inteligencia competitiva

Parque Científico de Madrid (Cómo vigilar el entorno competitivo y gestionar las ideas para una mejora del negocio, 16 de marzo en el PCM http://t.co/WygGmBhC...)...

Así pues, se aparecen nuevas oportunidades que requieren de nuevos perfiles profesionales capaces de convertir la explosión de datos en informes de Inteligencia que permitan el logro de los objetivo...

(Definición según norma UNE 166006:2011 Ex Gestión de la I+D+i: Sistema de Vigilancia Tecnológica e Inteligencia Competitiva). Los procesos de vigilancia (conocer el entorno propio y competidor, boletines, normativas, ...

In 2005 business strategists, W. Chan Kim and Renee Mauborgne published a book entitled Blue Ocean Strategy. The book quickly became an international best seller, selling over 1 million copies. Based on research conducted on over 150 companies across 30 different industries, the work defined, in empirical terms, just how winning companies have carved greater market share for their brands and done so while realizing a higher degree of profitability. The book title came from a depiction of brands that have historically attempted to expand market share through traditional line extensions while playing in the familiar space of the ‘red ocean’, market spaces defined by conventional wisdom and long established industry definitions. The authors defined the real challenge to be expanding a company’s market share by reaching out beyond the traditional ‘red ocean’ to ‘blue oceans’ of uncontested market space that is ripe for growth. Blue Ocean strategic moves bring ‘value innovation’ into play by developing stronger value propositions for brands, and as a result create an environment where competitors become obsolete.

Where are Your Blue Oceans?

Very likely your company’s ‘blue oceans’ are not going to be on the obvious horizon. Discovering a blue ocean strategy requires innovation and out-of-the-box thinking in assessing product/service value components coupled with a trade-off/Conjoint analysis. The authors of Blue Ocean Strategy offer a number of examples of companies that discovered their innovative solutions to capture incremental market share. One company cited in the book was in the entertainment industry. The company was Cirque du Soleil. Cirque discovered their ‘value innovation’ in a non-traditional circus offering, and in the end created a whole new entertainment experience. True to the ‘blue ocean’ strategy, value innovation for Cirque was created by eliminating elements of the traditional circus experience, such as live animal acts, and high priced talent that were particularly expensive to maintain. While at the same time, these same attributes also represented the less popular components to the entertainment offering. The founders ultimately created a live entertainment experience that borrowed the creative concepts of successful Broadway shows with each of its programs having an original score of assorted music which drives the visual performance, the lighting and timing of the acts. In short, Cirque created its own ‘blue ocean’ in the world of entertainment.

How to Create Value Innovation?

There are two key requirements critical to creating ‘value innovation’ for a brand. The first element is to uncover the brand attributes that have the greatest perceived customer value, along with those attributes that represent the least in consumer perceived value. Case in point...for the automobile industry, a key attribute may well be fuel efficient automobiles. As the cost and availability of fossil fuels continue to be a critical issue, more and more consumers will come to value more fuel efficient vehicles. But fuel efficiency is but one part of the equation. For an auto manufacturer to create their blue ocean strategy and value innovation, the manufacturer would not only need to deliver on high fuel efficiency, but would need to deliver a quality non-petroleum powered vehicle at a lower sticker price than the current premium new car pricing. Today’s electric and hybrid vehicles have yet to generate significant car sales, due in large part to the cost of the vehicle. As such, no ‘blue oceans’ have yet to be created in the automobile industry around a non-petroleum based vehicle.

In closing...

Whatever the product, service or industry, every marketer has the ability to create conditions for ‘value innovation’ and set sail on their blue oceans. However, to do so requires careful thought, well-designed market research and cost analysis to innovate and create sustainable customer value.

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