Blue Ocean Strategy
for Computer consultancy and computer facilities management activities (ISIC 6202)
Given the 'Margin Compression' (MD01, MD07) and 'Structural Competitive Regime' (MD07) in the computer consultancy and facilities management industry, a strategy to create new market space is highly relevant. The rapid pace of technological change (IN02) constantly creates opportunities for 'blue...
Why This Strategy Applies
Creating new market space (a 'blue ocean') by focusing on entirely new value curves, making the competition irrelevant. Focuses on value innovation.
GTIAS pillars this strategy draws on — and this industry's average score per pillar
These pillar scores reflect Computer consultancy and computer facilities management activities's structural characteristics. Higher scores indicate greater complexity or risk — see the full scorecard for all 81 attributes.
Eliminate · Reduce · Raise · Create
- Generic, broad-scope IT support contracts These often lead to 'jack-of-all-trades, master-of-none' services, contributing to commoditization and margin compression, while specialized needs remain unmet.
- Obsessive focus on on-premise infrastructure maintenance With increasing cloud adoption, dedicating significant resources to managing physical servers for many clients is inefficient and prone to 'Market Obsolescence' (MD01).
- Time-and-materials billing for routine tasks This pricing model discourages efficiency and predictability, leading to customer frustration and perceived lack of value for standardized, repeatable services.
- Extensive, generalized IT staff training Given the 'Talent War & Attrition' (MD07) and the need for specialized skills, broad training is less effective than targeted, deep-skill development, which can often be better sourced externally.
- Client-side infrastructure procurement and resale Many clients prefer direct vendor relationships or cloud-native solutions, reducing the need for consultants to act as hardware/software resellers, which can be seen as biased or an unnecessary middleman.
- Reactive, ticket-based problem resolution While necessary, over-reliance on reactive support means consultants are always behind, rather than preventing issues, contributing to 'Structural Market Saturation' (MD08) in basic services.
- Proactive risk assessment & resilience planning Elevating focus on identifying and mitigating future IT risks (e.g., advanced cybersecurity threats, system outages) provides higher strategic value and moves beyond reactive problem-solving.
- Transparent performance KPIs & ROI reporting Demonstrating tangible business outcomes and value with clear, measurable metrics justifies higher investment and builds trust, addressing perceived 'Price Formation Architecture' (MD03) opacity.
- Ethical AI governance & responsible data practices With rapid AI adoption, guiding clients on ethical implementation, bias mitigation, and secure data handling becomes a premium service that mitigates significant future legal and reputational risks.
- Generative AI-powered bespoke solution co-creation Develop new 'hybrid offerings' that leverage Generative AI for rapid prototyping, personalized software development, and intelligent automation, unlocking significant 'Innovation Option Value' (IN03) for clients.
- Quantum computing readiness & strategic advisory Offer foresight and planning for future computing paradigms, positioning clients for competitive advantage in a nascent but high-potential 'blue ocean' space with complex technological implications.
- Decentralized identity & blockchain-enabled trust services Introduce consulting for secure, verifiable digital identities and transparent transaction systems, meeting unmet needs for enhanced data integrity, security, and supply chain transparency in specific industries.
- Integrated sustainability IT optimization consulting Offer services to analyze and optimize client IT infrastructure for reduced energy consumption, carbon footprint, and overall environmental impact, appealing to ESG-conscious organizations and regulations.
This new value curve targets forward-thinking SMEs and mid-market enterprises grappling with digital transformation but lacking specialized expertise in emerging technologies or ethical considerations. By eliminating commoditized services and creating highly specialized, proactive, and ethically-driven offerings in areas like AI, quantum, and blockchain, the firm unlocks a segment of 'non-customers' underserved by generalized IT consultancies. Clients would switch for predictable, high-impact strategic partnerships that deliver clear ROI and future-proof their operations, moving beyond mere operational support to true strategic enablement.
