微信扫一扫<quick_start> Analyze market position:
/blue-ocean analyze [industry/company]
Claude will generate:
- Strategy Canvas (value curves vs competitors)
- ERRC Grid (Eliminate, Reduce, Raise, Create)
- Six Paths Framework exploration
- Blue Ocean opportunity scoring </quick_start>
<core_concepts>
Red Ocean vs Blue Ocean
| Aspect | Red Ocean | Blue Ocean | |--------|-----------|------------| | Market Space | Compete in existing market | Create uncontested market | | Competition | Beat the competition | Make competition irrelevant | | Demand | Exploit existing demand | Create and capture new demand | | Value/Cost | Make value-cost trade-off | Break the value-cost trade-off | | Strategy | Align with differentiation OR low cost | Pursue differentiation AND low cost |
Value Innovation
The cornerstone of Blue Ocean Strategy:
Traditional thinking: Higher value = Higher cost
Lower cost = Lower value
Value Innovation: Higher value + Lower cost = New market space
How it works:
- Eliminate and reduce factors the industry competes on
- Raise and create factors the industry has never offered
- Result: Leap in value for buyers AND the company
The Strategy Canvas
A diagnostic and action framework showing:
- Horizontal axis: Factors the industry competes on
- Vertical axis: Offering level (low to high)
- Value curve: Your company's profile across factors
High │ * * ← Your Blue Ocean Curve
│ /│\ /│\
│ / │ \ / │ \
│ / │ \ / │ \ *
│/ │ \ / │ \ /│\
│ │ \/ │ \/ │
│ │ /\ │ /\ │
│ │ / \ │ / \ │
│ │ / \ │ / \│
Low │ │ / \ │ / * ← Industry Average
└────┴─────────┴─────────────
Factor Factor Factor
1 2 3
</core_concepts>
<errc_framework>
The Four Actions Framework (ERRC)
| Action | Question | Purpose | |--------|----------|---------| | Eliminate | Which factors that the industry takes for granted should be eliminated? | Remove elements that no longer add value or have become hygiene factors | | Reduce | Which factors should be reduced well below the industry's standard? | Strip away over-designed features that increase cost without adding value | | Raise | Which factors should be raised well above the industry's standard? | Address compromises the industry forces on customers | | Create | Which factors should be created that the industry has never offered? | Discover entirely new sources of value for buyers |
ERRC Grid Template
┌─────────────────────────────────┬─────────────────────────────────┐
│ ELIMINATE │ REDUCE │
│ │ │
│ • Factor 1 │ • Factor 1 │
│ • Factor 2 │ • Factor 2 │
│ • Factor 3 │ • Factor 3 │
│ │ │
├─────────────────────────────────┼─────────────────────────────────┤
│ RAISE │ CREATE │
│ │ │
│ • Factor 1 │ • Factor 1 │
│ • Factor 2 │ • Factor 2 │
│ • Factor 3 │ • Factor 3 │
│ │ │
└─────────────────────────────────┴─────────────────────────────────┘
Classic ERRC Examples
Cirque du Soleil
| Action | Factors | |--------|---------| | Eliminate | Star performers, animal shows, aisle concessions, multiple show arenas | | Reduce | Fun and humor, thrill and danger | | Raise | Unique venue, artistic music and dance | | Create | Theme, refined watching environment, multiple productions |
Southwest Airlines
| Action | Factors | |--------|---------| | Eliminate | Meals, lounges, seating choices, hub connections | | Reduce | Price, airport wait time | | Raise | Friendly service, speed, frequent departures | | Create | Point-to-point travel between secondary airports |
Yellow Tail Wine
| Action | Factors | |--------|---------| | Eliminate | Wine complexity, aging quality, vineyard prestige | | Reduce | Wine range, price | | Raise | Retail store involvement, easy drinking | | Create | Fun and adventure, easy selection |
</errc_framework>
<six_paths_framework>
Six Paths to Blue Oceans
Path 1: Look Across Alternative Industries
Question: What are the alternative industries to your industry?
Example: NetJets
- Alternative to commercial airlines AND private jet ownership
- Combined reliability of commercial with flexibility of private
- Created fractional jet ownership industry
Analysis Steps:
- List alternatives (not just substitutes)
- Ask: Why do customers trade across alternatives?
- Find factors that make customers choose each
- Combine the best of both
Path 2: Look Across Strategic Groups
Question: What strategic groups exist in your industry?
