Description
To provide a highly desirable and uncontested customer experience while making the competition irrelevant
BLUE OCEAN?PERFORMANCE DASHBOARD
FOR RIM’S BLACKBERRY
Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation
[email protected] & http://businessmodels.ning.com
General Information on the Tool of BLUE OCEAN DASHBOARD
WHAT?
The Blue Ocean Dashboard is a tool that
seamlessly integrates the three most
powerful tools for business management:
Value (Supply) Chain; Blue Ocean
Strategy; Balanced Scorecard
WHO?
• Business executives; managers
• Business planners; strategic planners
• Small, medium, and large enterprises
• Practitioners of Blue Ocean Strategy
• Practitioners of Balanced Scorecard
WHERE?
• Online:
http://businessmodels.ning.com
• Talks; Seminars
• Workshops; Training
• Consulting
WHY?
• ‘One?Page Business Management’
• Faster; Simpler; Free; Holistic
• Integrated approach to managing
value (supply) chain, strategy,
performance, and business model
BLUE OCEAN DASHBOARD:
A Faster and More Profitable Way to
Manage Strategies and Business Models
WHEN?
• Starting a business (from idea stage)
• Generating more revenue
• Further reducing cost
• Facing competition in the ‘Red Ocean’
• For uncontested customer experience
HOW?
• “Where currently are you (in the
industry?)”
• “Where do you want to go?”
• “How will you get to the Blue Ocean?
What strategy and business model?”
HOW MUCH?
• Free online (open innovation):
http://businessmodels.ning.com
• Otherwise, contact Dr. Rod King:
[email protected]
WHAT NEXT?
• iPhone application for the Blue
Ocean?Performance Dashboard
• Software/social network for Blue
Ocean?Performance Dashboard
• Partners for Collaborative Projects
BOBM8B. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Company Overview of RESEARCH IN MOTION (RIM) – BlackBerry Date: April 3, 2009
Author(s): Dr. Rod King ([email protected]) Ref.: …………………………………..…………………….
COMPANY BACKGROUND
• Location: Waterloo, Canada
• Founder(s): Mike Lazaridis;
Doug Fregin
• Revenue: US$3.04 billion (2007)
• No. of Direct Competitors:
BUSINESS/INDUSTRY
• Industry: Telecommunication
• Niche: Personal/Wireless/Cell phone/
Smartphone
• Model: Business to Consumer (B2C);
Business to Business (B2B)
PRODUCTS/SERVICES
• Cell phone: BlackBerry Smartphone
CUSTOMER VALUE PROPOSITION
• Secure cell phone for corporations
• Secure company e?mail that can be
accessed anywhere and at any time
• Wearable, unobtrusive, real time,
24x7, and low cost “pager” (laptop)
CUSTOMER BENEFITS/EXPERIENCE
• Simpler user interface /Easy to use
• Secure e?mail access everywhere
• High reliability/Long battery life
• Web browsing capability
• Savings in training and support costs
COMPANY OVERVIEW OF:
RESEARCH IN MOTION (RIM) –
BlackBerry
MAIN GOAL/OBJECTIVE/STRATEGY
Blue Ocean Strategy: to provide a highly
desirable and uncontested customer
experience while making the competition
irrelevant
VISION
• “Connect to everything you love in
life”
• “Ideal solution for productivity and
profitability”
MISSION
BOBM8A. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Blue Ocean Map for RESEARCH IN MOTION’S BlackBerry (vs. Pagers): Strategic Journey to the Blue Ocean
Lowly differentiated and
low-cost business model
(
+
)
:
D
E
L
I
G
H
T
R
e
v
e
n
u
e
B
l
u
e
O
c
e
a
n
S
t
r
a
t
e
g
y
BLUE OCEAN Experience:
BlackBerry Smartphone
Fractal Market Segmentation of Personal Telecommunication Tools IDEAL BLUE OCEAN (FINAL RESULT)
(?): PAIN
RED OCEAN Experience:
Pagers
Strategic
Choice
Red Ocean Strategy
(Uncontested Market Space or New Category) No. of Competitors
?
