Blue Ocean Strategy of ABN-AMRO Holding N V and Smit Transformatoren N V C

Introduction

The blue ocean strategy refers to a situation or a market where there is no irrelevant competition, or where there is negligible competition. The blue ocean strategy of ABN-AMRO Holding N V and Smit Transformatoren N V C is focused on searching for new markets and business avenues which operate with minimal pricing pressures. The blue ocean strategy can be applied across different sectors and industries, and the businesses that exist within them. ABN-AMRO Holding N V and Smit Transformatoren N V C blue ocean strategy is pivoted on entering new market spaces, or developing them as well as on innovation focused internally or externally that helps reinvent the industry to ensure no irrelevant competition (Kim & Mauborgne, 2014).

Moving away from saturated markets

The ABN-AMRO Holding N V and Smit Transformatoren N V C continues to operate in saturated market spaces, and is restricted in growth and expansion. The ABN-AMRO Holding N V and Smit Transformatoren N V C’s businesses often face hurdles in the way of development and are also faced with increasingly intense pricing pressures- and are thus said to operate in a red ocean. A red ocean is marked with cut-throat competition and pricing wars that compromise the profits for all players. Pressures in saturated markets along with narrow growth spaces had forced the ABN-AMRO Holding N V and Smit Transformatoren N V C to search for new avenues – vertically or horizontally – to be able to enjoy higher market shares, and swim in blue oceans (Kim & Mauborgne, 2014).

Blue ocean strategy and differentiation

New industry boundaries

As companies and organizations move towards blue oceans, they redraw and redesign industry boundaries. This is possible through innovation and creativity. The ABN-AMRO Holding N V and Smit Transformatoren N V C also explores new platforms and channels, as well as means of doing business and is thus able to expand existing industry boundaries. The ABN-AMRO Holding N V and Smit Transformatoren N V C has also been able to show the potential of developing new industries through its innovations – by identifying new spaces and making the competition irrelevant (Agnihotri, 2016).

Differentiation

The ABN-AMRO Holding N V and Smit Transformatoren N V C has focused on differentiation under the blue ocean strategy. The ABN-AMRO Holding N V and Smit Transformatoren N V C’s efforts towards differentiation are focused on creating unique value for the customers in its product and service offerings (Agnihotri, 2016; Blue Ocean Strategy, 2022).

Cost efficiencies and low cost

Under blue oceans, the ABN-AMRO Holding N V and Smit Transformatoren N V C also focuses on maintaining affordability for the value additions and differentiated products and services that it offers. The ABN-AMRO Holding N V and Smit Transformatoren N V C commonly continuously reevaluates and reassesses its own processes and systems to maintain high-cost efficiencies (Freedman, 2022).

Value innovation – value addition and low-cost maintenance

In doing so, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to explore blue oceans through value additions as well as affordability for consumers. The ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to successfully identify what consumer’s value and include it in its offerings and value propositions. At the same time, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to provide the value differentiation at affordable costs. In this manner, the ABN-AMRO Holding N V and Smit Transformatoren N V C enjoys high levels of value innovation (Kim, 2002; Kim & Mauborgne, 2014).

Understanding red oceans

Under red oceans, where the ABN-AMRO Holding N V and Smit Transformatoren N V C previously operated, all layers had accepted the predefined structures and boundaries of the industry, and had continued to operate as well as compete within these (The Economic Times, 2022).

Cut throat competition

To be able to remain profitable and successful, players, including the ABN-AMRO Holding N V and Smit Transformatoren N V C within red oceans, focused efforts on developing and maintaining competitive advantages over one another, and other players. This advantage was largely cost-based, as in the case of the ABN-AMRO Holding N V and Smit Transformatoren N V C. In this way, wealth was only redistributed at the expense of other players, and the ABN-AMRO Holding N V and Smit Transformatoren N V C failed to create any new wealth in the red oceans (Kim & Mauborgne, 2005).

Understanding blue oceans

Under the blue ocean strategy, the ABN-AMRO Holding N V and Smit Transformatoren N V C operates in an industry and market space that is not marked with set boundaries or structures. These blue ocean structures have been recreated by the ABN-AMRO Holding N V and Smit Transformatoren N V C at large, as well as by other players. Other players have also contributed to the restructuring of the industry through innovation (Kim & Mauborgne, 2014).