Strategic Overview
The Computer consultancy and computer facilities management activities industry is characterized by fierce competition, leading to 'Margin Compression' (MD01, MD07) and a 'Talent War & Attrition' (MD07) in established service areas. Many traditional offerings risk commoditization due to 'Market Obsolescence & Substitution Risk' (MD01) and 'Structural Market Saturation' (MD08). In this 'red ocean' of intense competition, Blue Ocean Strategy provides a critical framework for firms to break away from existing market boundaries and create uncontested market space, thereby making the competition irrelevant.
This strategy encourages identifying entirely new value curves by focusing on non-customers and unmet needs, leveraging the rapid advancements in technology (IN02, IN03). Instead of competing on price or marginal improvements in existing service lines, firms can develop innovative hybrid offerings, specialized consulting verticals, or novel delivery models. This not only enhances profitability by escaping price wars but also attracts and retains top talent seeking cutting-edge work, addressing 'Talent Shortage & Recruitment Difficulty' (CS08) and 'Skill Obsolescence' (MD01) by fostering innovation. Successfully navigating a Blue Ocean requires a significant investment in R&D and skill transformation (IN05), but promises substantial long-term growth and market leadership.
4 strategic insights for this industry
Escaping Commoditization Through Value Innovation
Many foundational IT services (e.g., basic infrastructure, help desk) have become highly commoditized, leading to intense price competition and 'Margin Compression' (MD01, MD07). Blue Ocean Strategy allows firms to identify elements to 'eliminate,' 'reduce,' 'raise,' and 'create' in their value offerings, moving beyond incremental improvements. For example, eliminating unnecessary features/costs while creating entirely new value like 'AI-driven predictive maintenance' can redefine the market for facilities management.
Leveraging Emerging Technologies for New Market Space
The rapid evolution of technologies such as Generative AI, Quantum Computing, Blockchain, and advanced IoT creates vast opportunities for 'blue oceans.' Instead of merely adopting these as features, consultants can build entirely new service categories around their strategic application (e.g., 'AI Ethics and Governance Consulting,' 'Quantum Readiness Strategy for Financial Services'). This leverages 'Innovation Option Value' (IN03) but requires managing 'Talent Skill Obsolescence' (IN02) through continuous upskilling.
Identifying 'Non-Customers' and Unmet Needs
A core tenet of Blue Ocean is to look beyond existing customers to 'non-customers' – those who are underserved or not served at all by the current industry offerings. For instance, small to medium-sized enterprises (SMEs) may perceive traditional IT consulting as too expensive or complex. Creating simplified, subscription-based 'IT Strategy as a Service' tailored for SMEs could open a new, uncontested market, addressing 'High Customer Acquisition Cost (CAC)' (MD06) by tapping into an overlooked segment.
The Talent Advantage in Blue Oceans
While the industry faces a 'Talent War & Attrition' (MD07) and 'Talent Shortage & Recruitment Difficulty' (CS08) for established skills, creating blue oceans can attract and retain top talent. Professionals are often drawn to innovative, challenging work that defines new frontiers. Firms known for pioneering new service areas (e.g., specialized cybersecurity for critical infrastructure) can become magnets for highly skilled individuals, mitigating talent-related risks.
Prioritized actions for this industry
Conduct a systematic 'Four Actions Framework' (Eliminate, Reduce, Raise, Create) analysis for existing and potential service lines.
This framework helps identify non-value-adding elements to eliminate or reduce, and value-adding factors to raise or create, fundamentally reshaping the value curve of services. It moves beyond competitive benchmarking to value innovation, directly tackling 'Margin Compression' (MD01, MD07).
Invest significantly in R&D and specialized skill development for emerging technological domains with high 'Innovation Option Value'.
To create new markets, firms must be at the forefront of technology application. This requires proactive investment in learning, talent acquisition, and pilot projects for areas like AI, quantum computing, or specific vertical industry solutions. This addresses 'MD01 Investment in New Technologies' and 'IN02 Technology Adoption & Legacy Drag'.
