1. How To Recession Proof
How To Recession Proof
Your Business
Your Business
Waterside Consulting LLC
Waterside Consulting LLC
Chicago, Illinois, USA
Chicago, Illinois, USA
Summer 2009 www.WatersideConsulting.net
3. About Waterside Consulting
• Since 2005, Waterside Consultants have:
– Provided strategic business consulting and
advanced marketing consulting services
using Blue Ocean Strategy.
– Helped Fortune 1000 and mid-sized
companies with both “high level” and
tactical business marketing and strategy.
– Served its clients in real time and operated
virtually to optimize strategy development
and resources associated with typical high- We’re the world’s
end consulting. We’re the world’s
first virtual
first virtual
Blue Ocean Strategy
Blue Ocean Strategy
consulting firm
consulting firm
Summer 2009 www.WatersideConsulting.net
4. Principals:
Carrie Halle
Senior Principal
• Carrie Halle is a Senior Principal with Waterside Consulting.
– Over 12 years of senior level marketing experience with consumer and industrial
companies.
– Held senior level marketing positions at Ameritech, Motorola, NEXTEL and
Zurich.
– CEO of a mid-size residential services firm.
– Developed and conducted marketing campaigns which have generated from
$250,000 to $500 million in revenue for small and large companies.
– MBA from the University of Wisconsin-Madison, Major in Marketing, Dean’s List
Honor student.
– BBA from the University of Wisconsin-Madison, Majors in Marketing,
Management and Advertising.
Summer 2009 www.WatersideConsulting.net
5. Principals:
Michael Bolden
Lead Strategist
• Michael Bolden is the Lead Strategist for Waterside Consulting.
– Over 15 years work experience in strategic development and has practiced Blue
Ocean Strategy since its introduction in 2005.
– In recent work, developed a $200 million business for a “big box” retailer
utilizing Blue Ocean Strategy.
– Worked for Accenture, Ernst & Young, CSC and 3M.
– Developed BOS 2.0 which is the next generation BOS focused around "owning
market space" and dominating a given market.
– MBA from University of Chicago Booth School of Business, Majors in Marketing,
Policy (Strategy), Finance and Production Management, Dean’s List Honor
student.
– BS from Stanford University in Industrial Engineering.
Summer 2009 www.WatersideConsulting.net
7. The Great Tail Chase
Launch
more
Revenues
offensive
decline
tactics
Expenses
Profitability
remain
declines
high or grow
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becomes
tight
8. Overcrowded Market Space
Market Space A
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high or grow
Expenses Cash flow
Profitability
remain becomes
declines
high or grow tight
Expenses
Profitability
remain
declines
high or grow
Cash flow
becomes
tight
Cash flow
becomes
tight
9. Move Into New Market Space
• Move out of the overcrowded
market space.
• Move into a new market space
where there is no competitor –
wide open playing field of
potential revenues and profits.
• Forward thinkers are shifting their
focus from recession to recovery
… and they will be poised for
growth when the economy turns
around.
10. How do we do this?
Blue Ocean Strategy
Summer 2009 www.WatersideConsulting.net
11. About Blue Ocean Strategy
• Blue Ocean Strategy, by W. Chan
Kim and Renee Mauborgne, is an
international best seller with over
one million copies sold and
translated into a record-setting
41 different languages.
• Published in 2005 by Harvard
University Business School.
• Waterside Consulting uses Blue
Ocean Strategy Basics and our
Proprietary 2.0 Version to help
clients create uncontested market
space and make the competition
irrelevant.
Summer 2009 www.WatersideConsulting.net
12. Blue Ocean Strategy (BOS)
• Create uncontested market space
• Make the competition irrelevant
• Create and capture new demand
• Break the value-cost trade off
• Pursue differentiation AND low cost simultaneously
Summer 2009 www.WatersideConsulting.net
13. Basic Definitions
• Red Ocean: Markets or industries where competition is competing for
greater share of existing demand that is typically stagnant or declining
(the bloody battle).
• Blue Ocean: Markets or industries where there is no competition
because it is an untapped market space. The rules of the game are
waiting to be written.
• Value Innovation: Creating a blue ocean by creating a leap in value
for buyers of your company’s products and/or services, thereby making
the competition irrelevant.
