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CompleteListofTeachingMaterials

CaseTitle
CraftingWinning StrategiesinaMature Market:TheU.S. WineIndustryin2001 Harvardn:BOS018 ECCHn:comingsoon

AccompanyingMaterial
CreatingaBlueOceaninthe U.S.WineIndustry Video Availableforfreedownloadat www.blueoceanstrategy.com

TNTitle
CraftingWinning StrategiesinaMature Market:TheU.S.Wine Industryin2001 Harvardn:BOS019 ECCHn:3072918

Abstract
Thecaseentitled,CraftingWinningStrategiesinaMatureMarket:The USWineIndustryin2001examinesthecompetitiveenvironmentofthe US wine industry in 2001, prior to [yellow tail]s launch. The case demonstrates how the industry was overcrowded, highly competitive, and increasingly squeezed at the distribution and retail stages of the supplychain.Eventhoughtheindustrywasintenselycompetitive,wine manufacturers have systematically competed along the same set of factors that have hardly changed over the last few centuries. In July 2001, Australias Casella Winery introduced [yellow tail] into this highly competitive US market. Small and unknown, they had expected to sell 25,000 cases in their first year. In fact, they had sold nine times that amount. By the end of 2005, [yellow tail]s cumulative sales were tracking at 25 million cases. [yellow tail] soon emerged as the overall best selling750mlredwine,outstrippingCalifornian,French andItalian brands.Thiscaseexaminesthestrategicmoveexecutedby[yellowtail] that made it the number one imported wine and the fastest growing brandinthehistoryoftheUSandAustralianwineindustries.Thecaseis accompanied by a 2part video called Creating a Blue Ocean in the US Wine Industry that is free for instructor download at www.blueoceanstrategy.com. Part A provides a visual overview of the wine industry settingpre[yellowtail]. Itisapowerfulcomplementto the paper case. Part B explores, through interviews with the principal players behind the launch of [yellow tail], the development and executionofCasellasblueoceanstrategicmove.Thecaseandthevideo dvdcomewithacomprehensiveteachingnoteandareexcellentforboth MBAsandexecutives.

CaseTitle
TheEvolutionoftheCircus IndustryCaseA Harvardn:BOS007 ECCHn:3020571

AccompanyingMaterial
TheEvolutionoftheCircus Industry Video Availableforfreedownload at www.blueoceanstrategy.com

TNTitle
EvenaClownCanDoIt: CirqueduSoleil RecreatesLive Entertainment Harvardn:BOS009 ECCHn:3020578

Abstract
Thisisthefirstofatwocaseseries.CirqueduSoleilverysuccessfully enteredastructurallyunattractivecircusindustry.Itwasableto reinventtheindustryandcreatedanewmarketspacebychallenging theconventionalassumptionsabouthowtocompete.Itvalue innovatedbyshiftingthebuyergroupfromchildren(endusersofthe traditionalcircus)toadults(purchasersofthetraditionalcircus), drawinguponthedistinctivestrengthsofotheralternative industries,suchasthetheatre,Broadwayshowsandtheopera,to offeratotallynewsetofutilitiestomorematureandhigher spendingcustomers.Thecaseseriesisdesignedtoserveavarietyof purposesinthevalueinnovationandcreatingnewmarketspace teachingmoduleofanMBAstrategycourseorexecutiveeducation programme.Inbothinstances,theinstructorcanbestuseittocover thefollowingtopics:(1)valueinnovationlogic(ascomparedto industryandcompetitiveanalysis);(2)theconceptofvaluecurve; and(3)thesixpathsframeworkforcreatingnewmarketspace.A teachingnoteisavailabletoaccompanythiscaseseries**ecch EuropeanCaseAwardsCategoryWinner2006andecchEuropean CaseAwardsOverallWinner2009**

CaseTitle
EvenaClownCanDoIt: CirqueduSoleilRecreates LiveEntertainmentCaseB Harvardn:BOS008 ECCHn:3020581

