The six paths framework
There are six basic approaches to reconstructing market boundaries. These challenge the six fundamental assumptions underlying many companies’ strategies that keep companies trapped competing in red oceans. Instead of looking within the accepted boundaries of competition, the Six Paths Framework allows managers to look systematically across them to create blue oceans.
The table outlines these six basic assumptions and the pathway managers can take to break away from head-to-head competition towards blue ocean creation.
The six paths have general applicability across industry sectors. None of the paths requires special vision or foresight about the future. All are based on looking at familiar data from a new perspective.
This kinda reminds me at lens 13, the lens of infinite inspiration.
To you use this lens, stop looking at your game, and stop looking at games
like it. Instead, look everywhere else.
Schell is talking about the experience here, while BOS talks more about other competitive products. Both tools can reinforce each other.
For example you can play a game to kill time on your way to work or school. But others might read a book, watch some videos, check facebook or listen to music.
You might ask yourself, why don't they play games? What are the kinds of experiences people are looking for? How can i capture those experience and put that in my game?
This one can be hard to understand. Just replace "strategic group" with "game type" or "game platform". Can you combine various game types? Can you ship a game to another gaming platform?
In most industries, competitors converge around a common definition
of who the target buyer is. In reality, though, there is a chain of
“buyers” who are directly or indirectly involved in the buying decision.
The purchasers who pay for the product or service may differ
from the actual users, and in some cases there are important influencers
as well. Although these three groups may overlap, they often
In our case, most companies and games focus on the users (players). The users mostly are the purchasers and sometimes they are the influencers.
But a purchaser can also be a parent looking out for his child. And a influencer can be a friend or an idol like in the Kim Kardashian game.
Scope of product or service offering:
Few products and services are used in a vacuum. In most cases, other products and services affect their value. Untapped value is often hidden in complementary products and
services. The key is to define the total solution buyers seek when they choose a product or service. A simple way to do so is to think about what happens before, during, and after your product is used.
In order to increase the scope of your game ask yourself these questions:
What happens before players play your game?
Do they need specific hard-or software to play your game?
How can they find your game? How can I make it easier for them to find my game?
What do they need during their play time?
Do player need to do anything in particular after their playing session?
Functional - emotional orientation:
Competition in an industry tends to converge not only on an accepted notion of the scope of its products and services but also on one of two possible bases of appeal. Some industries compete principally on price and function largely on calculations of utility; their appeal is rational. Other industries compete largely on feelings; their appeal is emotional.
I assume that the game industry is very emotional. Players usually pay according how they feel or will feel. Will this game bring me a good amount of "feel good" time?
However, there is a difference in Asian players and the rest of the world. Chinese players have less trouble accepting the free-to-play (pay to win) business model. The topic on Quora and an article on IGN are talking about monetization and pay to win.
BOS also stated: "Companies’ behavior affects buyers’ expectations
in a reinforcing cycle. Over time, functionally oriented industries become more functionally oriented; emotionally oriented industries become more emotionally oriented. No wonder market research rarely reveals new insights into what attracts customers. Industries have trained customers in what to expect. When surveyed, they echo back: more of the same for less."
Maybe it's time for a more rational monetization approach?
All industries are subject to external trends that affect their businesses over time. Think of the rapid rise of the Internet or the global movement toward protecting the environment. Looking at these trends with the right perspective can show you how to create blue ocean opportunities.
It's almost impossible to start a trend on your own. But don't follow a trend passively.
Blue ocean arises from business insights into how the trend will change value to customers and impact the company’s business model. By looking across time (from the value a market delivers today to the value it might deliver tomorrow) managers can actively shape their future and lay claim to a new blue ocean.
Check gamespot, hongkiat, techtimes, internap, readwrite and game summit for all the upcoming trends in the video game world.