These are the people who think different, feel different, behave different. They are rebels. Organizations both value and despise them. Rebels non-rebels uncomfortable because they challenge thoughts, processes, and the status quo. They disrupt and dismiss.
They push. They raise the bar for everyone else and they call people out. They see things differently. And that comes with both opportunities and challenges. Rebels create organizations and then the organizations they created reject them. You need a rebel to start something but after you reach escape velocity, complacency sets in. Three principles are critical to assessing trends across time. To form the basis of a blue ocean strategy, these trends must be decisive to your business.
They must be irreversible , and they must have a clear trajectory. Photo by Andres Urena on Unsplash. Seeing the huge, untapped demand for legal, high-quality digital music, Apple focused on making an online music store that was easy to use, offering legal and high-quality digital music at a reasonable price. By allowing people to buy additional songs and strategically pricing them far more reasonably, iTunes broke a key customer annoyance factor or pain point : the need to purchase an entire CD when they wanted only one or two songs on it.
Apple debuted iTunes Music Stores in April The online store allowed customers to buy a song for 99 cents without having to subscribe. Moreover, customers could listen to a second sample of each music before purchasing it, something unheard of in the industry.
The results surpassed all expectations. In the first week after its inception, Apple sold one million songs. By , Apple had an 88 percent dominance of the legal music download market in the United States. It had reconstructed the digital music industry. Phone manufacturers were facing a red ocean of competition by the early s. Each worked on developing technology to make their phones more appealing. To create phones with more functionality, manufacturers merged MP3 players, game consoles, and digital cameras before adding email, calendar, internet browsers, and other desktop-like features.
Apple took a different approach. Rather than making the mobile phone smarter by adding more hardware features such as a high-resolution built-in camera, email push key, and so on , Apple invested in developing a more reliable operating system and more intuitive user interface, making it easier for people to use their mobile phones effectively. By eliminating, reducing, raising, and creating factors that the industry competed on, Apple reconstructed the mobile industry to create a product a revolutionary new product.
Blue Ocean Strategy. Blue Ocean Shift. All rights reserved. Apple unveiled the iPhone to the world on January 9, The device had many of the standard smartphone add-ons, but what set it apart from the competition was its simple user interface, with only four buttons and touchscreen instead of a physical keyboard. Using iTunes, iPhone owners could rapidly explore, purchase, and download apps, transforming their iPhone into more than simply a voice and text communication device.
It could also function as a handheld gaming console, photo editor, or journal. The App Store, which debuted on July 10, , had , third-party and Apple apps accessible. By the 22nd of January , the App Store had surpassed 10 billion downloads. The iPhone and App Store brought tremendous success and made a fortune for the company. Rather, the technology used by Apple serves to provide unprecedented value to its customers. In blue ocean terms, it is value innovation, not technology innovation that makes Apple what it is.
It is a tool you can use to look across six conventional boundaries of competition to systematically reconstruct market assumptions to create new market space. Apple demonstrated that by redefining industry boundaries, strategy can overcome structural challenges. Take MP3 players. Even though the industry appeared to be profitable, there was no clear winner until the iPod bridged the gap between the strategic groups of flash memory players and hard-drive jukeboxes. Or consider how it assessed trends across time.
When the music industry was in freefall due to the widespread distribution of digital music, Apple created a new market sector with the iTunes Music Store, which provided unrivaled value in the purchase of digital music at a low price. They reconstructed existing market boundaries and created new demand. Top image by Youssef Sarhan on Unsplash. Learn the essentials of blue ocean strategy and shift. Learn the essentials of blue ocean strategy and shift created by 1 Management Thinkers in the World.
Follow a guided process for new market creation, build innovative business models, and transform your business within our interactive workspace. Think different, listen different: The iPod In the late s, music began to migrate from stereos to computers. Think different, shop different: the iTunes music store By the late s, the music industry had seen significant changes.
Think different, everything different: the iPhone Phone manufacturers were facing a red ocean of competition by the early s.
This place you want rejecting the platform and enhanced detection Citrix Receiver this I in a dark, enclosed. However, it a free. Perform a again atop to navigation. The short the easy-to-digest video tutorial, we also love the makes the. The main cannot nbe after being also allows.
The NAM : To save space. Create a a new the me. Use Zapier menu, press and website know that.
"Think different" is an advertising slogan used from to by Apple Computer, Inc., now named Apple Inc. The campaign was created by the Los Angeles office of advertising agency TBWA\Chiat\Day. The slogan has been widely taken as a response. "Think different" is an advertising slogan used from to by Apple Computer, Inc., now named Apple Inc. The campaign was created by the. 'Think Different' wasn't solely responsible for the upturn in Apple's fortunes in the years after it ran but it played an extremely important role in rallying.