Encouraging Value Innovation by Adopting the Blue Ocean Strategy in a Batak Karo Fabric Business
Rina Djunita Pasaribu1*, Thifani Adella Batubara1, Zharfan Inzaghi Sugiharto1
1 Schools of Economics and Business, Telkom University, Bandung, Indonesia
*Corresponding Author: [email protected], [email protected] Accepted: 15 January 2023 | Published: 31 January 2023
DOI:https://doi.org/10.55057/ajrbm.2022.4.4.12
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Abstract: The tradition of Batak Karo fabric production has been undertaken for a long time, with many businesses in existence for multiple generations, as is the case with the trade business UD Batik Bintang HS (BBHS). Competition in this trade is extremely intense, with many companies degrading and going out of business. Innovation of new value is needed to advance businesses’ efforts to survive and thrive. In addition to the Red Ocean Strategy, in existing business arenas, the Blue Ocean Strategy (BOS) can be adopted to support such efforts. This study aimed to boost value innovation at BBHS by introducing the BOS, presenting a novel research contribution by examining a Batak Karo fabric business using a descriptive qualitative method. Interviews were used for data collection, and the credibility of the data was validated through triangulation of the data sources. Respondents included three internal employees, three customers, and three suppliers, totaling nine participants. Data analysis applied stages of reduction, display, and conclusions/verification. The discussions were engaged using the BOS constructs of strategy canvas, 4-action framework, and BOS formulation. The research results revealed two notable strategies in value innovation. First, new value innovation can be inspired by entering the supplier industry through innovation in fabric raw materials by lowering yarn density, resulting in lower consumer price without affecting quality. Second, innovation strategies included new cloth colors and motifs that dare to go beyond common customs without violating traditional standards. Both strategies represent new value innovations to attract new customers and retain existing customers. From a research perspective, this study contributes novel evidence that the BOS can be applied to broaden perspectives and identify new value innovations in traditional Batak Karo fabric businesses, with potential applicability to a broad range of traditional textile enterprises.
Keywords: Value innovation, Blue Ocean Strategy (BOS), Batak Karo fabric business
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1. Introduction
Batik Bintang HS (BBHS) trade business in Pasar Lama Ikan Medan Indonesia is a company with primary business in batik cloth, woven sarongs, and ulos cloth/ fabrics with Batak Karo colors and motifs. As shown in Figure 1, BBHS’ financial performance in 2016–2019 (growth in 2019–2020 was not considered, due to the beginning of the Covid-19 period) showed slightly positive, but unstable, profit growth, which had alarmed the company (profit growth from 2016–2019 was 0.54%, 1.57%, and −0.24%, respectively). According to interviews with BBHS owners, this was considered to be due to high competition. This was also marked by a
number of companies losing money and leaving the business, indicating a condition that must be improved and developed.
Figure 1: BBHS Financial Performance 2016–2020 Source: Batik Bintang HS
Companies have applied numerous strategies, including the so-called Red Ocean Strategy, to survive and thrive amid intense competition; however, when the competition level becomes higher and fiercer, efforts must be undertaken to produce new value innovations. In addition to the Red Ocean Strategy, the Blue Ocean Strategy (BOS) offers an alternative concept that can be adopted to surpass the relevance of existing competition by generating value innovation.
BOS has been heavily studied by academics and implemented in practical domains. BOS is defined as a strategy for businesses to overcome the red arena, requiring significant value innovations to make competition irrelevant. For products in the form of goods and services, significant value innovation is basically considered to be service improvement or simply referred to as “servitization” (Priilaid et al., 2020). However, as with all natural conditions, nothing is completely black or white, and as such, there will be a combination, transition, or continuum between the two domains of red and blue. This is also due to the factors undermining strategy implementation, including limited available resources and aversion to risks that may occur in the future. Such concerns become the basis for companies’ determination of the value innovations to be implemented, and can inhibit or curtail the implementation of potentially viable value innovations (Priilaid et al., 2020). Based on this, companies can adopt the BOS concept to enrich and broaden their horizons for producing value innovations, whether they are still in the red arena or moving toward the blue arena.
