Quick reference
Memory aid
Stop competing (red ocean). Create new space (blue ocean). Eliminate-Reduce-Raise-Create.
TL;DR
Map industry competition on a Strategy Canvas, then use the Four Actions Framework to create a new value curve that simultaneously lowers cost and raises buyer value, attracting noncustomers to an uncontested market space.
What Is Blue Ocean Strategy?
Instead of fighting competitors for market share in a bloody 'red ocean,' Blue Ocean Strategy helps you create a brand-new market space where competition is irrelevant. You do this by offering a leap in value that attracts new customers.
The only way to beat the competition is to stop trying to beat the competition.
— W. Chan Kim & Renée Mauborgne
Blue Ocean Strategy challenges the fundamental tenet of strategy — that there is a trade-off between differentiation and low cost. Through value innovation, organizations simultaneously reduce costs (by eliminating and reducing factors the industry competes on) and increase buyer value (by raising and creating factors the industry has never offered). The Strategy Canvas visually captures the current competitive landscape and the new value curve. The Four Actions Framework (Eliminate-Reduce-Raise-Create) is the primary tool for reconstructing buyer value.
Strategy Canvas & Four Actions Framework
A Strategy Canvas plots the current value curves of competitors across key competitive factors, then overlays the new blue ocean value curve. Below it, a Four Actions Framework grid organizes factors into Eliminate, Reduce, Raise, and Create quadrants.
A Strategy Canvas plots the current value curves of competitors across key competitive factors, then overlays the new blue ocean value curve. Below it, a Four Actions Framework grid organizes factors into Eliminate, Reduce, Raise, and Create quadrants.
Origin & context
Published in their bestselling book 'Blue Ocean Strategy,' based on a decade of research studying 150 strategic moves spanning more than 100 years across 30 industries at INSEAD.
Core Components
Strategy Canvas
A visual tool that captures the current state of play across competitive factors.
Example
Cirque du Soleil's strategy canvas showed it eliminated animals and star performers (reducing cost) while raising artistic production value and creating a new theatrical experience.
Four Actions Framework
Four questions that break the trade-off between differentiation and low cost: Eliminate, Reduce, Raise, Create.
Example
Yellow Tail wine eliminated aging complexity, reduced wine range, raised easy drinking, and created fun/adventure in wine selection.
Value Innovation
The simultaneous pursuit of differentiation and low cost, creating a leap in value for both buyers and the company.
Example
Southwest Airlines eliminated meals and seat assignments (low cost) while creating frequent point-to-point departures (differentiation).
Three Tiers of Noncustomers
Looking beyond existing customers to people who refuse, unexplored, or are distant from the market.
Example
Nintendo Wii targeted non-gamers (parents, elderly) — a tier of noncustomers that Sony and Microsoft ignored.
The research behind Blue Ocean Strategy analyzed 108 company launches and found that blue ocean moves generated 38% of revenues but 61% of total profits.
When to Use Blue Ocean Strategy
Breaking out of commoditized markets
Problem it solves: When industry competition has driven down margins and differentiation is minimal.
Real-world application
Casella Wines created Yellow Tail to escape the commoditized wine industry by targeting beer and cocktail drinkers who found wine intimidating.
Creating new market categories
Problem it solves: When existing market boundaries limit growth potential.
Real-world application
Cirque du Soleil created a new entertainment category between circus and theater, attracting a completely different audience willing to pay 5-10x traditional circus prices.
Blue ocean strategies are eventually imitated. The goal is to create enough of a head start and build execution barriers that make imitation difficult and slow.
How to Apply Blue Ocean Strategy: Step by Step
Before you start
- →Deep understanding of current industry competitive factors
- →Customer and noncustomer research
- →Cross-functional team for value innovation workshops
Draw the Current Strategy Canvas
Map the competitive factors in your industry and plot how you and competitors perform on each.
