BLUE OCEAN STRATEGY

Authors: Authors: W. Chan Kim – Renee Mauborgne

How to Create Uncontested Market Space and

Make the Competition Irrelevant
 RUANG PASAR (MARKET SPACE)
Dalam samudra merah, batasan-batasan industri
ditetapkan dan diterima, dan aturan tata cara
persaingan diketahui.

Samudra Biru, sebaliknya, didefinisikan terkait

dengan ruang pasar, penciptaan permintaan, dan
kesempatan untuk pertumbuhan keuntungan yang
tinggi, yang belum dimanfaatkan

Dalam samudra biru, persaingan adalah tidak

relevan, karena aturan permainan sedang
menunggu untuk ditetapkan.
 Red Oceans Strategi
Bersaing dalam ruang pasar
yang ada
Pemukulan dalam persaingan
Mengekploitasi permintaan
yang ada
Membuat nilai-biaya trade-off
Sejajarkan seluruh sistem
kegiatan perusahaan dengan
pilihan strategi diferensiasi atau
biaya rendah
Blue Oceans Strategy
Buat ruang pasar yang tidak
diperebutkan
Membuat kompetisi tidak
relevan
Menciptakan permintaan baru
Memecah nilai-biaya trade-off
Sejajarkan seluruh sistem
kegiatan perusahaan dalam
mengejar diferensiasi dan biaya
rendah
 INOVASI NILAI (VALUE INNOVATION)

Inovasi nilai adalah nilai sebagai pengganti

dari berfokus pada mengalahkan persaingan,
dan fokus pada membuat persaingan yang
tidak relevan, dengan menciptakan lompatan
nilai bagi pembeli dan perusahaan, sehingga
membuka ruang pasar baru dan tidak
diperebutkan.

Inovasi nilai adalah landasan Blue Ocean

Strategy.
Penciptaan Samudra Biru
(Blue Ocean) adalah tentang
pendorongan turunnya biaya,
sambil secara simultan
mendorong/meningkatkan
nilai bagi pembeli.
 Landasan Strategi Samudra Biru

Inovasi nilai dibuat di wilayah dimana

tindakan perusahaan secara menguntungkan
memengaruhi struktur biayanya dan
proporsi nilainya kepada pembeli.

Penghematan biaya dilakukan dengan

menghilangkan dan mengurangi faktor-
faktor pada suatu persaingan industri
(produk-produk dalam industri)
Landasan Strategi Samudra Biru

Nilai pembeli ditingkatkan dengan

menaikkan & membuat elemen yang tidak
pernah ditawarkan oleh industri
(perusahaan-perusahaan dalam industri).

Seiring waktu, biaya dikurangi lebih lanjut

seiring skala ekonomi yang menyokong
volume penjualan tinggi yang
menghasilkan nilai superior.
The Simultaneous Pursuit of Differentiation and Low Cost
The Six Principles of Blue Ocean Strategy
 KERANGKA KERJA
Four Actions Framework
FORMULATING BLUE OCEAN STRATEGY
Six Path to Blue Ocean Strategy
 Six Path to Blue Ocean Strategy

1. Mencermati industri alternatif.

2. Mencermati kelompok strategis dalam
industri.
3. Mencermati rantai pembeli.
4. Mencermati penawaran produk dan jasa
pelengkap.
5. Mencermati daya tarik emosional atau
fungsional bagi pembeli.
6. Mencermati waktu.
 Visualizing Strategy
The
Ammmm Sequence of Blue Ocean Strategy
Buyer Utility

Is there exceptional buyer utility in your

business idea? No-Rethink
Yes
Price

Is your price easily accessible to the mass

of buyers? No-Rethink
Yes
Cost

Can you attain your cost target to profit at

your strategic price? No-Rethink
Yes
Adoption

What are the adoption hurdles in actualizing

your business idea? Are you addressing
them up front?
No-Rethink
Yes

A Commercially Viable Blue

Ocean Idea
 EXECUTING BLUE OCEAN STRATEGY

The Four Organizational Hurdles to Strategy Execution

Cognitive Hurdle
An Organization
wedded to the status
quo

Political Hurdle
Resource Hurdle Opposition from
Limited Resource powerful vested
interests

Motivational Hurdle
Unmotivated staff
Break through the Cognitive Hurdle
face to face with worst operational problem.

Jump the Resource Hurdle Strategic

shift with fewer resources.

Jump the Motivational Hurdle Motivate

employees fast & low cost.