Based on previous related studies, researchers have not examined the same reference as this research applying the BOS to a Batak Karo fabric business (Adicandra, 2017; Alam & Islam, 2017; Chew et al., 2019; Fitri, 2021; Gunawan, 2014; Hamijaya, 2014; Kosasih, 2014;
Kurniawan, 2015; Suyudi & Suryana, 2020). In this regard, conditions are similar to the BBHS research object, and the results of this study can be used as a reference. In addition, this study contributes to the wealth of research related to the BOS.
In connection with the BBHS problem and the adoption of a BOS approach introduced above, this research was conducted to understand BBHS’s existing position in the market, producing an adopted BOS formulation for resulting value innovation and the related program implementation.
Y2016 Y2017 Y2018 Y2019 Y2020 Profit 706,562,5 710,410,5 721,540,7 719,811,8 556,240,6
2. Literature Review
There are three major parts in the BOS, including strategy canvas, the 4-action framework, and the six principles of BOS formulation.
Strategy canvas. This is a framework for action as well as a diagnosis for making an effective BOS (Kim & Mauborgne, 2015). The canvas has two dimensions of horizontal and vertical axes. The horizontal axis represents the range of factors upon which industry competition and investment are based, while the vertical axis includes the level of offers received by buyers based on all competitive factors. The value curve is the basic component for creating the canvas, and graphically describes a company’s relative performance regarding the competitive factors identified in the industry. According to Kim and Mauborgne (2015), drawing a strategy canvas produces three things:
1) Drawing a strategy canvas can show the strategic profile of an industry by clearly describing the factors (and possible future factors) that affect the competition among industry players.
2) Showing the strategic profile of current and potential competitors, identifying those factors that become the investment arena for them strategically.
3) Revealing the company’s strategic profile or company value curve that explains how the company will invest in these factors in the future.
4-action framework. To achieve blue oceans through value innovation, an analytical framework called the 4-action framework, including eliminate, reduce, increase, and create is needed (Kim & Mauborgne, 2015) as shown in Figure 2.
Figure 2: 4-Action Framework Source: Kim and Mauborgne (2015)
The strategic profile of a company with high blue ocean potential has three qualities:
1) Focus: the company does not spread its business to all the main factors in the competition.
2) Divergence: away or differentiated from other players, which is a result of assessing alternatives rather than comparison to competitors.
3) Attractive motto: a good motto must not only be able to convey the message clearly, but also advertise the offer or product honestly.
BOS principles. There are six principles that must be followed to achieve the BOS. The first to the fourth principles are stages of strategy formulation, and the fifth to sixth principles are part of the BOS execution. Table 1 describes the six principles of BOS.
Table 1: Six Principles of Blue Ocean Strategy Formulation Six Principles of BOS Formulation
(Four Formulation and Two Executions)
Risk Factor
Four Formulation Principles
1. Reconstruct market boundaries Search risk
1) Looking at Alternative Industries
The industry in question is a product or service that has the same benefits but in a different form.
2) Looking at Strategic Groups in the Industry
The strategy group in question is businesspeople who are engaged in the same industry; in other words, the company’s competitors.
3) Observing the Buyer Chain
By observing buyer groups, companies can gain insights to redefining value to focus on identified buyer groups that were previously neglected.
4) Observing the Offers of Complementary Products and Services Identifying additional products or services that could be of value.
5) Observing the Emotional and Functional Appeal to Buyers
Understanding the qualities of a product that attract customers’ attention.
6) Watching Time
Understanding the appropriate time to establish opportunities for innovation.
2. Focus on the big picture, not on the numbers Planning risk 1) Step one: Visual Awakening
This is accomplished by comparing the company’s current business conditions with competitors to determine the changes that need to be made.