Tips
- ✓Use customer language for competitive factors, not industry jargon
Common mistakes
- ✗Including too many factors — focus on the 5-12 that matter most
Apply the Four Actions Framework
For each factor, ask: Eliminate? Reduce? Raise? Create? This generates your new value curve.
Tips
- ✓Challenge every factor — nothing is sacred
Common mistakes
- ✗Only adding (raise/create) without eliminating and reducing — this increases cost
Explore the Three Tiers of Noncustomers
Understand why people refuse, avoid, or are distant from your market.
Tips
- ✓Interview noncustomers to understand their pain points with the current industry
Common mistakes
- ✗Focusing only on existing customers' stated preferences
Formulate the Blue Ocean Strategy
Create a new value curve that diverges from the industry, is focused, and has a compelling tagline.
Tips
- ✓A good blue ocean strategy can be summarized in one sentence
Common mistakes
- ✗Creating a value curve that is slightly different rather than dramatically divergent
Value & Outcomes
Primary benefit
Creates uncontested market space with new demand, making competition irrelevant.
Additional benefits
- ✓Breaks the value-cost trade-off through value innovation
- ✓Attracts noncustomers to expand the total market
- ✓Generates higher margins than red ocean competition
What you'll learn
- →How to identify and create uncontested market space
- →How to use the Four Actions Framework for value innovation
- →How to look beyond existing customers to unlock new demand
Typical outcomes
Best Practices
📋 Preparation
- •Map the current industry Strategy Canvas thoroughly
- •Research all three tiers of noncustomers
🚀 Execution
- •Be bold — small shifts don't create blue oceans
- •Ensure the new value curve passes the focus, divergence, and compelling tagline tests
🔄 Follow-Up
- •Monitor for imitation and continuously innovate
- •Build execution barriers (brand, scale, network effects)
💎 Pro Tips
- •The biggest blue oceans often come from reconstructing market boundaries, not from technology innovation
Cirque du Soleil eliminated costly elements of traditional circuses — animal acts, star performers, and multiple rings — while creating an entirely new entertainment experience blending theater, dance, and acrobatics. This allowed them to charge several times the price of a traditional circus ticket while dramatically reducing costs, creating an uncontested market space between circus and theater.
— Blue Ocean Strategy, Chapter 1
Limitations & Pitfalls
Blue oceans are eventually turned red by imitators
Mitigation: Build sustainable barriers and be prepared to create new blue oceans
Difficult to execute — requires challenging deeply held industry assumptions
Mitigation: Use the structured tools (Strategy Canvas, Four Actions) to guide the process
Blue Ocean Strategy through other lenses
Same concept, different angle — explore how Blue Ocean Strategy fits across Stratrix.
More Management Frameworks
Other frameworks in the Stratrix library.
Balanced Scorecard
A strategic management framework that translates an organization's vision and strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Processes, and Learning & Growth.
Strategy DevelopmentBusiness Model Canvas
A visual strategic management tool that describes, designs, challenges, and pivots a business model through nine interconnected building blocks covering value creation, delivery, and capture.
Strategy DevelopmentCore Competency Analysis
A framework for identifying an organization's unique bundle of skills and technologies that provide access to multiple markets, contribute significantly to customer value, and are difficult for competitors to imitate.
Strategy DevelopmentGE/McKinsey Matrix
A portfolio analysis framework that evaluates business units or products on two composite dimensions — Industry Attractiveness and Business Unit Strength — to guide investment, hold, and divestment decisions.
Strategy DevelopmentHoshin Kanri
A Japanese strategic planning methodology that aligns the entire organization around breakthrough objectives through a systematic process of setting strategic goals, cascading them through every level, and using PDCA cycles to ensure execution.
Strategy DevelopmentOKR (Objectives and Key Results)
A goal-setting framework that defines ambitious Objectives (what you want to achieve) paired with measurable Key Results (how you'll know you've achieved it), creating alignment and focus across the organization.
See Blue Ocean Strategy in the wild.
Follow Blue Ocean Strategy across the companies and lenses where it actually shaped the strategy — the decision, the rationale, and how it played out.