Cell phones/PDAs/
Smartphones
BOBM1.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Blue Ocean Dashboard for RESEARCH IN MOTION (RIM) Date: April 3, 2009
Name of Product/Service/Facility: BlackBerry Functionality: Cell phone/PDA/“Pager”/Smartphone
Customer Value Proposition: Secure e?mail access everywhere 24x7 Business/Industry: Telecommunication: Personal
Goal/Objective: To create an uncontested customer experience and uncontested business model as well as make the competition irrelevant
BUSINESS SYSTEM
(“SEMPORCE”)
RELATIONSHIPS
Description
of Best Current/
Future Resources
Performance Objectives: 2007 Blue Ocean Actions (Relative to Industry Standard) Initiatives/
Projects
Cost: ?
($)
Revenue: +
($)
Other
Criteria
Raise
(+)
Create
(+)
Reduce
(?)
Eliminate
(?)
Other
S: Suppliers/Materials
Defects Bargaining
power
Defects
E: Employees/Know?
ledge Assets/Culture
Productivity
Innovation
No. of filed
patents/IP
Training
R & D
Absenteeism
Waste
Turnover
Delays
M: Machinery, etc.
Defects Defects
P: Processes/Activities
Quality; ROI Revenue Customers Cost Defects (Six Sigma)
O: Outputs
? Product
BlackBerry Smartphone Sale of product
Customer
Experience
Quotient (EQ)
Reliability
Integration
Battery life
Ease of use
Security
Folders
Training time
Support cost
Defects
Complexity
Installation
time
(Blue Ocean
Strategy/
Innovation)
? Service E?mail client software Subscription Service EQ
R: Retailers/Channels BlackBerry Smartphone Sale of product Channel EQ
C: Customers/
Consumers
Corporate workers/
Enterprise/Gov.
Sale of product
Customer EQ
& Retention
Bargaining
power
Exit/Entry
barriers
E: Environment Env. quality
? Competitors Nokia/Apple/Palm/
Treo/Motorola
Market share Exit/Entry
barriers
Entry/Exit
barriers
Bargaining
power; Risks
Threat of
substitutes
(Competitive
Strategy)
? Non?customers Users of pagers/
budget cell phones
No. of
prospects
Entry
barriers
? Partners Nokia/Motorola/HTC
Software developers
Software
license
Partner EQ
Joint ventures
Alliances
? Investors
Share price
? Community/Gov.
No. of Projects (Local)
BUSINESS MODEL: RIM – BlackBerry (How
does the organization work to deliver its value
proposition to customers and investors?)
US$3.07b Business
Experience
Quotient
IDEAL BLUE OCEAN STRATEGY (How to create an
uncontested customer experience and uncontested business
model as well as make the competition irrelevant?)
Blue Ocean
Program
ROI (%):
BOBM5.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Checklist on 4 Perspectives and Questions for Balancing a Blue Ocean Dashboard
INVESTOR PERSPECTIVE
• How will the business make more
money (extraordinary profit)?
EMPLOYEE PERSPECTIVE
• What attributes, skills, resources, and
outputs should employees have in
order to sustain a workflow and
culture that deliver extraordinary
value to customers and investors?
4 PERSPECTIVES AND
QUESTIONS FOR BALANCING
A BLUE OCEAN DASHBOARD
CUSTOMER PERSPECTIVE
• How will customers experience the
greatest delight and least pain?
PROCESS PERSPECTIVE
• What processes and strategies will
generate extraordinary profit as well
as deliver the organization’s value
proposition to customers/consumers?
BOBM6.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM8.2. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.32. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
TOMCAT (Trade?Off) Matrix: Categories of trade?offs that are resolved by RIM’s BlackBerry/Opportunities for Blue Ocean Products
Customer’s Intent/Job: To securely access e?mails at all times (Non?)Customers/Industry: Telecommunication: Personal
Focus of (Non?)Customer: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
Breakthrough Question: HOW TO MAKE (THE PRODUCT/ENTERPRISE/INDUSTRY OF) PAGERS IRRELEVANT?