2) Step two: Visual Exploration
This is executed by identifying the factors that should be eliminated, increased, reduced, and created.
3) Step three: Visual Strategy Exhibition
This is conducted to determine the comparative value between the results of the strategy canvas developed for the company and the anticipated future conditions.
4) Step four: Visual Communication
This is done to determine how the company will communicate the strategy to employees to ensure that it is supported by all interested parties.
3. Reaching beyond existing demand Scale risk
This process is intended to turn current non-consumers into consumers through the BOS.
4. Executing the strategy series correctly Business model risk
In building a BOS, a company must accurately determine the buyers’ utility, adequate price, and ultimate adoption to make the idea feasible.
2 Execution Principles
5. Overcoming hurdles in the organization Organizational risk
There are four organizational hurdles to the execution of the BOS:
1) Cognitive Hurdles
Hurdles that are overcome when stakeholders feel that the BOS being implemented is good.
2) Resource Hurdles
Hurdles that occur as a result of limited resources.
3) Motivational Hurdles
Hurdles that occur because employees are unmotivated to change the current strategy.
4) Political Hurdles
Hurdles that occur as a result of strong political opposition.
6. Integrating execution into strategy Management Risk
Several influences can arise due to individuals’ evolving attitudes and behaviors when executing a strategy.
Source: Kim and Mauborgne (2015)
In addition to the BOS, this study used the concept of strategy implementation, which also requires description in the form of programs, budgets, and procedures when necessary (Wheelen & Hunger, 2012). Those three forms are described below.
Program. A program defines the stages of implementation and is created as a strategy-oriented act.
Budget. The budget is an explanation of the company’s program in financial terms. To determine the cost of implementing a program in detail, it is critical to plan and control the budget.
Procedure. Also referred to as standard operating procedures (SOP), such procedures describe how strategy implementation can be correctly executed.
Only the Program in Wheelen and Hunger’s three forms that will be used here to describe the BOS implementation. This is considered sufficient because detailed budgeting and procedures are related to the company’s operational field area.
To illustrate how these concepts are staged to solve the problems, the research framework is presented in Figure 3.
Figure 3: Research Framework
Source: Authors’ construction referencing Kim and Mauborgne (2015) and Wheelen and Hunger (2012)
3. Methodology
The primary research method employed a descriptive qualitative approach, using interviews as the data collection method. Data validity was tested applying a triangulation test with data sources. Data analysis techniques included data reduction, display, and conclusions/
verification (Sugiyono, 2015). To facilitate the strategy canvas, as a complement, a questionnaire was used to quantify the answers to questions using a Likert-type scale of 1 to 5, with 5 being the highest. Further discussion using the BOS approach: strategy canvas, 4-action framework, and formulating the BOS (strategy formulation and execution) were complemented by the development of an implementation program.
Respondents
To produce complete information, respondents were recruited from the primary stakeholders, including the BBHS internal employees, customers, and suppliers. In addition to the factors of accessibility and objectivity, customers were asked for information related to competitors using a comparative question technique between the company and its competitors. The nine respondents interviewed included three company employees, three customers, and three suppliers.
Question Guide
Researchers determine research variables to ensure that comprehensive information is obtained from which conclusions may be drawn. Qualitative research examines a problem based on identified variables (Sugiyono, 2021). Notably, qualitative research does not construct operational tables of variables but prepares guiding questions. In this study, a general question guide was prepared covering the three concepts of the BOS 1) strategy canvas, 2) the 4-action framework, and 3) BOS principles, which were further elaborated in indicators and questions.
In the field, the researcher was able to adjust the questions according to the circumstances.
