1. Focus on the Big Picture, Not the Numbers
Aaron Phillips
Lauren Defrancisco
James Blanton

2. Most Companies Mistakes
Wedded to Red Oceans
No clear strategy
Cookie cutter strategy
Industry Competitiveness
How to beat competitor and cut costs
Always full budget attached
Confusing smorgasbord

3. Focusing on the Big Picture
Draw a Strategy Canvas
Shows you industries Strategic profile
Shows the profile of competitors
Shows your profile and where you stand
Focus
Divergence
Compelling Tagline

4. Drawing your Strategy Canvas
Use a Business Model Canvas
Use the four steps of visualizing strategy

5. Four Steps of Visualizing Strategy
Visual Awakening
Visual Exploration
Visual Strategy Fair
Visual Communication

6. Step 1: Visual Awakening
What prompted the blue ocean strategy implementation and change?
Highly determined leader
Serious crisis
How can we change this?
Compare your business with your competitors’ by drawing your “as is” strategy canvas
See where your strategy needs to change
EFS’s Traditional vs. online value curves
Visual awakening: QUESTION :What needs to change?
Wake up call that challenges their existing strategies
Company divided: top execs vs. corporate exec.
Split into teams
Common mistakes:
discussing the changes in strategy before attempting to resolve difference of opinion that they have now
Executive are reluctant to accept that they NEED to change
Also bc executive believe that time could make a difference if they maintain doing what theyre doing = DOESNT WORK

7. Strategy Canvas of Corporate Foreign Exchange (Offline)
Provides great
Ease of use
Speed
Price
Lacks
Flexible payment terms
Knowledge
European Financial Services

8. Strategy Canvas of Corporate Foreign Exchange (Online)
Problems
Good Ease of Use
Bad Speed
Unclear message
Competitor Clearskies
Easy to tell strategy
One Click ease
European Financial Services

9. Step 2: Visual Exploration
Going into the field is the next step
Never outsource your eyes
Most companies do not do their own exploration
“Great artists don’t paint from other people’s descriptions or even from photographs” -Blue Ocean Strategy
After wake up call:
Send people into the field to make the change (more hands on with products of how consumers use or dont use their products)
Shouldnt be relying on reports that other people make about the products
NEVER OUTSOURCE YOUR EYES (theres no substitute for seeing it in action yourself)
Identifying the array of complementary products and services that are consumed alongside your own may give you insight into bundling opportunities
Next, look at how your consumer might find alternative ways of fulfilling the need that YOUR PRODUCT SATISFIES
Customer surveys or feedback (find out what the consumer likes or doesnt like) IT MAY SURPRISE YOU

10. Step 3: Visual Strategy Fair
Draw your “to be” strategy canvas based on insights from field observations
Get feedback on alternative strategy from customers, competitors’ customers, and noncustomers
Use feedback to build the best “to be” future strategy
After a few weeks: present strategy canvas in their teams
Given 10 minutes to present (was considered that if it was longer than it was probably too complicated to implement)
Judged strategies
Managers relied on originality and clarity of their curves and pitches
Based on the strategies they picked, they analyzed the new value curve and can now start to compile a future strategy that would react positively with their companies growth

11. EFS: Before and After
Strategy eliminated relationship management and reduced investment in account executives.
These moves dramatically reduced EFSs costs Bc relationship managers and account executives were the HIGHEST COSTS ELEMENT OF ITS BUSINESS
Future strategy EMPHASIZED ease of use, security, accuracy, and spped which would allow customers to input data directly instead of having to fax to EPS and waste crucial time

12. Step 4: Visual Communication
Distribute your before-and-after strategic profiles on one page for easy comparisons
Support only those projects and operational moves that allow your company to close gaps to actualize the new strategy
After future strategy set: now you have to make it so you can communicate it in a way that can be understood by any employee
Put it together so employees could see where the company stoof and where it has to FOCUS its efforts to CREATE a compelling future
Focus was to promote clarity within the company and their programs/ products and services that they wanted to implement

13. The Strategy Canvas & the PMS Map
Visualizing Strategy
Portfolio: Red → Blue
Different business units presenting to each other.
Starts by using:
The Strategy Canvas & the PMS Map

14. Using the Strategy Canvas
Having a distinct value curve to grow faster
Samsung
Established VIP Centers
Importance of Value Innovation
Grew from $16. 6 Billion to $216.7 Billion in 15 years
Under Armour
Idea House

15. Using the Pioneer-Migrator-Settler (PMS) Map
Growth of a portfolio of businesses
Pushing value to new frontiers
Pioneers: Businesses that offer unprecedented value!
Settlers: Businesses who value curves conform to industry’s shape
Migrators: Businesses who give more value but in the same basic shape

16. Overcoming the Limitations of Strategic Planning
Big Picture over Documentation
Needs a creative component
Not just analysis-driven
Start with the big picture of how to break away from the competition
Will greatly improve chances of creating a blue ocean