Identify and target 'non-customers' (e.g., overlooked industries, SMEs, or internal departments not currently served) with uniquely tailored, high-value offerings.
Focusing on those outside the current market who face unmet needs is key to creating new demand. This could involve simplified service models, specialized packages, or subscription-based offerings that overcome existing barriers (e.g., cost, complexity) for new client segments, addressing 'MD06 High Customer Acquisition Cost (CAC)' by opening new demand.
Develop and commercialize 'hybrid offerings' that combine traditional consultancy with proprietary software, data platforms, or unique intellectual property.
Moving beyond pure service delivery into 'consulting-as-a-product' or platform-based solutions creates defensible market space and can generate recurring revenue. This differentiation helps mitigate 'Vendor Lock-in Risk' (MD05) for clients and establishes a unique market position, enhancing 'Inconsistent Pricing Power' (MD03).
From quick wins to long-term transformation
- Organize cross-functional brainstorming sessions to identify 'non-customers' and their unmet needs.
- Conduct a preliminary 'As-Is' strategy canvas for a core service line to visualize current competitive factors.
- Task a small, agile team to research and prototype 1-2 'blue ocean' concepts in emerging tech areas.
- Pilot a 'blue ocean' service offering with a select group of early adopters or non-customers.
- Allocate dedicated budget and resources for continuous R&D and skill development in identified blue ocean areas.
- Develop a new 'To-Be' strategy canvas for a potential blue ocean offering, outlining its unique value proposition.
- Integrate Blue Ocean thinking into the company's strategic planning and innovation pipeline as a continuous process.
- Establish partnerships with academic institutions or tech startups to co-create blue ocean solutions.
- Realign organizational structure and incentives to support risk-taking and market-creating initiatives.
- Underestimating the effort required for market education and convincing 'non-customers' of new value propositions.
- Spreading resources too thin across multiple speculative blue ocean ventures without clear prioritization.
- Lack of internal alignment and resistance to change from established business units.
- Failing to protect new market space through IP or rapid scaling, allowing competitors to quickly imitate.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Revenue from New Market Offerings | Percentage of total revenue generated from services or products introduced as 'blue ocean' initiatives within the last 3-5 years. | Achieve 25% of total revenue from blue ocean offerings within 5 years. |
| Market Share in New Segments | The percentage of market captured in newly created or redefined market segments where competition is minimal. | Achieve >60% market share in identified new segments within 3 years of entry. |
| Profit Margins of Blue Ocean Services | Measures the profitability of services specifically designed to create new market space, typically higher due to reduced competition. | Achieve 2x average industry profit margins for blue ocean services. |
| Innovation Pipeline Velocity | Tracks the speed and volume of new market-creating ideas moving from concept to pilot to full commercialization. | Launch 1-2 significant blue ocean initiatives per year with a 75% success rate. |
Software to support this strategy
These tools are recommended across the strategic actions above. Each has been matched based on the attributes and challenges relevant to Computer consultancy and computer facilities management activities.
Capsule CRM
10,000+ customers worldwide • Includes Transpond marketing platform
Transpond's email marketing and audience tools support proactive brand communication that builds customer loyalty and reduces churn-driven reputational fragility
Cost-effective CRM for growing teams — manage contacts, track deals and pipeline, build customer relationships, and streamline day-to-day work. Paired with Transpond, a dedicated marketing platform for email campaigns and audience management.
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HubSpot
Free forever plan • 288,700+ customers in 135+ countries
Deal intelligence, win/loss analytics, and pipeline data give sales teams the evidence to defend price with ROI proof rather than discounting reactively against commodity competition
All-in-one CRM and go-to-market platform used by 288,700+ businesses across 135+ countries. Connects marketing, sales, service, content, and operations in one system — free forever plan to start, paid tiers to scale.
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Other strategy analyses for Computer consultancy and computer facilities management activities
Also see: Blue Ocean Strategy Framework