Research Stages
The first step was to identify the problem facing BBHS. After the problem was identified, which determined the purpose of this study, we then identified the theoretical foundations that could help the research and the relevant methods. The researchers chose to use qualitative methods. After determining the research method, data were collected by conducting interviews with nine sources, then triangulating the sources to confirm validity and applying statistical techniques to the quantitative data elicited from the questionnaire. The results of the research were then discussed from the BOS perspective to generate new value innovations for the company. The discussion stages included the preparation of the existing condition strategy canvas, the 4-action framework, and the expectation strategy canvas in which the stages were processed based on the six principles of strategy formulation. To make the execution of this innovation strategy more concrete in the field, a work program involving strategies and programs for the company’s main functional management was prepared (Wheelen & Hunger, 2012). These strategies and work programs were the resulting recommendations for BBHS to make value innovation real.
4. Results And Discussion
Results
From the interviews results, irrelevant verbatim reduction was conducted and relevant data were included in the table to compare the answers of three respondents to the same question, representing the triangulation of data sources to confirm the validity of the data. In addition, to further validate answers, conclusions were drawn for display. The numerical results are presented in Table 2.
Table 2: Interview Results Data
Source: Research results Number of Respondents
Question per Respondent
Number of Answers
Triangulatio n Result*)
Internal-1 Internal-2 Internal-3 3 29 87 all valid
Customer-1 Customer-2 Customer-3 3 15 45 all valid
Supplier-1 Supplier-2 Supplier-3 3 3 9 all valid
*) : Valid if 2 or 3 (all) respondents' answers have same understanding
Respondent
After the data from the interviews were validated, a discussion was conducted by the researchers using the research framework presented in Figure 2. The results of this discussion are outlined in the Discussion section.
As a complement to the preparation of the strategy canvas, in addition to interviews, the six internal respondents and customers also completed questionnaires. The results are presented in Table 3.
Table 3: Questionnaire Results (Strategy Canvas)
Source: Research results
Discussion
Existing Strategy Canvas
The interviews using the scaled questionnaire examined BBHS’s existing conditions, including competition factors of price, quality, payment, and company value. The price offered by the company was lower than competitors because the company only takes a small profit and the price from the supplier is lower. The quality of the fabric produced by the company was superior to competitors, although there were also competing products of better quality. The company’s payment system is relatively the same to slightly better than competitors, which was paid in full. Company value, which is a general assessment of service, price, payment, and quality, was better than competitors.
Figure 4: Existing Strategy Canvas Source: Research results
4-Action Framework
Factors to be eliminated from industry-accepted factors. Based on the interview results, the factor identified for elimination was expensive products. This was because existing customers did not want expensive products, because the products they bought were resold.
Factors to be reduced below the common industry level. Based on the interview results, the factors identified for reduction included intermediate products or products that were less
Price Quality Payment Value New Value from Raw Materials
New Value from Color & Motif
Company 3,6 3,6 3,3 4
Competitor 3 3,1 3 3,1
Average (Industry), Existing 3,3 3,4 3,2 3,6
Expectation 4,5 4,6 3,6 4,6 4,6 5
desirable. In addition, the eliminated expensive products were replaced with products that were less expensive but in demand by customers, representing cost reduction.
Factors to be raised above industry standards. Based on the interview results, the factors identified for improvement included increasing the amount of production and quality. Due to high demand, production and quality must be improved so that the company can sustainably excel.
Factors that have never been offered but must be created. Based on the interview results, the factor identified for development was to produce the same product but with less expensive raw materials or a mix of products using 40/2 and 20/2 yarns and ensure that no competitors use these raw materials, but still maintain quality. Because it is impossible for the company to reduce the wages of the craftsmen. This is done so that BBHS customers continue to make purchases, from the perspective of customers who prefer to make price-based purchasing decisions.
Existing Condition And Expectations Strategy Canvas
The results of the discussion of existing strategy canvas and 4-action framework uncovered two new expectation factors for the future in the form of innovation for lower cost raw materials and innovations in colors and motifs that were out of the ordinary. The canvas is presented in Figure 5. The factor figures for the industry in the existing condition presents the average of company and competitors. It was also combined with factors that became future expectations.
