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Renee Mauborgne    

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

Renee Mauborgne is one of the world's preeminent experts on business strategy, innovation and wealth creation in the knowledge economy. Renee is a very impressive presenter engaging and intelligent, energetic and substantive. Widely published in prestigious business journals and news magazines, she was selected along with her colleague W. Chan Kim as No. 2 for both the 2011 and 2013 Thinkers 50 list, the global ranking of business thinkers. They were also named the No. 1 gurus of the future by L'Expansion, France's leading business magazine. She is the author, with Chan Kim, of "Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant." Blue Ocean Strategy is an international bestseller and has been translated into 29 languages, breaking Harvard Business School Press's record for foreign licenses. Ren Mauborgne is the INSEAD Distinguished Fellow and a professor of Strategy and Management at INSEAD and a Fellow of the World Economic Forum

In Blue Ocean Strategy, Ren Mauborgne and co-author W. Chan Kim argue that lasting success comes not from battling competitors, but from creating "blue oceans" of new untapped market spaces ripe for growth. In a blue ocean, pricing power replaces pricing pressure, margins are high rather than low, and the market leader swims in the clear blue, far from the bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, Blue Ocean Strategy presents a systematic approach to "value innovation," the principles and tools for identifying the strategic moves that will create and capture your blue ocean.

Professor Mauborgne is the author of five worldwide best-selling Harvard Business Review articles. Her Harvard Business Review articles have sold over 500,000 reprints and her "Fair Process" and "Value Innovation" articles were selected as the best classic articles ever published by HBR. Professor Mauborgne has also published numerous articles on strategy and managing the multinational corporation in the world's most prestigious business journals and news magazines.

She co-founded the Value Innovation Network, a global community of practice on the Value Innovation family of concepts that she and Kim created. She is also a board member of the Value Innovation Action Tank (VIAT) in Singapore, which has 15 Singapore government ministries and agencies as founding partners.

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.

News


How to Change Your Organization's Culture - Management - WSJ.com

In their book “Blue Ocean Strategy,” W. Chan Kim and Renee Mauborgne cite four hurdles that face a manager trying to institute broad change in an ...

How The SEC Became The Most Successful Organization In ...

According the management scientists W. Chan Kim and Renee Mauborgne, the concept of tipping points, “hinges on the insight that in any organization, once ...

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