Harvard Case - How to Implement Blue Ocean Strategy
"How to Implement Blue Ocean Strategy" Harvard business case study is written by W. Chan Kim, Renee Mauborgne, Katrina Ling. It deals with the challenges in the field of Organizational Behavior. The case study is 4 page(s) long and it was first published on : Jul 1, 2009
At Fern Fort University, we recommend a phased approach to implement a Blue Ocean Strategy at Cirque du Soleil. This approach will focus on leveraging the company's unique strengths, fostering innovation, and creating a new value curve in the entertainment industry. The strategy will involve a combination of strategic initiatives, organizational changes, and operational adjustments to ensure successful implementation and long-term sustainability.
2. Background
Cirque du Soleil, a renowned entertainment company, faced declining revenues and increasing competition in the traditional circus market. The company's success was built on its unique blend of artistry, acrobatics, and theatrical storytelling, but this was no longer enough to attract audiences. The case study highlights the company's need to break away from the red ocean of competition and create a new market space with a Blue Ocean Strategy.
The main protagonists in this case study are:
- Guy Lalibert': Founder and CEO of Cirque du Soleil, grappling with the company's declining performance and the need for innovation.
- Daniel Lamarre: President and CEO of Cirque du Soleil, tasked with leading the company's strategic transformation.
- The Cirque du Soleil team: Artists, performers, and staff who are vital to the company's success and need to be engaged in the change process.
3. Analysis of the Case Study
To analyze Cirque du Soleil's situation, we can use the Blue Ocean Strategy framework, which focuses on creating uncontested market space and achieving both differentiation and low cost. This involves:
- Identifying the industry's value curve: Analyzing the factors that customers consider important in the entertainment industry, including price, spectacle, artistry, and audience engagement.
- Identifying the industry's strategic moves: Recognizing the competitive landscape and the actions taken by competitors to attract customers.
- Creating a new value curve: Developing a unique proposition that offers a compelling alternative to existing offerings, focusing on value innovation rather than competing directly with rivals.
Cirque du Soleil's existing value curve was based on high-priced, high-spectacle shows with a focus on artistry and acrobatics. However, this approach was losing its appeal due to increasing competition and changing customer preferences. The company needed to explore new value propositions that would differentiate it from traditional circuses and attract a wider audience.
Key Insights:
- Customer needs: The case study highlights the need for Cirque du Soleil to cater to a broader audience, including families and younger generations, who may not be attracted to traditional circus acts.
- Competitive landscape: The rise of other entertainment options, such as theme parks and immersive experiences, has increased competition for Cirque du Soleil.
- Value innovation: The company needs to explore new ways to create value for customers by offering unique experiences that combine entertainment, artistry, and technology.
4. Recommendations
To implement a successful Blue Ocean Strategy, Cirque du Soleil should undertake the following actions:
Phase 1: Strategic Reorientation
- Define a new value proposition: Develop a clear vision for the future of Cirque du Soleil, focusing on creating a more engaging and accessible experience for a wider audience. This could involve incorporating elements of technology, interactive storytelling, and personalized experiences.
- Identify new customer segments: Target new demographics, such as families, younger audiences, and culturally diverse groups, by creating shows that resonate with their interests and preferences.
- Develop innovative show concepts: Explore new themes and formats that go beyond traditional circus acts, incorporating elements of music, dance, theater, and technology.
- Leverage technology: Use technology to enhance the audience experience, such as interactive elements, augmented reality, and virtual reality applications.
Phase 2: Organizational Transformation
- Foster a culture of innovation: Encourage creativity and experimentation within the company, fostering a culture where employees feel empowered to develop new ideas and concepts.
- Build cross-functional teams: Create teams with diverse expertise, including artists, performers, technologists, and marketers, to collaborate on developing new show concepts and experiences.
- Invest in talent development: Develop training programs and mentorship opportunities to equip employees with the skills and knowledge needed to thrive in a rapidly evolving entertainment landscape.