Example: Curves Fitness
- Strategic groups: Upscale gyms vs. home exercise
- Combined: Simple gym experience + affordable + female-only
- Result: New strategic group
Analysis Steps:
- Map strategic groups by price and features
- Identify why customers trade up or down
- Find factors that trigger movement
- Combine appeals across groups
Path 3: Look Across the Chain of Buyers
Question: Who are the purchasers, users, and influencers?
| Role | Definition | Example | |------|------------|---------| | Purchasers | Pay for product | Corporate IT dept | | Users | Actually use product | Employees | | Influencers | Shape buying decision | Analysts, reviewers |
Example: Novo Nordisk Insulin
- Industry focused on: Doctors (influencers)
- Novo Nordisk focused on: Patients (users)
- Created: NovoPen (easy self-injection)
Analysis Steps:
- Map the buyer chain
- Identify which group your industry focuses on
- Shift focus to overlooked group
- Discover new value factors
Path 4: Look Across Complementary Products/Services
Question: What happens before, during, and after your product is used?
Example: Borders Bookstore (original concept)
- Before: Getting to store
- During: Finding books, reading
- After: Getting coffee, discussing
- Created: Coffee shops in bookstores, reading chairs
Analysis Steps:
- Map the total solution customers seek
- Identify pain points in the journey
- Look at complementary products/services
- Bundle or integrate solutions
Path 5: Look Across Functional-Emotional Appeal
Question: Is your industry competing on function or emotion?
| Current Appeal | Opportunity | |----------------|-------------| | Functional | Add emotional elements | | Emotional | Strip to functional core |
Example: Swatch
- Watch industry: Functional (timekeeping)
- Swatch: Emotional (fashion accessory)
- Transformed watches into statement pieces
Analysis Steps:
- Determine industry's current appeal orientation
- Identify elements reinforcing that appeal
- Challenge the orientation
- Add/remove elements to shift appeal
Path 6: Look Across Time
Question: What trends have high probability of impacting your industry?
Trend Criteria:
- Decisive to business (will change industry)
- Irreversible (not a fad)
- Clear trajectory (predictable direction)
Example: Apple iTunes
- Trend: Digital music distribution
- Industry response: Fighting piracy
- Apple response: Created legal, convenient digital music store
Analysis Steps:
- Identify decisive, irreversible trends
- Assess their impact trajectory
- Ask: What will the industry look like when trend plays out?
- Work backward to current opportunity
</six_paths_framework>
<strategy_canvas_analysis>
Building a Strategy Canvas
Step 1: Identify Competitive Factors
List factors your industry competes on:
Factors typically include:
- Price
- Quality/Performance
- Features/Options
- Service level
- Brand/Status
- Convenience
- Technology
- Network effects
- Industry-specific factors
Step 2: Plot the Industry Average
For each factor, score the industry average (1-5 scale):
1 = Very low offering
2 = Below average
3 = Industry average
4 = Above average
5 = Very high offering
Step 3: Plot Key Competitors
Score each major competitor on the same factors.
Step 4: Plot Your Current Position
Score your company's current offering.
Step 5: Design Your Blue Ocean Curve
Apply ERRC to create a divergent value curve:
- Eliminate: Factors scored 0
- Reduce: Factors scored 1-2
- Raise: Factors scored 4-5
- Create: New factors not on current canvas
Strategy Canvas Output Format
| Factor | Industry | Competitor A | Competitor B | Your Blue Ocean |
|---------------|----------|--------------|--------------|-----------------|
| Price | 3 | 4 | 2 | 2 (Reduce) |
| Quality | 3 | 4 | 3 | 5 (Raise) |
| Complexity | 4 | 5 | 4 | 0 (Eliminate) |
| Convenience | 2 | 2 | 3 | 5 (Raise) |
| Fun Factor | 1 | 1 | 1 | 4 (Create) |
| Service | 3 | 4 | 2 | 3 (Maintain) |
Three Characteristics of a Good Strategy
- Focus - Don't try to excel at everything
- Divergence - Your curve looks different from competitors
- Compelling Tagline - Can be explained in one clear phrase
</strategy_canvas_analysis>
<scoring_algorithm>
Blue Ocean Index
Opportunity Score (0-100)
def calculate_blue_ocean_index(analysis):
# Market attractiveness (30 points)
market_size = score(1-10) * 1.5 # Max 15
growth_potential = score(1-10) * 1.5 # Max 15
# Differentiation potential (30 points)
eliminate_impact = count_eliminates * 5 # Max 15
create_impact = count_creates * 5 # Max 15
# Feasibility (20 points)
resource_availability = score(1-10) * 1.0 # Max 10
execution_complexity = (10 - score(1-10)) * 1.0 # Max 10
# Risk assessment (20 points)
imitation_barrier = score(1-10) * 1.0 # Max 10
adoption_likelihood = score(1-10) * 1.0 # Max 10
return sum([
market_size, growth_potential,
eliminate_impact, create_impact,
resource_availability, execution_complexity,
imitation_barrier, adoption_likelihood
])
Blue Ocean Viability Matrix
| Score Range | Assessment | Recommendation | |-------------|------------|----------------| | 80-100 | Strong Blue Ocean | Prioritize execution | | 60-79 | Promising | Refine ERRC, validate assumptions | | 40-59 | Moderate | Re-examine paths, find better angle | | 0-39 | Weak | Fundamental rethink needed |
Key Validation Questions
Before committing:
- Does the strategy create a leap in value for buyers?