Restructuring industrial boundaries under the blue ocean strategy

Under the blue ocean strategy, the ABN-AMRO Holding N V and Smit Transformatoren N V C is not restricted by predefined rules, barriers, and principles. Instead, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to shift its strategic direction and attention from focusing on supply towards working on developing and creating demand (Blue Ocean Strategy, 2022). The ABN-AMRO Holding N V and Smit Transformatoren N V C, in this manner, is focused on the building of value innovation in its offerings, along with ensuring efforts towards building and maintaining differentiation and cost-effectiveness. In this way, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to immaterialize the competition (Kim & Mauborgne, 2017).

Strategic directions for blue oceans

The ABN-AMRO Holding N V and Smit Transformatoren N V C has four different strategic directions, which it can choose from four continuing to pursue its blue ocean strategy. All of these strategic directions will strengthen the company’s current business position and will supports its strategy of value addition and cost efficiencies, as well as differentiation – allowing it to develop strong and sustainable market positions. These directions are

Raise

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should assess and evaluate the current industry standards and practices.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should identify loopholes, and areas which can be improved, expanded upon, or developed a new within the industry.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should identify different drivers and factors within the industry boundaries.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should identify through research and observation the different factors that could raise above the existing industry standards (Kim, 2002; Kim & Mauborgne, 2017).

Eliminate

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should assess and observe current industry standards.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C should observe players’ practices within the industry, and relate the same with the industry standards.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C can identify the standards which are not needed, which are obsolete, and which may slow down operations and processes.

• These standards can be eliminated in own operations by the ABN-AMRO Holding N V and Smit Transformatoren N V C (Kim & Mauborgne, 2014; Freedman, 2022).

Reduce

• The ABN-AMRO Holding N V and Smit Transformatoren N V C can also assess an observe industry standards for identifying factors that are not needed, or needed partially.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C can work on reducing these standards to enhance operational performance and maximum utilization of resources as well as value addition (The Economic Times, 2022; Kim & Mauborgne, 2014).

Created

• The ABN-AMRO Holding N V and Smit Transformatoren N V C can also expand current industry boundaries and standards.

• This expansion will be possible by the ABN-AMRO Holding N V and Smit Transformatoren N V C through expanding and creating new standards.

• The new standards can be created by the ABN-AMRO Holding N V and Smit Transformatoren N V C through observing industry processes and operations, and identifying potential loopholes.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C can introduce new processes and standards to redesign industry boundaries (Agnihotri, 2016; Kim & Mauborgne, 2005).

Blue ocean strategy: organizational competencies

The ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to successfully implement the blue ocean strategy because of three important organizational elements (Freedman, 2022). These organizational elements have allowed the ABN-AMRO Holding N V and Smit Transformatoren N V C to explore blue oceans, experiment successfully with innovation, and add value to its product offerings. These elements include the following:

Mindset

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a progressive mindset that is rooted in this participative and visionary leadership (Bratton, 2020).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a positive and can-do attitude and mindset.

• This mindset has allowed the ABN-AMRO Holding N V and Smit Transformatoren N V C to achieve success through high focus and efforts (Wilson, 2018).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has high motivation levels of employees – which enhances the optimal performance of the organization and has allowed it to explore Blue Ocean through creativity (Kim & Mauborgne, 2017; Kim & Mauborgne, 2005; Wilson, 2018).

Tools

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has access to multiple resources that has allowed it to take advantage of the blue ocean strategy (Mebert & Lowe, 2017).

• These resources ABN-AMRO Holding N V and Smit Transformatoren N V C capabilities are internal as well as external for the ABN-AMRO Holding N V and Smit Transformatoren N V C.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has also invested resources and trainings for developing internal capabilities and capacities for ensuring upgraded skills and increased value addition (Buchanan & Huczynski, 2019; Chernev, 2018).

Culture

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a learning culture, and encourages all employees to ask questions and carry out healthy discussions (Anthony, 2021; Schein, 2010).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a culture that is focused on research and development, which in turn leads to new innovations and solutions for existing demands and challenges (Wunder, 2019).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has an inclusive and diverse culture, which leads to increased synergies that allow the development and implementation of blue ocean strategies easily (Wilson, 2018).

Using the blue ocean strategy effectively: steps for successful implementation

The ABN-AMRO Holding N V and Smit Transformatoren N V C has developed the blue ocean strategy following systematic and organized processes and steps (Kim & Mauborgne, 2017). The steps that the ABN-AMRO Holding N V and Smit Transformatoren N V C undertook for developing the blue ocean strategy include:

Step1

The ABN-AMRO Holding N V and Smit Transformatoren N V C conducted thorough market and industry research to identify the right place to work towards developing a core team (Kim & Mauborgne, 2014; Freedman, 2022). This core team was responsible for driving ABN-AMRO Holding N V and Smit Transformatoren N V C forward strategically towards new value additions and differentiations (Blue Ocean Strategy, 2022; Kim & Mauborgne, 2017 b).

