blue-ocean-strategy-canvas

name

blue-ocean-strategy-canvas

description

Builds a Blue Ocean Strategy Canvas with the as-is competitive value curve, the Eliminate-Reduce-Raise-Create (ERRC) grid, the to-be value curve, and a non-customer analysis to find uncontested market space. Use when an industry is commoditizing, when differentiating against an entrenched incumbent, when designing a new category, or when reframing strategy around buyer utility instead of feature parity.

Blue Ocean Strategy Canvas

Find uncontested market space instead of fighting for share in a bloody red ocean.

What this skill is

A workflow built on the Blue Ocean Strategy work of W. Chan Kim and Renée Mauborgne: map the industry value curve, identify which factors to Eliminate, Reduce, Raise, or Create (ERRC), profile the three tiers of non-customers, and design a to-be value curve that breaks the value-cost trade-off. Produces a defensible strategic move with a buyer utility map and a sequence test.

What it solves

• Strategy that benchmarks against competitors and copies their factors
• Roadmaps that compete on every dimension instead of choosing which to abandon
• Feature parity wars that erode margins
• Ignoring non-customers (the largest source of new demand)
• Confusing "different" with "differentiated" - different on dimensions buyers don't value

When to invoke

• Industry commoditization with margin compression
• Entering a market with an entrenched incumbent
• Designing a new category versus competing in an existing one
• Refreshing positioning when feature lists no longer differentiate
• Reframing strategy around buyer utility instead of competitor benchmarks

Phase 1: Map the as-is strategy canvas

The strategy canvas plots competing factors on the horizontal axis and offering level (low to high) on the vertical axis.

For each major competitor and the company:

• List the 6-12 factors the industry currently competes on (price, feature set, service levels, brand prestige, etc.)
• Score each factor 1 (low offering) to 5 (high offering)
• Plot the value curve

The as-is canvas typically shows:

• Most players hugging the same curve (convergence → red ocean)
• Industry-wide overinvestment in 1-2 factors (the standards-arms race)
• Industry-wide underinvestment in factors buyers actually care about

Phase 2: Identify non-customers (three tiers)

Tier	Definition	Question
1 - Soon-to-be	Use the industry minimally, ready to switch out	Why are they on the verge of leaving?
2 - Refusing	Considered the industry, rejected it	What would have to change for them to consider?
3 - Unexplored	Never considered the industry	What job are they doing instead?

The biggest pool of latent demand is Tier 3 - non-customers who didn't realize this industry serves their job.

Phase 3: Apply the ERRC grid

For each industry factor, decide one of four actions:

Action	Question	Effect
Eliminate	Which factors that the industry takes for granted can be eliminated?	Drops cost
Reduce	Which factors should be reduced well below industry standard?	Drops cost
Raise	Which factors should be raised well above industry standard?	Lifts buyer value
Create	Which factors should be created that the industry has never offered?	Lifts buyer value, creates new demand

The grid is the strategic act. A canvas with only "Raise" and "Create" is unprofitable; a canvas with only "Eliminate" and "Reduce" is a discount play. You need all four.

Phase 4: Draw the to-be value curve

Re-plot the canvas with:

• Removed factors (eliminate column gone)
• Lowered factors (reduce column)
• Raised factors (raise column)
• New factors (create column)

The to-be curve must satisfy three tests:

• Focus - the curve has clear high points, not flat across all factors
• Divergence - it diverges visibly from competitor curves
• Compelling tagline - the strategy can be summarized in one sentence

If the to-be curve fails any test, iterate.

Phase 5: Buyer utility map

For the to-be offering, map utility levers across the buyer experience cycle:

Stages:  Purchase → Delivery → Use → Supplements → Maintenance → Disposal
Levers:  Productivity, Simplicity, Convenience, Risk, Fun and Image,
         Environmental friendliness

A 6-by-6 map produces 36 cells. The current industry occupies one or two cells. Most blue oceans come from finding utility in an empty cell.

Phase 6: Sequence test (the 4 hurdles)

In order:

1. Buyer utility - does the offering deliver exceptional utility?
2. Strategic price - is the price attainable by the mass of target buyers?
3. Cost target - can we hit the cost given the strategic price?
4. Adoption hurdles - what stops customers, partners, employees, regulators from adopting?

If any hurdle fails, return to Phase 3.

Phase 7: Tipping-point execution

Identify the high-leverage actors:

• Cool spots - areas of disproportionate impact (segments, geographies, channels)
• Hot spots - bottleneck constraints to overcome first
• Key influencers - small group whose adoption tips the wider market

Sequence execution around tipping points instead of broad parallel investment.

Output

• As-is strategy canvas with company and 2-3 competitors plotted
• Non-customer tier analysis with insight per tier
• ERRC grid with at least 2 entries in each column
• To-be value curve passing focus, divergence, and tagline tests
• Buyer utility map highlighting target utility cells
• Sequence test verdict (utility, price, cost, adoption)
• Tipping-point execution plan with first 90-day moves

Operating rules

Always

• Plot at least 2 competitor value curves before your own
• Include all 4 ERRC actions
• Test against all three tiers of non-customers
• Validate the to-be curve with the focus, divergence, and tagline tests
• Run the sequence test before committing

Never

• Add factors without eliminating others
• Treat lower-priced parity as a blue ocean
• Skip non-customer analysis
• Design a curve that hugs an existing competitor's
• Confuse "first to market" with "uncontested market space"