(Non?)Customer Needs (?) 1 2 3 4 5 6 7 8 9 10
(+)
Reduce/Eliminate
(Relative to Industry Standard)
Raise/Create
Cost Mainten?
ance/
Upgrade
Time
(Delivery/
Aging)
Defects/
Complaints/
Waste
Weight/
Size/
Tool
Effort/
Friction/
Energy
Staff
Depend?
ency
Complexity/
Information
Overload
Rigidity/
Inaccess?
ibility
Pain/
Barriers/
Pollution
1 Value/Functionality BlackBerry BlackBerry BlackBerry
2 Quality/Automation
3 Performance/Productivity BlackBerry BlackBerry
4 Differentiation/Novelty/…
5 Speed/Agility
6 Aesthetics/Visual Appeal/Color
7 Ease of Use/Simplicity BlackBerry
8 Convenience of Use BlackBerry
9 Customer Service/Support BlackBerry
10 Fun/Entertainment/Adventure
11 Star Performers/Celebrities
12 Prestige/Legacy/Amenities
13 Wide Choice/Versatility
14 Hygiene/Cleanliness
15 Integration/Connectivity BlackBerry
16 Power/Strength/Wisdom
17 Accuracy/Reliability BlackBerry
18 Security/Safety/Health BlackBerry
19 Collaboration/Communication
20 Customization/Personalization
Eliminated trade?off (other trade?offs are partially resolved and therefore present opportunities for innovation)
BOBM7. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
REFERENCES
1. King, R. (2009) The Infinitely Zoomable Page: The Ideal Tool for Blue
Ocean Thinking, Design, and Innovation. Fresno: Ideal?Solution
Management.
2. Ross, E.; Holland, A. (2006) 100 Great Businesses and the Minds
Behind Them. Illinois: Sourcebooks, Inc.
3. Von Briesen, J. RIM’s Blackberry.
http://frontierstrategy.com/BlueOceanStrategy_RIMExample.html
Consultant & Trainer on Business Model Analysis, Design, and Innovation
[email protected] & http://businessmodels.ning.com
Dr. Rod King
doc_196258600.pdf
To provide a highly desirable and uncontested customer experience while making the competition irrelevant
BLUE OCEAN?PERFORMANCE DASHBOARD
FOR RIM’S BLACKBERRY
Dr. Rod King
Consultant & Trainer on Business Model Analysis, Design, and Innovation
[email protected] & http://businessmodels.ning.com
General Information on the Tool of BLUE OCEAN DASHBOARD
WHAT?
The Blue Ocean Dashboard is a tool that
seamlessly integrates the three most
powerful tools for business management:
Value (Supply) Chain; Blue Ocean
Strategy; Balanced Scorecard
WHO?
• Business executives; managers
• Business planners; strategic planners
• Small, medium, and large enterprises
• Practitioners of Blue Ocean Strategy
• Practitioners of Balanced Scorecard
WHERE?
• Online:
http://businessmodels.ning.com
• Talks; Seminars
• Workshops; Training
• Consulting
WHY?
• ‘One?Page Business Management’
• Faster; Simpler; Free; Holistic
• Integrated approach to managing
value (supply) chain, strategy,
performance, and business model
BLUE OCEAN DASHBOARD:
A Faster and More Profitable Way to
Manage Strategies and Business Models
WHEN?
• Starting a business (from idea stage)
• Generating more revenue
• Further reducing cost
• Facing competition in the ‘Red Ocean’
• For uncontested customer experience
HOW?
• “Where currently are you (in the
industry?)”
• “Where do you want to go?”
• “How will you get to the Blue Ocean?
What strategy and business model?”
HOW MUCH?
• Free online (open innovation):
http://businessmodels.ning.com
• Otherwise, contact Dr. Rod King:
[email protected]
WHAT NEXT?
• iPhone application for the Blue
Ocean?Performance Dashboard
• Software/social network for Blue
Ocean?Performance Dashboard
• Partners for Collaborative Projects
BOBM8B. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Company Overview of RESEARCH IN MOTION (RIM) – BlackBerry Date: April 3, 2009
Author(s): Dr. Rod King ([email protected]) Ref.: …………………………………..…………………….