Step2

The ABN-AMRO Holding N V and Smit Transformatoren N V C continued to conduct deep market analysis as well as studied and assessed the competition closely. This was needed by the ABN-AMRO Holding N V and Smit Transformatoren N V C to identify potential opportunities, and demand gaps in the existing industry as well as potential structural changes in the existing industrial boundaries (Blue Ocean Strategy, 2022).

Step3

The ABN-AMRO Holding N V and Smit Transformatoren N V C’s assessment of the macro environment, and the market spaces allowed it to also identify the challenges and issues hidden in the current industry structure and design (Machado, 2019; Kim & Mauborgne, 2017 b). These issues and problems have restricted the industry size, and led to restrictive growth for the ABN-AMRO Holding N V and Smit Transformatoren N V C. The ABN-AMRO Holding N V and Smit Transformatoren N V C was also blue to identify new non-customers in this assessment- which could be turned into future consumers (Blue Ocean Strategy, 2022).

Step4

The ABN-AMRO Holding N V and Smit Transformatoren N V C worked to redesign and reconstruct the industry boundaries and structures in a systematic manner. This was done through identifying new opportunities, as well as through exploring new innovations and valuations in existing offerings (Blue Ocean Strategy, 2022).

Step5

The ABN-AMRO Holding N V and Smit Transformatoren N V C finally elected the right blue ocean move, i.e. conducted various pilot testing’s and market testing for its new offerings before finalizing and launching them in the market to attract new consumers, and explore new markets (Blue Ocean Strategy, 2022).

Tackling challenges on the way to Blue Ocean

Restructuring and reorganizing the boundaries and structures of the industries is not that simple (Anthony, 2021; Kim & Mauborgne, 2017 b). Managers and practitioners of the ABN-AMRO Holding N V and Smit Transformatoren N V C seek to renew the value of their offerings within the organization – mostly using new technologies and advances networks to not only create value propositions, but also transform existing ones (Kim & Mauborgne, 2005; Kim, 2002). However, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to overcome resistance towards change and innovation within the organization, as well as in the external environments, because of:

Organizational culture

The culture within the ABN-AMRO Holding N V and Smit Transformatoren N V C supports exploration and innovation. This culture is important for supporting the development and implementation of new ideas that boost the value propositions of the ABN-AMRO Holding N V and Smit Transformatoren N V C (Chernev, 2018; Bratton, 2020; Martinez, Beaulieu, & Gibbons, 2015).

Business design

The ABN-AMRO Holding N V and Smit Transformatoren N V C also continually practices business design (Freedman, 2022). The ABN-AMRO Holding N V and Smit Transformatoren N V C ensures that it’s leading from the font. This means that the ABN-AMRO Holding N V and Smit Transformatoren N V C ensures that its teams are empowered, and confident in tackling ambiguous and difficult challenges and issues. This allows the ABN-AMRO Holding N V and Smit Transformatoren N V C to identify new opportunities and innovate (Wunder, 2019).

Strong and visionary leadership

The ABN-AMRO Holding N V and Smit Transformatoren N V C has a forward-thinking, progressive, charismatic leadership. This leadership ensures that the ABN-AMRO Holding N V and Smit Transformatoren N V C continually engages in disruptive processes and innovations – which in turn allow the company to explore and implement the blue ocean strategy. The leadership is supportive of, and facilitates the change processes within the company (Machado, 2019).

Communication

The ABN-AMRO Holding N V and Smit Transformatoren N V C ensures that all communication within the organization is transparent and quick (Chernev, 2018; Buchanan & Huczynski, 2019). The leadership and management levels have frequent meetings within the company along managerial levels (Wilson, 2018; Wunder, 2019). This allows employees to feel on board of the happenings, and be part of a change from the beginning – understanding its need and facilitating its implementation. This is critical for ensuring successful innovation and adoption of the blue ocean strategy (Anthony, 2021; Chernev, 2018; Kim, 2002).

