330ml of Blue Ocean Leadership: Coca-Cola and PepsiCo Case (Part 2)

During Nooyi’s tenure, PepsiCo’s total revenue annual growth rate has been 6.7% while net income growth rate showed minimal changes. However, apparently poor financial results can be explained considering the strong shift to healthier products perpetuated by Nooyi. Nowadays, only 25% of PepsiCo’s revenues derive from soda drinks and healthy products can represent the basis for a sustainable growth in the future. Moreover, Nooyi focused on her people, aligning them through a new vision. She realised relevant acquisitions and boosted on design.
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330ml of Blue Ocean Leadership: Coca-Cola and PepsiCo Case (Part 1)

In this new series of case study, we will enlighten you with a comparison between the two giants of soft drinks, The Coca-Cola Company and PepsiCo. Their respective CEOs, Muhtar Kent and Indra Nooyi, will be X-rayed through the BOL tools within an innovative action based approach that focuses on their acts and activities.
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Riding The Wave Of Blue Ocean Strategy: The Rixi Case (Part 3)

In this article, we will explore how Rixi uses Blue Ocean Strategy’s 6-Path Framework to look across strategic groups, complementary products and services and across time to explore as well as gain insights on best practices. The insights from the customer pain points as seen in the Buyer Utility Map, the Non-customer Analysis and the current offering from the As Is Strategy Canvas, will then be analysed through the Four Actions Framework to develop the strategic options and draw the ‘To Be Strategy Canvas’.
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Riding The Wave Of Blue Ocean Strategy: The Rixi Case (Part 2)

In this article, we will explore the customer pain points through the Buyer Utility Map, a powerful Blue Ocean Strategy tool that documents the process a customer goes through in using a product or experiencing a service and is mapped against the six utility levers that a company can pull to deliver exceptional utility. Another tool used is the Non-customer Analysis that gives an insight to the 3 tiers of non-customers of the taxi/rickshaw industry and the commonalities that run across all the tiers.
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Riding The Wave Of Blue Ocean Strategy: The Rixi Case (Part 1)

Today’s dynamic and unpredictable environment dictates that a breakthrough strategy is needed not merely to survive, but to thrive in the face of uncertain market conditions. This breakthrough strategy has to be innovative to offer a unique value proposition to the market. Blue Ocean Strategy offers this by a simple principle: the simultaneous pursuit of differentiation and low cost. This is achieved through specific Blue Ocean Strategy (BOS) tools and framework that would guide a business in visualizing its current position in the market, exploring beyond its current market and offering before converging to create something that truly fulfils what the customer wants.
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