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Renée Mauborgne    

Co-Author of "Blue Ocean Strategy"; INSEAD Fellow of Strategy and International Management

Renée Mauborgne is ranked in the top five management gurus in the world, a title she has held for ten straight years, and is the highest-ranked woman ever on the Thinkers50 list of global thought leaders.

She is co-author of the New York Times and #1 Wall Street Journal bestseller, BLUE OCEAN SHIFT and the international bestseller BLUE OCEAN STRATEGY, which has sold over 3.6 million copies, is published in a record-breaking 46 languages and is recognized as one of the most iconic and impactful strategy books ever written.

She is the recipient of numerous prestigious awards such as the Nobels Colloquia Prize for Leadership on Business and Economic Thinking, the Carl S. Sloane Award for Excellence, the Leadership Hall of Fame by Fast Company, the Eldridge Haynes Prize awarded by the Academy of International Business and the World’s 50 Best Business School Professors by

Speech Topics

How to build businesses with fans, not just customers

How is it that some companies are able to innovate and create products and services that really break the mold? Much time and energy is spent on managing known businesses and me-too products, yet Renée Mauborgne and her colleague Chan Kim’s research shows that the small 14% of firms that Value Innovate capture 36% of revenues and 63% of profits in their markets. ‘Value Innovation’ is their term for the strategic moves they’ve identified that capture ‘blue ocean market space’—new, untapped market space free of competition. So what do great innovative brands like Southwest Airlines and Swatch have in common? What do they do differently and what can we learn from them?

In this presentation, Renée Mauborgne identifies 6 paths to Value Innovation and creating new market space:

Assess your product not only compared to your competitors but also compared to alternatives for your customer. Southwest airlines decided its competition was the car and not other airlines and developed its offer accordingly. Don’t just look at competition in your market segment but look at what other segments are offering. Formule 1 hotels offered 2 star cleanliness, quiet and comfort at 1 star prices, cutting out the other unnecessary frills. Every product has users, purchasers and influencers. Why not target a different category from your competitors ? Canon won copier market share from Xerox by focusing on the end user rather than corporate purchasing departments. Define your product and services differently from competition. Branson added ground transport to his air transport offer while Dyson went beyond vacuuming to remove the hassle of finding the right bag. Flip your industry from functional to emotional—or vice versa. Swatch took the watch industry from functional to fashion, while the Body shop took away the glitter, going back to simple basics. Integrate the time factor: how will current trends affect the industry and what does your business need to do differently in the future? Everyone in the room agreed that eliminating ironing had to be a big idea with the current irreversible trend to working families!

Once you have come up with new business ideas, how can you judge which may be the winner? First, you have to be able to sell it in three minutes! Second, the customer must have a compelling reason to buy it, and be able to afford the price you set. Third, can you execute it and make money from it?

Renée then explains why fair process is important in ensuring that everyone in the organization supports innovative new ideas, since resistance to change comes mostly from within. She outlines a process for ensuring acceptance and rapid execution of new initiatives by instituting fair process in cross-functional teams.


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