Value innovation in blue ocean strategy

Value innovation within the blue ocean strategy focuses on value as well as innovation (Blue Ocean Strategy, 2022; Kim & Mauborgne, 2017). This means that the ABN-AMRO Holding N V and Smit Transformatoren N V C seeks to innovate and create value at the same time as a means of differentiation within the marketplace to be able to implement the blue ocean strategy (Kim & Mauborgne, 2014). The ABN-AMRO Holding N V and Smit Transformatoren N V C does not only engage in value creation – which focuses on scaling the existing value only instead of creating a new one (Blue Ocean Strategy, 2022; Agnihotri, 2016; Kim & Mauborgne, 2014).

Technology innovation

The ABN-AMRO Holding N V and Smit Transformatoren N V C engages in value innovation through technology innovation. The ABN-AMRO Holding N V and Smit Transformatoren N V C ensures that it uses advanced and progressive technology to address various consumer demands and problems as well as needs in innovative ways and manners (Kim & Mauborgne, 2005). However, the ABN-AMRO Holding N V and Smit Transformatoren N V C ensures that it focuses on value innovation rather than technology innovation in its value propositions so that new value through technology is created for consumers (Kim, 2002; Wilson, 2018).

Low cost

The ABN-AMRO Holding N V and Smit Transformatoren N V C also ensures affordability with value innovation. The value innovation allows the ABN-AMRO Holding N V and Smit Transformatoren N V C to operate at low costs, and maintain cost efficiencies (Chernev, 2018). As a result, the ABN-AMRO Holding N V and Smit Transformatoren N V C maintains low costs and high value for consumers – allowing it to tap into new consumer groups as well. As a result, the ABN-AMRO Holding N V and Smit Transformatoren N V C is able to enjoy a high growth rate as well as increased sales and profits (Kim & Mauborgne, 2014).

The strategies and strategic directions for designing and implementing the blue ocean strategy have been overseen through some guiding and fundamental principles by the ABN-AMRO Holding N V and Smit Transformatoren N V C. These include”

Formulation principles

Redesigning the industry

• The ABN-AMRO Holding N V and Smit Transformatoren N V C sought to reconstruct, redesign and rebuild the market boundaries and standards.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C was bold enough to redefine the industry space and the market space in which it operated (Mebert & Lowe, 2017).

Long term focus

• The ABN-AMRO Holding N V and Smit Transformatoren N V C focused on long-term success and sustainability, instead of short-term gains and numbers.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C was visionary, and aw beyond the existent customer demand and needs (Freedman, 2022).

Demand creation

• The ABN-AMRO Holding N V and Smit Transformatoren N V C creates demand for the new value-added offerings it manufactured and proposed in the blue oceans (Kim, 2002).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C tapped into new customer groups and target audiences (Kim & Mauborgne, Red Ocean Traps (Harvard Business Review Classics), 2017 b).

Execution principles

Overcoming organizational challenges

Organizational culture

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a result organizational culture (Martinez, Beaulieu, & Gibbons, 2015; Schein, 2010).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C invests in research and development.

• The ABN-AMRO Holding N V and Smit Transformatoren N V C is quick to adapt to change and has a disciplined change management team to oversee change processes (Chernev, 2018; Kim & Mauborgne, 2014).

Environmental assessment

• The ABN-AMRO Holding N V and Smit Transformatoren N V C continually assesses its internal and external environments and creates contingency plans (Chernev, 2018; Machado, 2019).

• The ABN-AMRO Holding N V and Smit Transformatoren N V C engages in pre-strategic planning to help strengthen its strategic focus and direction (Wilson, 2018; Kim & Mauborgne, 2017 b).

Leadership

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has a visionary leadership (Bratton, 2020).

• The leadership at the ABN-AMRO Holding N V and Smit Transformatoren N V C has a participative approach which encourages employee motivation and their organizational commitment.

• The leadership ensures optimal organizational performance at the ABN-AMRO Holding N V and Smit Transformatoren N V C (Freedman, 2022; Kim & Mauborgne, 2005).

Developing execution strategy

• The ABN-AMRO Holding N V and Smit Transformatoren N V C has developed a sequential strategic direction for execution.

• The execution of the blue ocean strategy is based on market research (Anthony, 2021).

• The execution of the blue ocean strategy has been carefully planned to ensure that it’s timely.

• The execution involves all parts and members of the ABN-AMRO Holding N V and Smit Transformatoren N V C (The Economic Times, 2022; Kim, 2002).

Blue ocean strategic Tools

The ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to use multiple operational and strategic tools.