Knock Over the Political Hurdle

Overcome political forces
 Imitation Barriers to Blue Ocean Strategy

• Inovasi nilai tidak masuk akal bagi

perusahaan dengan logika konvensional
• Strategi samudra biru dapat bertentangan
dengan citra merek perusahaan lain
• Monopoli alami: Pasar seringkali tidak dapat
mendukung pemain yang kedua
• Paten atau izin hukum memblokir peniruan
 Imitation Barriers to Blue Ocean Strategy

• Volume tinggi menyebabkan mempercepat

keunggulan biaya untuk inovator nilai ,
mencegah pengikut memasuki pasar
• Eksternalitas jaringan mencegah imitasi
• Peniruan seringkali membutuhkan politik,
operasional dan perubahan budaya yang
signifikan
• Perusahaan yang berinovasi-nilai menghasilkan
merek dan pelanggan yang loyal, yang
cenderung menghindari peniru.
BLUE OCEAN STRATEGY
Authors: Authors: W. Chan Kim – Renee Mauborgne

How to Create Uncontested Market Space and

Make the Competition Irrelevant
TRANSLATING STRATEGY INTO
ACTION

THE
BALANCED
SCORECARD
 THE BALANCED SCORECARD

The Balanced Scorecard (BSC) is a new

framework for integrating measures
derived from strategy.

The objectives and measure of the

scorecard are derived from an
organization’s vision and strategy.
(Kaplan & Norton)
 THE BALANCED SCORECARD

The Balanced Scorecard (BSC) offers just

such a framework for describing strategies
for creating value. The BSC framework
has several important elements.

Financial performance
Customer value proposition
Internal processes
Learning and growth
(Kaplan & Norton)
 Kata “Balanced” artinya berimbang, berarti
adanya keseimbangan diantara 4 perspektif
dalam BSC yang mencakup:

1. Perspektif Keuangan (Financial)

2. Perspektif Pelanggan (Customer)
3. Perspektif Proses Bisnis Internal (Internal
Bisiness Process )
4. Pembelajaran dan Pertumbuhan (Learning and
Growth)
Balanced Scorecard (BSC) menekankan
bahwa langkah-langkah keuangan dan
nonkeuangan harus menjadi bagian dari
sistem informasi untuk karyawan di
semua tingkatan organisasi.

The Balanced Scorecard should translate a

business unit’s mission and strategy into
tangible objective and measures.
(Kaplan & Norton)
The Balanced Scorecard (BSC) is
more than a tactical or an operational
measurement system.

Innovative companies are using the

scorecard as a strategic management
system, to manage their strategy over
their long run.
(Kaplan & Norton)
Many people think of measurement as a tool to control
behaviour and to evaluate past performance.

Balanced Scorecard harus digunakan untuk

mengartikulasikan strategi bisnis, untuk
mengkomunikasikan strategi bisnis, dan untuk
membantu menyelaraskan inisiatif individu, organisasi,
dan lintas-departemen untuk mencapai tujuan bersama.

The Balanced Scorecard should be used as a

communication, informing, and learning system, not a
controlling system.
(Kaplan & Norton)
 FINANCIAL PERSPECTIVE
To succeed financially, how should we appear to our
shareholders ?

The stage of financial objective.

* Tujuan keuangan keseluruhan untuk bisnis dalam tahap
pertumbuhan akan menjadi persentase/bagian tingkat
pertumbuhan pendapatan, dan tingkat pertumbuhan
penjualan di pasar sasaran, kelompok pelanggan, dan
wilayah.
* Sebagian besar unit bisnis dalam tahap berkelanjutan akan
menggunakan tujuan keuangan terkait dengan profitabilitas.
* Tujuan keuangan keseluruhan untuk bisnis dalam tahap panen
akan menjadi arus kas operasi dan pengurangan dalam
kebutuhan modal kerja.
STRATEGIC THEMES FOR THE FINANCIAL PERSPECTIVE

1. Revenue growth and mix.

Pertumbuhan dan perpaduan/campuran

pendapatan mengacu pada perluasan
penawaran produk dan layanan,
menjangkau pelanggan dan pasar baru,
mengubah bauran produk dan layanan ke
arah penawaran bernilai tambah lebih
tinggi, dan menyusun ulang harga produk
dan layanan.
 STRATEGIC THEMES FOR THE FINANCIAL PERSPECTIVE

2. Cost reduction/productivity improvement.

To establishing objectives for revenue growth and

mix, a business may wish to improve its cost and
productivity performance.

Ada beberapa hal yang perlu dilakukan:

Reduce unit cost.
Improve channel mix.
Reduce operating expenses.
 STRATEGIC THEMES FOR THE FINANCIAL PERSPECTIVE

3. Asset utilization/investment strategy.

Companies wish to identify the specific drives they

will use to increase asset intensity.