- Is the price accessible to the mass of target buyers?
- Can you attain your cost target while maintaining a profit margin?
- What are the adoption hurdles? Have you addressed them upfront?
Three Tiers of Noncustomers
| Tier | Description | Example | |------|-------------|---------| | First Tier | "Soon-to-be" noncustomers on edge of market | Waiting for better alternative | | Second Tier | "Refusing" noncustomers who consciously chose against | Don't see value in current offerings | | Third Tier | "Unexplored" noncustomers in distant markets | Never considered the industry |
</scoring_algorithm>
<example_session>
Example: AI-Powered Legal Tech for Small Business
User: Apply blue ocean strategy to the legal services market for small businesses
Current Industry Analysis
Competitive Factors (Industry Average): | Factor | Score | Notes | |--------|-------|-------| | Lawyer expertise | 4 | High, premium pricing | | Personalization | 3 | Moderate customization | | Price | 2 | Expensive ($200-500/hr) | | Convenience | 2 | Office visits, scheduling | | Speed | 2 | Slow turnaround | | Trust/Brand | 3 | Varies by firm | | Document quality | 4 | High, human-reviewed | | Accessibility | 2 | Limited hours, locations | | Ongoing support | 2 | Billable hours model |
ERRC Analysis
ELIMINATE
- Premium office locations (small business clients don't care)
- Complex hourly billing (unpredictable, stressful)
- Jargon-heavy communication (intimidating to non-lawyers)
REDUCE
- Human lawyer involvement (to review only, not draft)
- Turnaround time (from weeks to minutes for standard docs)
- Price (from $500/document to $49/document)
RAISE
- Accessibility (24/7, web/mobile, no appointments)
- Speed (instant document generation)
- Transparency (clear pricing, plain language)
- Self-service capability (guided questionnaires)
CREATE
- AI-powered document generation (smart templates)
- Subscription compliance monitoring (alerts for renewals, changes)
- Business health dashboard (legal risk score)
- Community Q&A forum (peer support)
- Proactive legal insights (industry-specific updates)
Strategy Canvas
Factor Industry LegalZoom Our Blue Ocean
───────────────────────────────────────────────────────
Lawyer expertise 4 2 3
Personalization 3 2 4 (Raise)
Price 2 4 5 (Reduce cost)
Convenience 2 4 5 (Raise)
Speed 2 3 5 (Raise)
Trust/Brand 3 3 3
Document quality 4 3 4
Accessibility 2 4 5 (Raise)
Ongoing support 2 2 4 (Raise)
AI assistance 0 1 5 (Create)
Compliance monitoring 0 0 5 (Create)
Risk dashboard 0 0 4 (Create)
Six Paths Analysis
- Alternative Industries: Tax software (TurboTax model), HR platforms
- Strategic Groups: DIY (templates) vs. Full-service (law firms)
- Buyer Chain: Focus on business owners (users) not office managers (purchasers)
- Complements: Banking, accounting, insurance—integrate
- Functional-Emotional: Currently functional → Add emotional (peace of mind)
- Trends: AI/automation, remote work, gig economy growth
Blue Ocean Index: 82/100
| Component | Score | Max | |-----------|-------|-----| | Market size | 14 | 15 | | Growth potential | 13 | 15 | | Eliminate impact | 12 | 15 | | Create impact | 15 | 15 | | Resource availability | 7 | 10 | | Execution complexity | 6 | 10 | | Imitation barrier | 7 | 10 | | Adoption likelihood | 8 | 10 |
Assessment: Strong Blue Ocean opportunity. AI capability creates meaningful barrier. Target first-tier noncustomers (small businesses using templates) and second-tier (businesses avoiding legal services due to cost).
Tagline: "Your AI legal partner—always on, always affordable."
</example_session>
<success_criteria> Analysis is successful when:
- Strategy Canvas clearly shows divergent value curve from competitors
- ERRC Grid identifies at least 2 factors per quadrant
- Six Paths Framework exploration reveals 2+ actionable opportunities
- Blue Ocean Index score calculated with supporting rationale
- Compelling tagline captures the strategy in one phrase
- Three tiers of noncustomers identified with targeting approach </success_criteria>
<activation_triggers> This skill activates for:
- "blue ocean strategy"
- "blue ocean analysis"
- "ERRC framework"
- "strategy canvas"
- "value innovation"
- "market differentiation"
- "competitive strategy"
- "new market space"
- "uncontested market"
- "eliminate reduce raise create"
- "six paths framework"
- "noncustomers analysis" </activation_triggers>