Mmcp.market

blue-ocean-strategy skill

by wondelai·wondelai/skills·2.3k stars·MIT

Create uncontested market space using value innovation instead of competing head-to-head. Use when the user mentions "blue ocean", "red ocean", "strategy canvas", "ERRC framework", "value innovation", "non-customers", "buyer utility map", "the market is too crowded", "how do we stand out", or "escape the price war". Also trigger when exploring a new market category, or finding underserved or non-customers. Covers the Four Actions Framework, Six Paths, buyer utility map, and value-cost trade-offs. For real strategy formulation and bad-strategy detection, see good-strategy-bad-strategy. For tech adoption strategy, see crossing-the-chasm. For product positioning, see obviously-awesome.

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Install the blue-ocean-strategy skill

A skill is a folder. Copy it into your agent's skills folder and the agent loads it when the task matches its description. 

git clone --depth 1 https://github.com/wondelai/skills.git /tmp/skills
mkdir -p ~/.claude/skills
cp -r /tmp/skills/plugins/strategy-growth/skills/blue-ocean-strategy ~/.claude/skills/blue-ocean-strategy
available in every project

In the Claude apps, zip the folder and upload it from the Skills settings. The folder on GitHub

The instructions your agent would load

SKILL.md as published, without the frontmatter. Read it on GitHub

Blue Ocean Strategy Framework

Strategic framework for creating uncontested market space that makes the competition irrelevant, based on the simultaneous pursuit of differentiation and low cost.

Core Principle

Don't compete in bloody red oceans. Create blue oceans of uncontested market space. Most companies fight for share in existing industries; winners create new market space where competition is irrelevant by delivering a leap in value for both buyers and themselves. Competition-based strategy is zero-sum — value innovation creates new demand and breaks the value-cost trade-off.

Scoring

Goal: 10/10. Score a strategy by how many of the five Quick Diagnostic rows it satisfies, mapped to the bands below:

  • 9-10 — divergent strategy-canvas curve, eliminates AND creates factors, breaks the value-cost trade-off, converts non-customers, and delivers a 10x utility leap (all 5 rows).
  • 7-8 — value innovation is real but one gate is weak (e.g. strong divergence and cost cuts, but still chasing existing customers rather than non-customers).
  • 5-6 — differentiation without cost cuts, or cost cuts without a value leap: better than rivals on the same factors, not yet value innovation (2-3 rows).
  • <=3 — competes on the same factors as rivals with a look-alike canvas curve: a red ocean (0-1 rows).

Report the current score, which diagnostic rows fail, and the specific ERRC/Six-Paths moves needed to reach 10/10.

Framework

1. Red Ocean vs. Blue Ocean

Core concept: Red oceans are existing market spaces where rivals fight over shrinking profits; blue oceans are new market spaces where the competition is irrelevant.

Examples: Airlines competing on routes, amenities, and price are red ocean; Cirque du Soleil inventing a new entertainment form, Netflix replacing rental with streaming, and Nintendo Wii trading graphics power for accessible motion gaming are blue.

See references/blue-ocean-examples.md when you want a full worked case to model a move on — Cirque du Soleil, Netflix, Yellow Tail, and Nintendo Wii broken down factor by factor.

2. Value Innovation

Core concept: The cornerstone of blue ocean strategy — pursue differentiation and low cost simultaneously, creating a leap in value for buyers and the company. Eliminating and reducing over-served factors cuts cost at the same time raising and creating factors lifts buyer value, so value rises faster than cost and the trade-off competitors assume is fixed breaks.

Example — Cirque du Soleil: eliminated animal shows, star performers, multiple arenas (cost down); reduced thrill and humor; raised venue quality, artistic music and dance; created theme, refined environment, multiple productions. Outcome: priced above circus, costs below theater, a new market.

See references/value-innovation.md when testing whether an idea is genuine value innovation — the Utility x Price x Cost formula with all three terms and the test questions for each.

3. Strategy Canvas

Core concept: The diagnostic tool — plot the factors an industry competes on against the offering level for you and competitors. Red oceans show everyone's curve looking the same; a divergent curve signals a blue ocean.

How to use:

  1. List the industry's competing factors (wine: price, prestige, aging quality, vineyard legacy, complexity, range, marketing)
  2. Plot your curve and competitors' — expect near-identical curves in a red ocean
  3. Ask: which factors do buyers not actually care about? What could be eliminated, reduced, raised, or created? Where does the buyer experience hurt?

Example — Yellow Tail wine:

Result: A different curve = blue ocean.

See references/strategy-canvas.md when plotting your own canvas — a blank template and step-by-step build instructions.

4. Four Actions Framework (ERRC Grid)

Core concept: Four questions that reconstruct buyer value — Eliminate and Reduce cut costs; Raise and Create lift value.

Ethical boundary: Don't eliminate factors buyers truly value (especially safety or accessibility) — test assumptions before cutting.

See references/errc-grid.md when running the exercise with a team — a 3.5-hour workshop format, validation checklists, and fresh ERRC matrices for Zoom, IKEA, MinuteClinic, and Khan Academy.

5. Six Paths Framework

Core concept: Six systematic ways to look beyond existing industry boundaries and spot blue ocean opportunities.

See references/six-paths.md when hunting for opportunities path by path — the prompting questions and a worked example for each of the six.

6. Three Tiers of Non-Customers

Core concept: Blue oceans are created by converting non-customers, not by stealing competitors' customers — non-customers reveal the demand the industry is leaving on the table.

Process: map all three tiers → find commonalities across tiers → identify what would unlock massive demand → build the offering to convert them.

See references/non-customers.md when sizing latent demand — how to map each of the three tiers and find the commonalities that unlock them.

7. Strategic Sequence: Utility → Price → Cost → Adoption

Core concept: Validate a blue ocean idea in strict order — exceptional buyer utility first, then accessible price, then profitable cost, then adoption hurdles. Failing any gate means rework before proceeding.

Ethical boundary: Win adoption by genuinely addressing stakeholder concerns, not by steamrolling the employees and partners who bear the costs of the shift.

See references/sequence.md when validating an idea gate by gate — the buyer-utility map, strategic-pricing corridor, and target-costing worksheet. See references/implementation.md when moving from idea to rollout — overcoming the four organizational hurdles and aligning the team behind the shift.

Common Mistakes

Quick Diagnostic

Further Reading

Based on Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne:

  • "Blue Ocean Strategy" by W. Chan Kim & Renée Mauborgne (Expanded Edition)
  • "Blue Ocean Shift" by W. Chan Kim & Renée Mauborgne (practical guide to making the shift)

About the Authors

W. Chan Kim and Renée Mauborgne are professors of strategy at INSEAD and co-directors of the INSEAD Blue Ocean Strategy Institute. Blue Ocean Strategy has sold over 4 million copies in 46 languages, making it one of the best-selling business books of all time.

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