- Embrace change management: Communicate the strategic vision clearly and transparently to all employees, addressing concerns and fostering buy-in for the change process.
Phase 3: Operational Adjustments
- Optimize production processes: Streamline production processes and leverage technology to improve efficiency and reduce costs without compromising quality.
- Explore new revenue streams: Explore new revenue streams beyond ticket sales, such as merchandise, licensing, and partnerships with other entertainment companies.
- Expand global reach: Target new international markets with culturally relevant shows and experiences to broaden the company's reach and customer base.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies: The recommendations leverage Cirque du Soleil's existing strengths in artistry, acrobatics, and storytelling, while also incorporating new elements to create a more engaging and accessible experience.
- External customers: The recommendations address the needs of a wider audience, including families, younger generations, and culturally diverse groups, by creating shows that resonate with their interests and preferences.
- Internal clients: The recommendations aim to engage employees in the change process by fostering a culture of innovation, providing opportunities for professional development, and ensuring clear communication.
- Competitors: The recommendations focus on creating a new value curve that differentiates Cirque du Soleil from its competitors, offering a unique and compelling experience that attracts a wider audience.
- Attractiveness: The recommendations are expected to increase revenue, expand the company's market reach, and enhance its brand image, ultimately leading to long-term sustainability.
6. Conclusion
By implementing a Blue Ocean Strategy, Cirque du Soleil can create a new market space, differentiate itself from competitors, and attract a wider audience. This strategy requires a combination of strategic initiatives, organizational changes, and operational adjustments to ensure successful implementation and long-term sustainability.
7. Discussion
Other alternatives not selected include:
- Cost-cutting measures: While cost-cutting can be a short-term solution, it may not address the underlying issues of declining revenue and changing customer preferences.
- Mergers and acquisitions: Acquiring other entertainment companies can provide access to new markets and resources, but it may not be the best solution for Cirque du Soleil, as it could dilute its unique brand identity.
Risks and Key Assumptions:
- Implementation challenges: Successfully implementing a Blue Ocean Strategy requires significant change management, organizational buy-in, and effective communication.
- Customer acceptance: There is no guarantee that the new value proposition will resonate with customers, and the company may need to adjust its strategy based on market feedback.
- Technological advancements: The entertainment industry is constantly evolving, and Cirque du Soleil needs to stay ahead of the curve by investing in technology and innovation.
8. Next Steps
To implement the recommendations, Cirque du Soleil should take the following steps:
- Develop a detailed implementation plan: Outline the specific actions, timelines, and resources required for each phase of the strategy.
- Establish a dedicated team: Assemble a cross-functional team to oversee the implementation process and ensure alignment across departments.
- Communicate the vision clearly: Communicate the strategic vision and the rationale for change to all employees, addressing concerns and fostering buy-in.
- Monitor progress and adjust as needed: Regularly track progress, gather feedback from customers and employees, and make adjustments to the strategy as needed.
By taking these steps, Cirque du Soleil can successfully implement a Blue Ocean Strategy that will lead to long-term growth and sustainability in the entertainment industry.
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Case Description
The case entitled 'How to Implement Blue Ocean Strategy' challenges participants to apply key concepts of blue ocean strategy implementation to overcome key organizational and management hurdles while leading a strategic shift. The case lays out how Braynesbridge Industries (BI), a fictional conglomerate involved in the steel industry, recently launched a new strategy to break out of the red ocean of bloody competition in the industry. The new strategy, however, represented a significant departure from the status quo, which led to steep cognitive, resource, motivational, and political hurdles in the organization. Hence, to implement the new strategy, BI executives had to overcome these four key hurdles. Despite this challenge, the case reveals that BI's management team successfully implemented the strategy fast and at low cost using tipping point leadership and fair process. BI's Board of Directors, very impressed with the new strategy and its successful implementation, is curious to learn the principles of tipping point leadership and fair process and how these apply to organizations.
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