Come Sail Away to the Blue Ocean!
08/30/2010 Leave a Comment
(Originally posted June 10. 2010 on the Creative Energy Blog.)
What do Yellow Tail Wine, Cirque Du Soleil and Southwest have in common? The answer is pretty much nothing. What makes them special is they have even less in common with any organization that might be called a competitor. Which is why all three of them are great examples of Blue Ocean Strategy.
Blue Ocean Strategy is not about beating the competition or rising above them. Blue Ocean Strategy is about changing the paradigm of your business so fundamentally that the competition is irrelevant. With such a change the strength of the concept and the commitment of an organization to it are the only factors that truly matter.
In the case of Yellow Tail Wine, as the wine market continued to promote refinement and expertise, Yellow Tail adopted a wine-for-the-rest-of-us positioning. The organizations promotions and advertising had less to do with the wine than the party you’ll throw with the wine. In a world where microbreweries attempted to get beer drinkers to act more like wine drinkers, Yellow Tail revealed itself as a wine with a relaxed beer attitude… and its customer base loves Yellow Tail for it.
In the case of Cirque Du Soleil, a circuses struggle to make ends meet and deal with animal rights protesters all too ready to cut even deeper into their profits, Cirque De Soleil is something unheard of… a profitable circus. As a circus without animals, Cirque Du Soleil is an acrobat-based circus with gigantic sets and performers in outlandish, and sometimes near non-existent, costumes. It’s a circus for grownups with an equally grownup price tag, more inline with the ticket prices of a Broadway production. Yet, customers keep coming back for more.
In case of Southwest, here the paradigm shift may seem subtle, but the results are anything but subtle. As you read this particular example, you begin to realize that Southwest is not an airline at all, but a bus line with planes. From its operations and boarding to its contracts, pricing policy and employee relations, the standard airline model is gone. In effect, the operations of Southwest have more in common with Greyhound than Delta… and the bottom line results have been spectacular.
These are just three of the examples put forward in this remarkable book. Well written, well organized, superbly clear and excellently read by Grover Gardner (Yes, I listened to it from Audible.com) the only fault I can find with this book by W. Chan Kim and Renée Mauborgne is the lack of a sequel.
Published five years ago, Blue Ocean Strategy provided an excellent portrait of companies in tough industries. Based on current economic conditions, I for one would love to see a sequel displaying the reaction of these and other Blue Ocean companies in an even tougher economy.
In my yearning to delve deeper into the Blue Ocean ideology, I relisten/reread Zag by Marty Neumeier. Sharing many of the same themes as Blue Ocean, Zag focuses more narrowly on branding and marketing. Insightful and powerful, Zag none the less feels reactionary, whereas Blue Ocean is revolutionary
In short, in the world of Zag you do what your competitors aren’t doing, but in the world of Blue Ocean you do what your competitors would never even think of or dare. There lies the difference. There lies the brilliance.