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Abstract
This is the second of a twocase series. Cirque du Soleil very successfullyenteredastructurallyunattractivecircusindustry.Itwas able to reinvent the industry and created a new market space by challenging the conventional assumptions about how to compete. It valueinnovatedbyshiftingthebuyergroupfromchildren(endusers of the traditional circus) to adults (purchasers of the traditional circus), drawing upon the distinctive strengths of other alternative industries, such as the theatre, Broadway shows and the opera, to offeratotallynewsetofutilitiestomorematureandhigherspending customers.Thecaseseriesisdesignedtoserveavarietyofpurposes in the value innovation and creating new market space teaching module of an MBA strategy course or executive education programme.Inbothinstances,theinstructorcanbestuseittocover the following topics: (1) value innovation logic (as compared to industryandcompetitiveanalysis);(2)theconceptofvaluecurve;and (3)thesixpathsframeworkforcreatingnewmarketspace.Ateaching noteisavailabletoaccompanythiscaseseries**ecchEuropeanCase AwardsCategoryWinner2008**

EvenaClownCanDoIt: TheEvolutionoftheCircus CirqueduSoleil Industry RecreatesLive Entertainment Video Availableforfreedownloadat www.blueoceanstrategy.com Harvardn:BOS009 ECCHn:3020578

CaseTitle
HowaUSConsumerProducts CompanyUnlockedtheThree TiersofNoncustomers Harvardn:BOS016 ECCHn:comingsoon

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Abstract
The case entitled, How a US Consumer Products Company Unlocked the Three Tiers of Noncustomers illustrates how new demand is created by looking to noncustomers instead of just competing for a share of the existing customers ofan industry. The case prompts the students to consider how new demand was created in the cell phone, computer and air travel industries by unlocking the three tiers of noncustomers. This case provides the conceptual backdrop to an accompanying interactive class exercise called Blue Ocean Strategy NoncustomerExercise:TheCaseofGillettewhichisafull PowerPoint presentation that is free for instructor download at www.blueoceanstrategy.com. The PowerPoint presentation is built around Gillettes introduction of the first safety razors with disposable blades in 1903 which created new demand by reaching beyondtheexistingcustomersofstraightrazorsathome and in the barbershop. This case and the accompanying interactive Gillette exercise come with a comprehensive teaching note and are excellent for both MBAs and executives.

BlueOceanStrategy HowaUSConsumerProducts NoncustomerExercise: CompanyUnlockedtheThree TheCaseofGillette TiersofNoncustomers Harvardn:BOS017 PowerPointPresentation ECCHn:3083198 Availableforfreedownloadat www.blueoceanstrategy.com

CaseTitle
LessonsFrom BreakthroughStrategic Moves OvertheLastCentury Harvardn:BOS010 ECCHn:comingsoon

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Abstract
The case entitled, Lessons from Breakthrough Strategic MovesOvertheLastCenturyillustrateshowbusinessesover the last 100 years have periodically broken away from the competitiontocreateandcapturenewmarketspaceoften giving rise to entirely new industries. Yet, to date, there is very little understanding of the underlying strategic logic behindthesebreakthroughstrategicmoves.Thiscaseandits accompanying video examine whether there is a shared pattern across these strategic moves by examining three representative industries that touch peoples everyday lives: autoshowpeoplegettowork;computerswhatpeopleuse atwork;andmovietheaterswherepeoplegoafterworkfor entertainment.Thecomplementaryvideocalled,AHistoryof BlueOceanStrategicMoves:IsThereaPattern?,whichisfree for instructor download at www.blueoceanstrategy.com, providesavisualdemonstrationofthesethreerepresentative industriessothatparticipantscandeducethesharedpatterns across these strategic moves. The case and the video come with a comprehensive teaching note and are excellent for bothMBAsandexecutives.