• Strategy Canvas: An analytical framework or tool that helps you
to determine Value Innovation by looking at the factors the industry
current competes on and plotting your product/service against your key
competitors.
Summer 2009 www.WatersideConsulting.net
14. “Real Life” BOS Examples
Companies:
– Federal Express
– IKEA
– Apple
– Starbucks
– Curves
– Saturn It’s not just about
It’s not just about
– Nordstrom's technological
technological
advancements;
advancements;
• Product Examples: it’s about creating
it’s about creating
– Television a new market space
a new market space
– Computer
– Cell Phones
– RIM Blackberry
– Nintendo Wii
Summer 2009 www.WatersideConsulting.net
15. Strategy Canvas
• The key tool and cornerstone for initiating and formulating BOS is the
Strategy Canvas:
– Dimensionalizes the major features or benefits of a product, company,
or industry.
– On the Y-Axis are the relative value utilities of high, medium, and low.
– On the X-Axis are the dimensions, and on the Y-Axis is the relative
scale or utility.
– Blue Ocean Strategy’s most powerful tool.
– Intuitive and simple, but yet non-obvious.
Summer 2009 www.WatersideConsulting.net
16. Strategy Canvas Visual
Mid-Size Compact Vehicle Value Curve
Saturn vs. Average Mid-Size Compart Car Buyer
3
High
2.5
2
Medium
Rating
1.5
1
Low
0.5
Style Gas Mileage Safety Reliability Price
Factors
Average Mid-Size Compact Car Buyer Saturn Car Buyer
Summer 2009 www.WatersideConsulting.net
17. Four Action Framework
Which of the factors that the industry
Eliminate
Eliminate takes for granted should be eliminated?
Which factors should be reduced well below
Reduce The industry standard?
Reduce
Which factors should be raised well above
Raise
Raise the industry standard?
Which factors should be created that the industry
has never offered?
Create
Create
18. Value Curve Visual
Mid-Size Compact Value Curve
Saturn vs. Mid-Sized Compact Vehicle Competitors
3.5
New Factors
3
2.5
2
Rating
1.5
1
0.5
0
Style Gas Mileage Safety Reliability Price No Haggle Employee- Made In On-Star
Pricing Owned America
Company
Factors
Average Mid-Size Compact Car Buyer Saturn Car Buyer
Summer 2009 www.WatersideConsulting.net
19. Value Innovation
The Cornerstone of Blue Ocean Strategy
• Focus on making the competition
irrelevant by creating a leap in Costs
value for buyers and your
company, thereby opening up
new and uncontested market
space.
Value
• Value Innovation places equal Innovation
emphasis on value and costs.
Blue Ocean Strategy seeks to
create blue oceans by the pursuit
of differentiation and low cost
simultaneously, unlike Porter’s
model.
Buyer Value
The Simultaneous Pursuit of Differentiation and Low Cost
Summer 2009 www.WatersideConsulting.net
20. The “Secret Sauce” Behind
Recession Proofing Your Company
• With Waterside’s BOS Advanced Proprietary 2.0 (book due out later this
summer), there are two immediate “winners” for companies looking to
increase revenue:
– Hyper Dimensionality
– Selective Feature Reduction
Summer 2009 www.WatersideConsulting.net
21. Rating
0
0.5
1
1.5
2
2.5
3
3.5
Requires
license
Requires
upgrades
Requires
computer
memory
Feature Reduction (Elimination)
Manages data
and content on
your computer
Fights security
risks
Microsoft Windows Vista
Factors
Fast access to
the internet
Back up and
restore
Operating System Strategy Canvas
capabilites
Google Chrome OS Computer
performance
improvements
Planned Google Chrome OS vs. Microsoft Windows Vista OS
Hyper-Dimensional Features
Runs without
traditional
Feature Reduction Visual
computers
Manages data
and content in
the cloud
Hyper Dimensionality & Selective
23. Signs Your Company
Is Sailing Into Rough Waters
• Is your company “Chasing Its
Tail” or experiencing the "Fatal
Five" danger signs:
– Slowed or stagnant growth
– Decreased revenues
– Increased costs
– Lower profitability
– Unpredictable cash flow
Summer 2009 www.WatersideConsulting.net