20 20 Cricket Blue Ocean Strategy
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20-20 cricket is a Blue Ocean for Cricket Control Boards.
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20 20 Cricket Blue Ocean Strategy
- 1. 20- 20 Cricket Blue Ocean CRICK-ENT
- 2. 20- 20 Blue Ocean Creates new demand- watching cricket with a family Create and capture new demand 20-20 cricket is a fast pace game innovation which caters to total market segment rather than just cricket lover Create uncontested market space Provides differentiation value at low cost Break value and cost trade-off Caters to consumers emotional appeal by introducing performance of cheer leaders and movie stars Look across functional or emotional appeal to buyers Provides complementary services of entertainment along with cricket Look across complementary product and service offerings Test Cricket and One Day are both longer version of game as compare to 20-20 Make the competition irrelevant Created altogether new industry ”CRICK-ENT” by combining both cricket & entertainment Look across alternative industries 20-20 Cricket Blue ocean strategy
- 4. Low High Time spend Money Spend Pace of the Game Excitement Entertainment Family Involve Certainty of Result Test and One Day Cricket Value curve 20-20 Cricket value curve Strategy canvas / value curve
- 9. 20- 20 Cricket Thank You Deepak Agrawal [email_address] http://in.linkedin.com/in/deepakagrawal2009
Notas do Editor
- Strategic group like luxury automobiles, economy cars, and family vihicles.
- The horizontal axis captures the range of factors the industry competes on and invests in. In this case U.S. Transit Bus service competes on 5 principles. That is the underlying structure of the U.S. Transit Bus service from market perspective. Now turn to the vertical axis of the canvass which captures the offering level that the buyer receive across all these key competing factors. A high scores means the company offers buyers more, and hence invests more, in that factor. In the case of price , a higher score indicates a higher price.
- Typically, to grow their share of a market, companies strive to retain and expand existing customers. This strategy often risk creating too-small target markets. In order to create Blue Ocean Strategy companies should look at non-customer and focus on their key commonalities-not differences; and de-segmentation before pursuing finer segmentation. There are 3-tier of non-customer- 1st-tier of non-customer-This kind of customer sits on the edge of the market. They are buyers who minimally purchase an industry's offering out of necessity but are mentally non-customers of the industry. 2nd-tier of non-customer- This kind of non-customer is people who refuse to use your industry's offering. These are buyers who have seen your industry's offerings as an option to fulfill their needs but have voted against them. 3rd-tier of non-customer- This kind of non-customer is farthest from your market. They are non-customers who have never thought of your market's offerings as an option. By focusing on key commonalities across these non-customers and existing customers, companies can understand how to pull them in their new market.