Faculty & Research

BOSS: the Blue Ocean Strategy Simulation: BOSS is a strategy game that illustrates Blue Ocean Strategy concepts, methodology & tools. Teams manage a fictitious consumer electronics company over a six-year period; they are invited to break away from the competition and create a blue ocean of new market space for their virtual company.         

Areas: Blue Ocean Strategy 

Authors: Theory by W. Chan KIM and Renée MAUBORGNE, Design and Development by STRATX  

Minimum time required: 2 days 

Distribution Contact: 
Stephanie ZANON
StratX
15, Avenue de l'Opéra
75001 Paris France
Tel : +33 1 53 46 69 00
Fax : +33 1 53 46 69 01
Email: [email protected]

Web address: web.stratxsimulations.com

Description

BOSS, a web-based strategy game that illustrates Blue Ocean Strategy concepts, methodology & analytical tools.

During a BOSS-based course or teaching module, participants work in teams to manage a fictitious consumer electronics company for up to six years. The simulation framework allows them to break away from the competition and create a blue ocean of new market space for their virtual company.

A simulation embedded case study provides the Visual Exploration of the market, using the Six Paths Framework to reconstruct market boundaries. Based on a rigorous analysis of the case, teams must develop their Blue Ocean Strategy (BOS) offerings using BOS tools such as: strategy canvas, value curve, four action framework, ERRC grid, etc. Throughout the simulation, participants are required to invest in both the Red Ocean components of their portfolio and the Blue Ocean ventures. Each team makes numerous decisions within different departments such as R&D, Production, Marketing, Sales, Geographic expansion, etc.

Key Learning Points

• Strategy should go beyond positioning within the existing industry structural conditions
• Think of strategy as reconstruction – growing the industry and growing demand
• High growth can be achieved in an existing Red Ocean industry by creating a Blue Ocean
• Desegment rather than segment markets
• Reach for noncustomers rather than just existing customers of the industry
• Pursue both differentiation and low cost
• Blue Oceans can become Red. Strive for a Blue Ocean as competitors imitate