in terms of software of other companies. yes anyway share a pie

 

Focus on the largest number of non-buyers

The tool of most non-buyers who don't use accounting software is a pencil. The reason I don't use it is because of the price and usability. User research strategy panel discussion at BayCHI of Intuit that appeared in Quicken The famous software in Iran is said to have multiplied the accounting software market by a factor of 100 by making it affordable and easy to use, attracting pencil users to the market.

Quickern

 

In blue ocean, the value of the customer point of view is important

Blue ocean is a value innovation theory. It's not about the latest technology or market preoccupation, it's about finding out what's worthwhile from the customer's point of view. Technology isn't the only thing that matters, like the Motorola Iridium. It should be of value to users.

I like this part. This is because it shares the basic concept with HCI focusing on users.

 

Strategy is important

After the lecture by CEO Kang Hye-gu, Dr., an advisor to the company, gave a presentation. The content is the practical part of the strategy.

He emphasized leadership and fair process. The Fair Process is a presentation by the authors of Blue Osun to Harvard Business. Fair Process: Managing in the Knowledge Economy This is another major theme on which the crab is based. This is not the first theory proposed by Professor Hwi-chan Kim, but goes back from management theory to Tesla.

 

The reason for the failure of the strategy is not to put it into practice rather than the lack of content of the strategy.

If Blue Ocean deals with the content of strategy as a future strategy, this part deals with execution.

The important leadership in strategy execution is trust, not the charisma of the leader.
Strategies are important, but those who strategize are made by a select few. But those who implement those strategies are the employees, not them. Trust between leaders and employees and between employees and employees is important, and it can be implemented only when the Fair Process is followed.

Fair Process
Fair ProcessThe three principles are Engagement, Explanation, and Expectation clarity.

I understand that to create a blue ocean, you have to evaluate my industry or my product, and then create an alternative.

I agree that value innovation is necessary to create a new market and change the paradigm of thinking. And the strategy canvas, which is the main tool for this work, seems to be the most important, and the factors of the strategy canvas seem to be the most important. Because if you don't capture the factors that characterize the industry and the product, the ideas that you can derive through thinking and thinking are useless.

What I wanted to ask is how to capture the elements of the strategy canvas. The book and the presenter said that observation was important. I wanted to know how to do something specifically, and how to do it carefully. The question was cut off in front of me, so I couldn't ask.

It is similar to finding factors that can characterize an object, such as when consulting or writing a thesis, and finding the factors that can influence the results the most. In blue ocean strategy, I think that field observation as the most important method when grasping the factors of this important strategic canvas seems to be in line with field research from the point of view of studying HCI.

Going to lectures is annoying and I hate to do it, but every time I listen to it, I feel like I have come really well.

 

 







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