LessonsFromBreakthrough AHistoryofBlueOcean StrategicMoves StrategicMoves:Istherea OvertheLastCentury Pattern? Harvardn:BOS011 Video Availableforfreedownload ECCHn:3072928 at www.blueoceanstrategy.com

CaseTitle
NTTDoCoMoIMode(TM): ValueInnovationatDoCoMo Harvardn:BOS005 ECCHn:3030431

Accompanying Material
N/A

TNTitle
NTTDoCoMoIMode:Value InnovationatDoCoMo Harvardn:BOS006 ECCHn:3030438

Abstract
As of November 2001, NTT DoCoMo is the only company that has beenabletomakemoneyoutofthemobileInternet.Thiscasestudy describeshow,inaverycompetitiveindustryengagedinatechnology raceandstrongpriceerosion,NTTDoCoMohasbeenabletoachieve superior performance with its novel imode services. Launched in February 1999, its imode service was an immediate and explosive success. DoCoMo came to exceed its parent company in terms of marketcapitalisationaswellaspotentialforprofitablegrowthaswe enter the age of mobile Internet. This case offers a value innovation perspective to analyze the success of imode with a particular emphasis on the business model used to exploit the imode innovation of DoCoMo. The case is designed to serve a variety of purposes in the 'value innovation and winning business ideas' teaching module of an MBA strategy course or executive education programme. The instructor can use the case to cover the following topics:(1)thevalueinnovationlogic;(2)thevaluecurveandsixpaths framework;(3)thebuyerutilitymap;and(4)thepricecorridorofthe massandthebusinessmodelguide.Alternatively,theinstructorcan use it to specially cover the last three topics. A teaching note is availabletoaccompanythiscase.

CaseTitle

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Abstract
The case entitled, How to Implement Blue Ocean Strategy challenges participantstoapplykeyconceptsofblueoceanstrategyimplementationto overcome key organizational and management hurdles while leading a strategicshift.ThecaselaysouthowBraynesbridgeIndustries(BI),afictional conglomerate involved in the steel industry, recently launched a new strategytobreakoutoftheredoceanofbloodycompetitionintheindustry. The new strategy, however, represented a significant departure from the statusquo,whichledtosteepcognitive,resource,motivational,andpolitical hurdles in the organization. Hence, to implement the new strategy, BI executives hadto overcomethesefour keyhurdles. Despitethischallenge, the case reveals that BIs management team successfully implemented the strategyfastandatlowcostusingtippingpointleadershipandfairprocess. BIs Board of Directors, very impressed with the new strategy and its successfulimplementation,iscurioustolearntheprinciplesoftippingpoint leadershipandfairprocessandhowtheseapplytoorganizations.Thecase sets the stage for students/executives to be called before the Board to answer numerous conceptual questions on their blue ocean strategy implementation.Theset ofquestions posedbytheBoardaredisplayedin an accompanying flashgame exercise called, Blue Ocean Strategy ImplementationInteractiveClassExercise:TippingPointLeadershipandFair Process in Action that is free for instructor download at www.blueoceanstrategy.com. This case and the Blue Ocean Strategy Implementation Interactive Class Exercise come with a comprehensive teachingnoteandareexcellentforbothMBAsandexecutives,creatinggreat energyandrichlearningintheclassroom.

HowtoImplementBlue InteractiveClassExercise: HowtoImplementBlue OceanStrategy TippingPointLeadershipand OceanStrategy FairProcessinAction Harvardn:BOS014 FlashGame Harvardn:BOS015 ECCHn:comingsoon Availableforfreedownload ECCHn:3083168 at www.blueoceanstrategy.com

CaseTitle LeadingtheCityofLos RiosintoaBlueOcean Harvardn:BOS012 ECCHn:comingsoon AccompanyingMaterial ImplementationSimulation: TippingPointLeadershipin Action ComputerSimulation Availableforfreedownloadat www.blueoceanstrategy.com TNTitle LeadingtheCityofLosRios intoaBlueOcean Harvardn:BOS013 ECCHn:3083188 Abstract Thecaseentitled,LeadingtheCityofLosRiosintoaBlueOceanis a challenging handson exercise which allows participants to executeastrategicshiftfastandatlowcostusingthekeyconcept oftippingpointleadership.SituatedinthefictitiouscityofLosRios inCentralAmerica,thenewlyelectedmayorhasjustannounceda newstrategyforLosRiosthatwouldbringnewlifetothecityand let it stand apart again. The new strategy simultaneously offers unprecedentedvaluetobusinessesandfamilieswhileloweringthe costsofcitygovernmentsothatLosRioscanbreakoutofthered ocean of bloody competition and set sail into the blue ocean of newmarketspace.Thiscaseprovidestheconceptualbackdropto an accompanying handson simulation to be run in class that is available for free download at www.blueoceanstrategy.com, In the simulation,playersassumetheroleofLosRiosHeadofPolicewho must apply tipping point leadership principles to overcome the cognitive, resource, motivational and political hurdles that the department faces to successfully implement the Mayors blue ocean strategy for the city. This case and the accompanying computer simulation come with a comprehensive teaching note that includes an instructor manual. They are excellent for both MBAandexecutiveaudiences.

