Results & Case Studies2018-10-12T06:59:45+00:00

Companies creating new market spaces

Blue Ocean Strategy is a codified and repeatable process based on the successful approaches pioneered by organisations such as Cirque du Soliel, Ford, Lego, Nintendo, Apple and many more including our own Australian Yellow Tail Wines, Australian Unity, Dingo Software, Smartpen Australia, Smile.com, Nexba and more. Join the program and you will see how Blue Ocean Strategy can work for you right now!

Case Study

Versus

A driven and ambitious young entrepreneur who lost her uncle to cancer because he was diagnosed too late to be treated effectively, decided to create a health technology firm. Elizabeth Holmes’ mission was to make health information available to those who need it most, when they can use it most.

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Her idea of doing lab work from a pin prick instead of a blood draw from a vein was meant to help people who are squeamish about needles and allow for easier access to health data.

Elizabeth Holmes’s Blue Ocean venture revolves around revolutionizing lab testing and specifically blood diagnostic testing. Elizabeth says that her vision is about doing good and it’s about being able to change the health care system using innovation and creativity by leveraging technology with the intent of improving lives.

Some of Our Clients’ Results

MAXIMISING OPPORTUNITIES AND GENERATING STRATEGIC GROWTH

A 250% increase in local and global sales and breakthrough strategic thinking process embedded into the company’s leadership, Michael Yacoub assisted Dominic Versace Wines (DVW) with their strategic moves and the strategic brand positioning to make the company investor attractive. This allowed DVW to capitalise on the enormous opportunities and expand its product range and distribution within Australia and in the international export markets.

The Dominic Versace family has been associated with vineyards and traditional wine-making for centuries however the board of directors realised earlier on that the only path to strategic growth is through proper avenues of value innovation by driving costs down while simultaneously driving value up. Michael’s blue ocean strategy framework provided the organisation the analytical tools with strategy formulation, execution and systematically generated innovative strategic growth.

RECONSTRUCTING MARKET BOUNDARIES

Australia’s First Sparkling Protein Drink

The founders of Xrcise Fuel (XF) came to Advantex360 with an idea and walked away five moths later with a fully-fledged business, great brand and profitable business model. The CEO of Advantex360, Michael Yacoub, worked tirelessly with the company directors to create XF as a blue ocean move complete with strategic direction, strategic online solution, branding and an effective profit model.

Michael’s input in the creation of XF was not limited to the strategic planning stage but was extended to the strategy execution and process implementation. These efforts resulted in setting out the business’ operational structure, a fully operational factory and a set of effective procedures and manuals including HR, CRM, sales, marketing, financial reporting, website,Qld innovation grant, and online strategy.

The CEO of XF Jim Livingstone says; ”Michael’s commitment to our intense coaching and strategic planning program has been amazing. His mentoring, guidance and creativity he provided has been a corner stone of the foundations of our business”

The challenge from the outset was; how to craft a functional drink in a highly competitive market place, create new demand, deliver value and low cost simultaneously whilst making the competition irrelevant. Michael & the XF team applied blue ocean strategy tools and frameworks over several workshops; looked across industries, looked across strategic groups, explored various value propositions and produced innovative nutri -infused sparkling protein drink formula to fill a gap in the existing ready to drink product market. The main aim was to create a new progressive company with a unique strategic profile producing innovative products and thus Australia’s first sparkling protein drink with vitamins, minerals, amino acids and complex carbs is now being produced in Queensland by Xrcise Fuel Pty Ltd.

BLUE OCEAN LEADERSHIP

An executive leader with massive potential had landed a new and demanding top job at the corporate head office of an international company located in Australia. Her first point of call was Michael Yacoub the CEO and Founder of Advantex360; her objective was to become an effective strategic leader , create breakthrough strategies and generate innovative strategic moves for the organisation.

Michael Yacoub mapped out the front-line leadership canvas encompassing desired outcomes based on blue ocean strategy methodology and outlined the current realities of focus, divergence and value system.

Both the Leadership Canvas and the current reality blueprint gave Renee Drew a concrete, visual framework and revealed the required transformation steps needed to achieve an upworldly mobile blue ocean leader. The objective was not centered on altering who she is but rather on how to achieve effortless transformation in minimum time.

The Blue Ocean Leadership Program rapidly brought about a sharp transformational change in Renee’s leadership strength. Renee says “I feel as if I had broken free from a little pond to an ocean of possibilities and success”.

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Casella Wines

Yellow Tail is the fastest-growing foreign wine label in U.S. history. In less than three years, it became the No. 1 imported wine in the U.S., selling more than 11.2 million cases in 2004.

Casella Wines began its meteoric rise by taking a different perspective on the wine market. It looked across the alternatives to wine: Beer, spirits and ready-to-drink cocktails, which capture more than three times as much in consumer sales as wine. Casella also discovered that most Americans actually found wine a turnoff. Wine was intimidating and pretentious, a highly acquired taste. While the wine industry long competed on how to make a sophisticated wine for special occasions, Casella redefined the market and made wine an everyday enjoyable experience.

Gone were the intimidating labels, the discussions on tannins and oak. Endless choice was clipped to two varieties, one red and one white. The labels were simple and colourful, the taste sweet and fruity. With no promotional campaign, Yellow Tail rendered its competition irrelevant. It didn’t simply steal market share; it grew the market, bringing in 6 million new wine drinkers. Novice wine drinkers began to drink more wine, jug-wine drinkers moved up market and expensive-wine drinkers moved down to Yellow Tail.

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Cirque Du Soleil

A onetime accordion player, stilt-walker and fire-eater, Guy Laliberte is now CEO of one of Canada’s largest cultural exports, Cirque du Soleil. Created in 1984 by a group of street performers, Cirque’s productions have been seen by almost 40 million people in 90 cities around the world. In less than 20 years Cirque du Soleil has achieved a revenue level that took Ringling Brothers and Barnum & Bailey’s Circus – the global champion of the circus industry – more than one hundred years to attain.

Despite a long-term decline in the circus industry, Cirque du Soleil profitably increased revenue twenty-two-fold over the last 10 years by reinventing the circus. Cirque differentiated itself from the traditional circus in all business aspects. The company created a niche market of live entertainment within the entertainment industry. Rather than providing a product for which demand already existed, it used innovation and creativity to create a demand for live entertainment.

The founders eliminated the three rings, presented the entertainment within a more sophisticated theatrical narrative, and got rid of the animals. By combining the most valued elements of the theater and the circus, and eliminating the negatives of both, the founders of Cirque Du Soleil were able to create a superior alternative; an alternative which neither circus nor theater could directly contend with.

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Nintendo Wii

Looking at the past 15 years in video game history, it would have been difficult to predict that Nintendo would make it into the top 10 of the 2008 Business Week/ BCG Most Innovative Companies. This ranking, led by Apple and Google, finds Nintendo in the 7th spot. How did the company get back in shape after so many years of being a mere follower in the console arena?

Nintendo set out to remedy this by identifying a new market of buyers and users, many of whom had never considered gaming until then. To attract this new segment of noncustomers, Nintendo designed the Wii, a console which appealed to a far greater segment of users than conventional gaming, even going beyond the “regular” target age groups. This gave the game a whole new dimension of buyers, enabling Nintendo to effectively tap into the “casual gamers” category – reaching far beyond “hard-core gamers”.

Nintendo regained market share with a vengeance and spun the industry on its head with its new, holistic videogame approach. By redesigning the console and simplifying the experience, Nintendo was able to attract a mass of casual gamers. Gaming became a social experience to be enjoyed with families and friends of all ages – thus attracting a new group of older players who found the game and console easy to use, easy to play and fun!