COMPANY BACKGROUND
• Location: Waterloo, Canada
• Founder(s): Mike Lazaridis;
Doug Fregin
• Revenue: US$3.04 billion (2007)
• No. of Direct Competitors:
BUSINESS/INDUSTRY
• Industry: Telecommunication
• Niche: Personal/Wireless/Cell phone/
Smartphone
• Model: Business to Consumer (B2C);
Business to Business (B2B)
PRODUCTS/SERVICES
• Cell phone: BlackBerry Smartphone
CUSTOMER VALUE PROPOSITION
• Secure cell phone for corporations
• Secure company e?mail that can be
accessed anywhere and at any time
• Wearable, unobtrusive, real time,
24x7, and low cost “pager” (laptop)
CUSTOMER BENEFITS/EXPERIENCE
• Simpler user interface /Easy to use
• Secure e?mail access everywhere
• High reliability/Long battery life
• Web browsing capability
• Savings in training and support costs
COMPANY OVERVIEW OF:
RESEARCH IN MOTION (RIM) –
BlackBerry
MAIN GOAL/OBJECTIVE/STRATEGY
Blue Ocean Strategy: to provide a highly
desirable and uncontested customer
experience while making the competition
irrelevant
VISION
• “Connect to everything you love in
life”
• “Ideal solution for productivity and
profitability”
MISSION
BOBM8A. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Blue Ocean Map for RESEARCH IN MOTION’S BlackBerry (vs. Pagers): Strategic Journey to the Blue Ocean
Lowly differentiated and
low-cost business model
(
+
)
:
D
E
L
I
G
H
T
R
e
v
e
n
u
e
B
l
u
e
O
c
e
a
n
S
t
r
a
t
e
g
y
BLUE OCEAN Experience:
BlackBerry Smartphone
Fractal Market Segmentation of Personal Telecommunication Tools IDEAL BLUE OCEAN (FINAL RESULT)
(?): PAIN
RED OCEAN Experience:
Pagers
Strategic
Choice
Red Ocean Strategy
(Uncontested Market Space or New Category) No. of Competitors
?
Cell phones/PDAs/
Smartphones
BOBM1.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Blue Ocean Dashboard for RESEARCH IN MOTION (RIM) Date: April 3, 2009
Name of Product/Service/Facility: BlackBerry Functionality: Cell phone/PDA/“Pager”/Smartphone
Customer Value Proposition: Secure e?mail access everywhere 24x7 Business/Industry: Telecommunication: Personal
Goal/Objective: To create an uncontested customer experience and uncontested business model as well as make the competition irrelevant
BUSINESS SYSTEM
(“SEMPORCE”)
RELATIONSHIPS
Description
of Best Current/
Future Resources
Performance Objectives: 2007 Blue Ocean Actions (Relative to Industry Standard) Initiatives/
Projects
Cost: ?
($)
Revenue: +
($)
Other
Criteria
Raise
(+)
Create
(+)
Reduce
(?)
Eliminate
(?)
Other
S: Suppliers/Materials
Defects Bargaining
power
Defects
E: Employees/Know?
ledge Assets/Culture
Productivity
Innovation
No. of filed
patents/IP
Training
R & D
Absenteeism
Waste
Turnover
Delays
M: Machinery, etc.
Defects Defects
P: Processes/Activities
Quality; ROI Revenue Customers Cost Defects (Six Sigma)
O: Outputs
? Product
BlackBerry Smartphone Sale of product
Customer
Experience
Quotient (EQ)
Reliability
Integration
Battery life
Ease of use
Security
Folders
Training time
Support cost
Defects
Complexity
Installation
time
(Blue Ocean
Strategy/
Innovation)
? Service E?mail client software Subscription Service EQ
R: Retailers/Channels BlackBerry Smartphone Sale of product Channel EQ
C: Customers/
Consumers
Corporate workers/
Enterprise/Gov.
Sale of product
Customer EQ
& Retention
Bargaining
power
Exit/Entry
barriers
E: Environment Env. quality
? Competitors Nokia/Apple/Palm/
Treo/Motorola
Market share Exit/Entry
barriers
Entry/Exit
barriers
Bargaining
power; Risks
Threat of
substitutes
(Competitive
Strategy)
? Non?customers Users of pagers/
budget cell phones
No. of
prospects
Entry
barriers
? Partners Nokia/Motorola/HTC
Software developers
Software
license
Partner EQ
Joint ventures
Alliances
? Investors
Share price
? Community/Gov.