Cash-to-cash cycle.
Improve asset utilization.
 CUSTOMER PERSPECTIVE
To achieve our vision, how should we appear to our customers ?

The customer perspective enables companies to align their core

customer outcome measure – satisfaction, loyalty, retention,
acquisition, and profitability – to targeted customers and market
segments.

The customer perspective – Core Measure

Market
Share

Customer Customer Customer

Acquisition Profitability Retention

Customer
Satisfaction
 The Customer Value Proposition
Customer value propositions represent the attribute
that supplying companies provide, through their
products and services, to create loyalty and
satisfaction in targeted customer segments.

Generic Model
Value = Product/Service Attribute + Image + Relationship

Functionally Quality Price Time

 INTERNAL BUSINESS PROCESS PERSPCTIVE

To satisfy our shareholders and customers, what

business processes must we excel at ?

For the internal-business-process perspective, managers

identify the processes that are most critical for
achieving customer and shareholder objectives.

Dalam Balanced Scorecard, tujuan dan ukuran untuk

perspektif proses bisnis internal berasal dari strategi
yang tampak untuk memenuhi pemegang saham dan
harapan pelanggan yang ditargetkan.
 THE INTERNAL-BUSINESS-PROCESS PERSPCTIVE

Each business has a unique set of processes for

creating value for customers and producing financial
result.

The Generic Value Chain Model

Post sale
Innovation Operation Service
Process Process Process

Create the Deliver Customer

Customer Identify Build the Service
Product/ the Need
Need the Product/ the
Service Product/ Satisfied
Identified Market Service Customer
Offering Service
 The Internal-Business-Process Perspective- The Innovation Process
Post sale
Innovation Operation Service
Process Process Process
Create the Deliver Customer
Customer Identify Build the Service
Product/ the Need
Need the Products/ the
Service Products/ Satisfied
Identified Market Services Customer
Offering Services

The Internal-Business-Process Perspective- The Operation Process

Post sale
Innovation Operation Service
Process Process Process
Create the Deliver Customer
Customer Identify Build the Service
Product/ the Need
Need the Products/ the
Service Products/ Satisfied
Identified Market Services Customer
Offering Services

The Internal-Business-Process Perspective- The Post sale Service Process

Post sale
Innovation Operation Service
Process Process Process
Create the Deliver Customer
Customer Identify Build the Service
Product/ the Need
Need the Products/ the
Service Products/ Satisfied
Identified Market Services Customer
Offering Services
LEARNING AND GROWTH PERSPECTIVE
To achieve our vision, how will we sustain our ability
to change and improve ?
The Balanced Scorecard stresses the importance of
investing the future, and not just in traditional area
form investment, such as new equipment and new
product research and development.
The organizations must reveal three principal
categories for the learning and growth perspective.
1. Employee capabilities
2. Information systems capabilities
3. Motivation, empowerment, and alignment.
ungkapkan
 LEARNING AND GROWTH PERSPECTIVE

The Learning and Growth Measurement Framework.

Core Measurements Results

Employee Employee
Retention Productivity

Employee
Satisfaction

Enablers

Staff Technology Climate for

Competencies Infrastructure Action

kesempatan
The Balanced Scorecard for the Federal Procurement System
STRATEGY MAPS

Converting
Intangible Assets into
Tangible Outcome
If an organization’s intangible assets
represent more than 75 percent of its
value, then its strategy formulation
and execution need to explicitly
address the mobilization and
alignment of intangible assets, the
subject of strategy maps.
(Kaplan & Norton)
 STRATEGY AND STRATEGY MAPS

An organization’s strategy describes how

it intends to create value for its
shareholders, customers, and citizen.

Peta strategi, representasi visual dari

hubungan sebab-akibat di antara
kompeten dari strategi organisasi, adalah
wawasan sebesar mungkin untuk
eksekutif tentang Balanced Scorecard.
Peta strategi didasarkan pada beberapa prinsip:

1. Strategi menyeimbangkan kekuatan

kontradiktif.
2. Strategi didasarkan pada yang dibedakan
proposisi nilai pelanggan.
3. Nilai dibuat melalui bisnis internal proses.
4. Strategi terdiri dari tema yang simultan,
tema pelengkap.
5. Penyejajaran strategis menentukan nilai aset
tidak berwujud.
 VALUE CREATING PROCESS
OPERATING MANAGEMENT PROCESSES

1. Develop and sustain supplier relationship

2. Produce products and services
3. Distribute and deliver products and services
to customers
4. Manage risk
 VALUE CREATING PROCESS

CUSTOMER MANAGEMENT PROCESSES

1. Select customers
2. Acquire customers
3. Retain customers
4. Grow relationships with customers
 VALUE CREATING PROCESS
INNOVATION PROCESSES

1. Identify opportunities for new products and

services.
2. Manage the research and development
portfolio.
3. Design and develop the new products and
services
4. Bring the new products and services to
market
 VALUE CREATING PROCESS

MANAGING REGULARY AND SOCIAL

PROCESSES

1. Environment
2. Safety and health
3. Employment practices
4. Community investment
 INTANGIBLE ASSETS
The intangible assets have been described as
“knowledge that exists in an organization to
create differential advantage” or
“the capabilities of the company’s employees to
satisfy customer need”.