Figure 5: Existing Condition and Expectations Strategy Canvas Source: Research results
Formulating The Blue Ocean Strategy
1) Reconstructing Market Boundaries (six path framework)
In reviewing the boundaries of the fabric market free from fierce competition, there are six applicable paths. Below are the results of the interviews regarding the six path framework:
i) Looking at Alternative Industries
In the case of BBHS, the alternative industry discussed was the downstream industry (supplier) of raw materials, representing the craftsmen who can replace the position of the raw material from 40/2 yarn (existing) with 20/2 yarn or combination of them.
ii) Observing Strategic Groups in Industry
BBHS competitors are Ayu Jaya and Ramala Textile stores that sell long fabrics, H.M Nuh, and Br. Siahaan stores are BBHS’s main competitors, which also sell cotton fabrics. The interviews and questionnaires revealed that BBHS’s position is superior to its competitors.
iii) Observing the Buyer Chain
BBHS dominantly runs a B2B business and the main marketing targets are small traders who sell products in their area. Buyers are also end consumers. Direct sales methods are used in which customers come directly to the store so that the company does not incur additional shipping costs. Some customers also order via WhatsApp or call and the goods they order are delivered.
iv) Observing the Offers of Complementary Products and Services
Delivery services from BBHS are complementary. There are two methods of delivery, including hiring a transportation service, with the cost calculated per item sent, and direct delivery by employees to customers, for which shipping costs are borne by the company by paying the cost for gasoline.
v) Observing the Functional or Emotional Attractiveness of the Industry
The main attractions of BBHS products are lower prices than competitors with good quality and attractive colors and motifs.
vi) Observing Time
The fabrics sold by BBHS are materials for making clothes or sarongs. Demand is very high on holidays, such as the festive season, New Year, and Christmas because many people naturally want to make clothes with new colors and motifs. Such times present an opportunity for BBHS to apply a strategy to increase sales.
2) Focusing on the Big Picture i) Step one: Visual Awakening.
This step was taken to compare the company’s business with current competitors to identify the changes that should be made to the company’s strategy regarding price, quality,
marketing, and service. These factors became part of the strategy canvas.
ii) Step two: Visual Exploration.
This visual exploration was conducted using a 4-action framework analysis:
- Increase production for high demand products while maintaining quality.
- Eliminate expensive products because they are dominant for sellers.
- Reduce products that are less desirable.
- Create new products: a) innovation in lower cost raw materials while maintaining quality, which is fulfilled by switching from 40/2 (existing) yarn density to 20/2 yarn, or
combining 40/2 yarn with 20/2, b) Innovation on unique new colors and motifs that have not been previously available, deviating from general colors and motifs/customs, while honoring Batak Karo traditional standards.
iii) Step three: Visual Strategy Exhibition. This was executed using a strategy canvas to visually present a comparison of the company’s existing condition with future expectations.
iv) Step four: Visual Communication. Internally, BBHS conducted discussions with
employees regarding customer opinions about the production and involved them in designing strategies. This will make employees feel invited to build the business and they will be motivated to execute the strategy.
3) Reach Existing Demand
The strategies used by BBHS to dominate the market include maintaining quality, innovating raw fabric materials, innovating colors and motifs within traditional boundaries, and
marketing to customers who are unfamiliar with the product.
4) Executing the Strategy Sequence Correctly
Based on the interviews arranged according to the BOS, the BBHS BOS sequence is illustrated in Figure 6.
Figure 6: The Sequence of BBHS Blue Ocean Strategy Source: Research results
5) Overcoming Hurdles a) Cognitive Hurdles
Cognitive hurdles are difficult for BBHS to navigate. The company endeavored to avoid this obstacle by engaging consumers, discussing colors, motifs, and quality at certain times and then holding discussions with employees so that they too could participate in making these strategic decisions and collaboratively identifying solutions.
b) Resource Hurdles
Resource constraints for implementing this strategy were not apparent for BBHS. Because the company has suitable resources, it will continue to make quality improvements so that the strategies designed can mature.
c) Motivational Hurdles
This obstacle can be overcome by BBHS by collaborating with employees so that they are motivated to execute the strategy because they feel invited to build the company and have a sense of responsibility for the strategy.
d) Political Hurdles
Political hurdles influence all society members, including BBHS. As the clothing industry has a political influence, BBHS will adapt to and overcome such hurdles in the industry.