No. of Projects (Local)
BUSINESS MODEL: RIM – BlackBerry (How
does the organization work to deliver its value
proposition to customers and investors?)
US$3.07b Business
Experience
Quotient
IDEAL BLUE OCEAN STRATEGY (How to create an
uncontested customer experience and uncontested business
model as well as make the competition irrelevant?)
Blue Ocean
Program
ROI (%):
BOBM5.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
Checklist on 4 Perspectives and Questions for Balancing a Blue Ocean Dashboard
INVESTOR PERSPECTIVE
• How will the business make more
money (extraordinary profit)?
EMPLOYEE PERSPECTIVE
• What attributes, skills, resources, and
outputs should employees have in
order to sustain a workflow and
culture that deliver extraordinary
value to customers and investors?
4 PERSPECTIVES AND
QUESTIONS FOR BALANCING
A BLUE OCEAN DASHBOARD
CUSTOMER PERSPECTIVE
• How will customers experience the
greatest delight and least pain?
PROCESS PERSPECTIVE
• What processes and strategies will
generate extraordinary profit as well
as deliver the organization’s value
proposition to customers/consumers?
BOBM6.1. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM8.2. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.3. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
BOBM5.32. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
TOMCAT (Trade?Off) Matrix: Categories of trade?offs that are resolved by RIM’s BlackBerry/Opportunities for Blue Ocean Products
Customer’s Intent/Job: To securely access e?mails at all times (Non?)Customers/Industry: Telecommunication: Personal
Focus of (Non?)Customer: Product/Service/Facility; Purchase/Delivery/Usage/Supplements/Maintenance/Disposal
Breakthrough Question: HOW TO MAKE (THE PRODUCT/ENTERPRISE/INDUSTRY OF) PAGERS IRRELEVANT?
(Non?)Customer Needs (?) 1 2 3 4 5 6 7 8 9 10
(+)
Reduce/Eliminate
(Relative to Industry Standard)
Raise/Create
Cost Mainten?
ance/
Upgrade
Time
(Delivery/
Aging)
Defects/
Complaints/
Waste
Weight/
Size/
Tool
Effort/
Friction/
Energy
Staff
Depend?
ency
Complexity/
Information
Overload
Rigidity/
Inaccess?
ibility
Pain/
Barriers/
Pollution
1 Value/Functionality BlackBerry BlackBerry BlackBerry
2 Quality/Automation
3 Performance/Productivity BlackBerry BlackBerry
4 Differentiation/Novelty/…
5 Speed/Agility
6 Aesthetics/Visual Appeal/Color
7 Ease of Use/Simplicity BlackBerry
8 Convenience of Use BlackBerry
9 Customer Service/Support BlackBerry
10 Fun/Entertainment/Adventure
11 Star Performers/Celebrities
12 Prestige/Legacy/Amenities
13 Wide Choice/Versatility
14 Hygiene/Cleanliness
15 Integration/Connectivity BlackBerry
16 Power/Strength/Wisdom
17 Accuracy/Reliability BlackBerry
18 Security/Safety/Health BlackBerry
19 Collaboration/Communication
20 Customization/Personalization
Eliminated trade?off (other trade?offs are partially resolved and therefore present opportunities for innovation)
BOBM7. Blue Ocean?Business Models. Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com
REFERENCES
1. King, R. (2009) The Infinitely Zoomable Page: The Ideal Tool for Blue
Ocean Thinking, Design, and Innovation. Fresno: Ideal?Solution
Management.
2. Ross, E.; Holland, A. (2006) 100 Great Businesses and the Minds
Behind Them. Illinois: Sourcebooks, Inc.
3. Von Briesen, J. RIM’s Blackberry.
http://frontierstrategy.com/BlueOceanStrategy_RIMExample.html
Consultant & Trainer on Business Model Analysis, Design, and Innovation
[email protected] & http://businessmodels.ning.com
Dr. Rod King
doc_196258600.pdf