Shift in organizational mindset

These tools kits have been important for the ABN-AMRO Holding N V and Smit Transformatoren N V C in helping it develop the right mindset needed for aligning processes and systems towards the blue ocean strategic direction (Kim & Mauborgne, 2017 b). The tools have been a powerful source for the ABN-AMRO Holding N V and Smit Transformatoren N V C in facilitating it towards aligning its resources, and identifying potential blue oceans (Kim, 2002). The ABN-AMRO Holding N V and Smit Transformatoren N V C has been diligent in ensuring that its teams and organizational members are familiar with the blue can strategies and tools so that the shift in their mindset is facilitated and strengthened (Wunder, 2019).

Cultural driver

Moreover, the tools also ensure increased alignment of the ABN-AMRO Holding N V and Smit Transformatoren N V C’s culture with the strategy. This, in turn, has allowed the ABN-AMRO Holding N V and Smit Transformatoren N V C to realize the increased number of opportunities, and embed creativity in its internal processes and systems (Kim, 2002; Buchanan & Huczynski, 2019).

These tools include, for example:

• Value innovation

• Six path framework

• Strategy canvas

• Four action framework

• Tipping point leadership

• ERRC Grid

• Pioneer settler migrator map

• Buyer utility map

• 3 tiers of non-customers

• Fair processes

• Visualizing strategy (The Economic Times, 2022)

Conclusion

With the use of the blue ocean strategy, the ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to redesign the industrial boundaries and standards using multiple techniques and tools that have been identified and discussed briefly in this paper.

The blue ocean strategy has been an important strategic element for the ABN-AMRO Holding N V and Smit Transformatoren N V C. The ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to explore new markets and tap into new customer groups through using the blue ocean strategy. This has been possible for the ABN-AMRO Holding N V and Smit Transformatoren N V C through continuous investment in research and development as well as through its organizational cultural, which is focused on innovation and creativity. The ABN-AMRO Holding N V and Smit Transformatoren N V C has been able to make use of innovative processes and progressive technology to create value innovation. At the same time, the ABN-AMRO Holding N V and Smit Transformatoren N V C has moved out of red oceans and no longer competes over pricing strategies. This has also allowed ABN-AMRO Holding N V and Smit Transformatoren N V C to build a cost advantage, and maintain affordability in its offerings for customers.

References

Agnihotri, A. (2016). Extending boundaries of blue ocean strategy. Journal of Strategic Marketing, 24 (6), 519-528.

Anthony, H. (2021). Understanding strategic management. New York: Oxford University Press.

Blue Ocean Strategy. (2022). WHAT IS BLUE OCEAN STRATEGY? Retrieved 2022, from Blue Ocean Strategy: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/

Bratton, J. (2020). Organizational leadership. Newcastle upon Tyne: Sage.

Buchanan, D., & Huczynski, A. (2019). Organizational behaviour. London: Pearson UK.

Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg: Cerebellum Press.

Freedman, M. (2022). Blue Ocean Strategy: Creating Your Own Market . Retrieved 2022, from https://www.businessnewsdaily.com/5647-blue-ocean-strategy.html

Kim, W. (2002). Blue ocean strategy: from theory to practice. California management review, 47 (3), 105-121.

Kim, W., & Mauborgne, R. (2005). Value innovation: a leap into the blue ocean. Journal of business strategy .

Kim, W., & Mauborgne, R. (2014). Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Boston, Massachusetts: Harvard business review Press.

Kim, W., & Mauborgne, R. (2017 b). Red Ocean Traps (Harvard Business Review Classics). Boston, Massachusetts: Harvard Business Review Press.

Kim, W., & Mauborgne, R. (2017). Blue ocean leadership (Harvard business review classics). Boston, Massachusetts, United States: Harvard Business Review Press.

Machado, C. (2019). Organizational Behaviour and Human Resource Management. Berlin: Springer.

Martinez, E., Beaulieu, N., & Gibbons, R. (2015). Organizational culture and performance. American economic review, 105 (5), 331-35.

Mebert, A., & Lowe, S. (2017). Blue Ocean Strategy. Literary Criticism.

Schein, E. (2010). Organizational culture and leadership. Hoboken, New Jersey: John Wiley & Sons.

The Economic Times. (2022). What is 'Blue Ocean Strategy' . Retrieved 2022, from https://economictimes.indiatimes.com/definition/blue-ocean-strategy

Wilson, F. (2018). Organizational behaviour and work: a critical introduction. New York: Oxford university press.

Wunder, T. (2019). Rethinking strategic management: Sustainable strategizing for positive impact. Berlin: Springer Nature.