A. Human Capital
B. Information Capital
C. Organizational Capital
The Balanced Scorecard Framework
Strategy maps: The simple Model of Value Creation

Private-Sector Organizations Public-Sector and Nonprofit Organizations

 A Strategy Map Represents How the Organization Create Value
Operation Management

Productivity Strategy Long-Term Growth Strategy

Financial
Shareholder Value
Perspective

Improve Cost Increase Asset Expand Revenue Enhance

Structure Utilization Opportunities Customer Value

Customer Value Proposition

Customer
Price Quality Availability Selection Functionality Service Partnership Brand
Perspective

Product / Service Attributes Relationship Image

Operation Management Processes Customer Management Innovation Regulatory and Social

Processes Processes Processes
Internal
Perspective  Supply  Selection  Opportunity ID  Environment
 Production  Acquisition  R & D Portfolio  Safety and Health
 Distribution  Retention  Design / Develop  Employment
 Risk Management  Growth  Launch  Community

Human Capital

Learning and Information Capital

Growth
Perspective
Organization Capital
Culture Leadership Alignment Teamwork
Operation Management Strategy Map Template

Productivity Strategy Long-Term Growth Strategy

Shareholder Value
Financial
Perspective Industry Cost Maximize Use of Increase Share of New Revenue
Leader Existing Assets Customer Sources

Customer Value Proposition

Customer
Perspective Competitive Low Total Perfect Speedy, Timely Excellent
Price Cost Quality Purchase Selection

Operation Management Produce Products and Distribute to Customer Manage Risk

Internal Processes
Perspective  Lower cost of ownership
 Just-in-time delivery
 High-quality supply
 New ideas from suppliers
 Supplier partnerships
 Outsource mature nonstrategic
services
Services
 Low cost of production  Lower cost to serve  Financial risk (high credit
 Continuous improvement  Responsive delivery rating)

Process cycle time time  Operating risk
 Fixed asset utilization  Enhance quality  Technological risk
 Working capital efficiency

Human Capital Information Capital Organization Capital

Learning and
Skill in Quality Technology That Culture for
Growth Facilitates Process Continuous
Management/Process
Perspective Improvement Improvement Improvement
Customer Management Processes

Productivity Strategy Long-Term Growth Strategy

Shareholder Value
Financial
Perspective Improve Cost Increase Asset Expand Revenue Enhance
Structure Utilization Opportunities Customer Value

Customer Value Proposition

Customer Price Quality Availability Selection Functionality Service Partnership Brand

Perspective

Product / Service Attributes Relationship Image

Customer Selection Customer Acquisition Customer Relation Customer Growth

Internal  Understand segments  Communicate value  Premium customer  Cross-selling
 Screen unprofitable proposition service  Solution selling
Perspective  Customize mass marketing  Sole source partnerships
customer  Partnering/integrated
 Target high-value  Acquire/convert leads  Service excellence management
customers  Develop dealer networks  Lifetime customers  Customer education
 Manage the brand
Innovation Management Strategy Map Template

Productivity Strategy Long-Term Growth Strategy

Shareholder Value
Financial
Perspective Manage Total Life-Cycle Revenues from Gross Margins:
Production Cost New Products New Products

Customer Value Proposition

Customer
Perspective High-Performance First to Market Extend Into New
Products Market

Operation Management Produce Products and Distribute to Customer Manage Risk

Internal Processes Services
Perspective  Anticipate customer needs  Choose and manage mix of  Manage products through  Ramp-up time
 Discover new opportunities projects development stages  Production cost, quality, cycle
 Extend products to new  Reduce development cycle time
applications time  Achieve initial sales goals
 Collaborate  Reduce development costs

Human Capital Information Capital Organization Capital

Learning and
Multidisciplinary Technology to A Culture for
Growth Explore, Integrate, Creativity and
Skill
Perspective and Speed to Market Innovation
The Scorecard Template
 Tema Strategis dan Program
TEMA STRATEGIS PROGRAM
1. I.1
I.2
C.1
C.2
2. L.1
L.2
I.3
I.4
3. I.5
C.3
C.4
F.1
4. Dan seterusnya