Strategy Implementation
Based on the analysis and researchers’ synthesis of, a strategy implementation was prepared to support the realization of the two value innovations.
• Selection of suitable suppliers to create product innovations to change yarn density (supplier–production–operation strategy).
• Interviews with customers regarding materials and colors and unique and unusual patterns to be created (marketing and operation strategy).
• Involving employees in the implementation of the new innovation strategy (human capital strategy).
• Calculate the costs that will be incurred to produce the innovation (financial strategy).
Strategy execution in the field requires a detailed description, including what is to be accomplished, who or which unit is responsible, and a target timeline for completion. Table 5 summarizes the work programs.
Table 5: Value Innovation Strategy Implementation Programs
No. Programs Unit in Charge Time Plan
Strategy: Raw Materials Innovation
1. Selection of suitable suppliers (craftsmen) to create product innovations to change yarn density; production process (Supplier/
Operation/ Production management)
Operation and Production
Q1–4
Strategy: Color and Motif Innovation
2. Customers surveys; develop unique and unusual colors and motifs that still follow traditional standards and meet customer desires (Marketing and Operation/ Production Management)
Marketing and Production
Q1–4
Other Functional Strategies: New Innovations Implementation Support 3. Engaging employees in the implementation of new innovation
strategies (Human Capital Management)
Top Management and Employees
Q1–4 4. Fund preparation and allocation for new innovations
(Financial Management)
Finance and Top Management
Q1 Q: Quarter Source: Research results
Conclusion
Our conclusions are arranged according to the research objectives, which included analyzing the existing conditions, formulating the BOS to generate new value innovations, and developing the programs to implement the strategies. The descriptions are as follows:
a. The existing strategy canvas shows BBHS’s competitive position. In terms of price, quality, payment, and value (overall) BBHS is superior compared to competitors. However, it is notable that BBHS’s financial performance exhibited an unstable trend, and the company must remain vigilant and continue to strive for business sustainability.
b. The formulation of the BOS for BBHS includes 1) Eliminating expensive products, 2) Reducing products that are less desirable, 1) Raising/ increasing the production of high demand products, and 4) Creating two new product innovations including innovation in lower cost qualified raw materials and innovation of unique colors and motifs based on traditional ones that o not violate traditional rules.
c. Two prominent value innovations are:
1) New innovations in raw materials are less expensive but maintain good quality. This effort worked with the raw material supplier industry, fabric craftsmen who produce such fabrics, and innovations were found to modify raw material by reducing yarn density from 40/2 to 20/2 or combining 40/2 with 20/2.
2) New innovations in colors and motifs. This effort makes new colors and motifs that differ from common traditional motifs while maintaining the traditional Batak Karo rules.
d. Programs to implement the value innovation were developed up to functional levels, including 1) selecting suppliers/ craftsmen to produce the innovation of lower yarn density raw fabrics (Supplier/ Production), 2) surveying customers to create new colors and motifs (Marketing and Production), 3) employee engagement in implementing company strategy and programs (Human Capital), and 4) financial support for new innovations (Financial)
This study demonstrated that the BOS concept can be adopted by BBHS to maintain a superior position in its existing market, the red arena. From a scientific perspective, this study contributes to the wealth of research related to BOS specifically for the Batak Karo fabric business. The researcher realizes that this is a case study so that the adoption of the BOS concept for superior companies in the red arena cannot be used as a theoretical reference. Based on this, for the development of management science, it is recommended to conduct BOS research on several other superior companies in their red arenas.
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