CaseTitle
BlueOceanStrategy ImplementationScenario Case:TippingPointLeadership andFairProcessinAction Harvardn:BOS001 ECCHn:3083141 (recommendedforexecutives orMBAswithextensivework experience)

Accompanying Material
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TNTitle
BlueOceanStrategy ImplementationScenario Case:TippingPointLeadership andFairProcessinAction Harvardn:BOS002 ECCHn:3083148

Abstract
TheBlueOceanStrategyImplementationScenarioCaseoffersaset of interactive group scenarios which are designed to deepen the participants'understandingofblueoceanstrategyimplementation principles. Using the five scenarios participants work in teams as they learn to apply key concepts of tipping point leadership and fair process. The five settings (health insurance, manufacturing, government, banking and politics) show how blue ocean strategy implementation principles apply at different organizational levels to overcome the four key implementation hurdles (cognitive, resource, motivational and political). The teaching objectives are: (1) to deepen participants' understanding of blue ocean strategy principles;(2)tolearnhowtoapplykeyconceptsoftippingpoint leadershipandfairprocess;and(3)tounderstandhowblueocean strategy implementation principles can be applied at different organizational levels, and how they can be applied to overcome the four key organizational hurdles (cognitive, resource, motivational and political). A teaching note is available to accompany this case which includes a template for running the breakoutgroups.

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CaseTitle
BlueOceanStrategy ImplementationSelf Diagnostic:TippingPoint LeadershipandFairProcess inAction Harvardn:BOS003 ECCHn:3083151

Accompanying Material
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TNTitle
BlueOceanStrategy ImplementationSelf Diagnostic:TippingPoint LeadershipandFair ProcessinAction Harvardn:BOS004 ECCHn:3083158

Abstract
TheBlueOceanStrategyimplementationselfdiagnosticiscomprisedof a series of probing questions that offer executive participants a practicaltoolforassessingtheleveloforganizationalhurdlesthatexist intheirorganizationandtheeffectivenessofpastandfuturestrategies to overcome them. The diagnostic is divided into sections addressing the four key organizational hurdles (cognitive, resource, motivational, political) and one section on fair process. The teaching objectives are: (1)toofferexecutiveparticipantsapracticaltooltoassessthelevelof organizational hurdles that exist in their organization; (2) to identify areas of improvement or challenges in the organization of the participant;and(3)toprovideaperiodofselfreflectioninwhichtolink the participant's learning within the classroom with real world application.Ateachingnoteisavailabletoaccompanythiscase.

(recommendedfor executivesonly)

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LectureSlides
BlueOceanStrategy ImplementationLectureon TippingPointLeadershipand FairProcessinAction. LectureSlides Availableforfreedownloadat www.blueoceanstrategy.com

AccompanyingTN
BlueOceanStrategy ImplementationLectureon TippingPointLeadershipand FairProcessinAction . Ecchn:3083178

Abstract
A full PowerPoint presentation packet for a 45minute to onehour lecture.Thepresentationcovershowanorganizationcanovercomethe cognitive, resource, motivational, and political hurdles to successfully executeastrategicshiftasisoftenrequiredtocreatenewmarketspace. The presentation covers how to achieve this while building employees trust and commitment around a new strategy. Here the concepts of TippingPointLeadershipandFairProcessarecoveredandlinkeddirectly to blue ocean strategy and its execution. These slides come with a teachingnotethathighlightskeypointstobemadeinthepresentation.

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