Blue Ocean Strategy
for Manufacture of measuring, testing, navigating and control equipment (ISIC 2651)
The industry's inherent focus on R&D (IN05), innovation (MD07), and overcoming market obsolescence (MD01) makes it highly suitable for a Blue Ocean Strategy. While some segments may be mature, the underlying technology often has potential for novel applications or combinations. The ability to create...
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 Manufacture of measuring, testing, navigating and control equipment's structural characteristics. Higher scores indicate greater complexity or risk — see the full scorecard for all 81 attributes.
Eliminate · Reduce · Raise · Create
- Proprietary hardware and software ecosystems These create vendor lock-in, increase integration costs for customers with diverse systems, and hinder interoperability, which is a major pain point, especially for smaller businesses and those seeking holistic solutions.
- Over-reliance on physical calibration/maintenance visits Traditional models require expensive, time-consuming on-site visits, increasing operational costs and downtime for customers, particularly for distributed or remote equipment across various industries.
- Standalone, single-function devices Many customers need integrated solutions, not disparate tools. Eliminating isolated functionality reduces complexity and allows for more holistic data collection and analysis, reflecting the convergence trend.
- Upfront capital cost of advanced equipment High CapEx is a significant barrier for SMEs and non-industrial users ('non-customer segments'), limiting market reach and adoption of sophisticated measuring capabilities (MD03).
- Need for highly specialized operator training Complex interfaces and operation increase labor costs and dependency on experts, making advanced equipment inaccessible or uneconomical for many potential users and increasing operational friction.
- On-site data storage and local processing requirements Local storage often has limited capacity and security, and local processing can be inefficient. Shifting these functions to cloud-based solutions reduces hardware complexity and maintenance burden for customers.
- Data-driven insights and predictive analytics Customers increasingly value actionable intelligence derived from measurements, not just raw data. Elevating analytics enables proactive decision-making, optimizing processes and preventing failures.
- Seamless integration with existing IT/OT systems The ability to easily connect new equipment with a customer's current operational technology and information systems is critical for efficiency and data utilization, addressing structural intermediation (MD05).
- Cybersecurity and data privacy assurances As more equipment becomes connected and data-intensive, robust cybersecurity and guaranteed data privacy become paramount, especially in sensitive industrial or medical applications, building trust.
- Accessibility for non-technical users and small businesses Current offerings are often geared towards industrial giants. Raising accessibility opens up new 'non-customer segments' by simplifying operation and reducing the technical expertise required.
- Outcome-based service models ('X-as-a-Service') This shifts the value proposition from product ownership to guaranteed results or continuous service, significantly lowering the entry barrier (MD03) and aligning vendor incentives with customer success.
- AI/ML-powered autonomous monitoring and self-calibration Introducing capabilities for equipment to learn, self-diagnose, and automatically adjust or recalibrate reduces manual intervention, improves accuracy over time, and lowers operational costs for users.
- Integrated multi-parameter environmental/process sensing platforms Instead of disparate sensors, providing holistic, contextual data from a single, unified platform simplifies deployment, reduces infrastructure, and provides a richer understanding of complex environments, leveraging convergence.
- Proactive regulatory compliance reporting and certification support Many industries require stringent compliance. Offering automated reporting and assistance with certification reduces the administrative burden and risk for customers, adding significant value beyond mere measurement.
This ERRC combination creates a new value curve by shifting from high-cost, specialized hardware with complex operation to accessible, integrated, and outcome-focused solutions. It unlocks non-customer segments like small-to-medium enterprises and non-specialized users in emerging sectors, who are currently priced out or lack the expertise for traditional equipment. These customers would switch for simplified deployment, reduced operational overhead, actionable insights, and a lower total cost of ownership, ultimately paying for guaranteed results rather than just advanced machinery.
Strategic Overview
For this industry, applying Blue Ocean principles means shifting from a focus on traditional performance metrics and product features to understanding latent customer needs and identifying 'non-customers'. This could involve developing radically innovative products or services that combine functionalities from disparate industries, challenging conventional wisdom about what measuring and control equipment should do. It directly addresses the challenge of sustaining an innovation edge (MD07) and justifying premium pricing for truly novel solutions (MD03), transforming the high R&D burden (IN05) into a competitive advantage.
4 strategic insights for this industry
Unlocking Non-Customer Segments
Many advanced measuring and control solutions are priced or engineered for industrial giants. Blue Ocean identifies 'non-customers' (e.g., small-to-medium enterprises, emerging markets, niche academic research) who cannot access or afford current offerings, creating simplified, more accessible, or bundled solutions for them.
Convergence of Disparate Technologies for Novel Applications
Radical innovation can emerge from combining technologies that traditionally haven't intersected. For example, integrating bio-sensors with navigation systems for environmental monitoring, or AI-driven analytics with standard testing equipment to offer predictive insights rather than just raw data.
Shift from Product Sales to Outcome-Based Services
Instead of selling a high-precision measurement device, companies can sell 'measurement as a service' or 'certified compliance outcomes'. This transforms the value proposition, removes the upfront capital expenditure barrier for customers, and creates recurring revenue streams, addressing market obsolescence and evolving business models (MD01).
Re-evaluating the 'Six Paths' Framework
Analyzing alternative industries (e.g., medical diagnostics impacting industrial testing), strategic groups (e.g., low-cost vs. high-precision), buyer groups (e.g., end-user vs. purchasing department), complementary products, and functional/emotional appeals can reveal hidden opportunities for differentiation and value creation.
Prioritized actions for this industry
Conduct 'Pioneer-Migrator-Settler' (PMS) Portfolio Analysis
Regularly categorize current product and service offerings into pioneers (blue ocean), migrators (improved value), and settlers (me-too) to understand the balance of existing vs. future growth drivers and ensure continuous R&D focus on value innovation.
Establish Cross-Functional 'Non-Customer' Exploration Teams
Dedicate small, agile teams to investigate the three tiers of non-customers (soon-to-be, refusing, unexplored) across various industries. This requires ethnographic research and deep empathy to uncover latent needs, rather than just market surveys of existing customers.
Implement an 'Eliminate-Reduce-Raise-Create' (ERRC) Grid for Key Products/Services
Systematically apply the ERRC framework to challenge industry assumptions. Identify what features can be eliminated or reduced that customers don't value, and what new features or experiences can be raised or created to deliver unprecedented value, thereby creating a new value curve.
Pilot 'Value-Innovation Labs' with External Partners
Collaborate with startups, universities, or customers in unrelated industries to co-create radically new solutions. This leverages external perspectives, accelerates idea generation, and shares the R&D burden while mitigating the risk of insular thinking.
From quick wins to long-term transformation
- Conduct internal workshops to educate leadership and key R&D personnel on Blue Ocean principles and tools (ERRC grid, Six Paths).
- Map current market reality (Strategy Canvas) for existing product lines to identify areas of competitive overlap and potential differentiation.
- Identify and analyze the first tier of 'non-customers' in one adjacent industry to uncover initial untapped demand.
- Establish dedicated 'Blue Ocean' project teams with cross-functional representation (R&D, marketing, sales).
- Allocate a portion of R&D budget specifically for exploratory projects targeting new market space.
- Develop prototypes or minimum viable products (MVPs) for a chosen blue ocean opportunity and conduct early market validation with non-customers.
- Integrate Blue Ocean thinking into the company's strategic planning and innovation pipeline as a core methodology.
- Foster a culture of experimentation and risk-taking, where failures in blue ocean pursuits are seen as learning opportunities.
- Build strategic partnerships for market education and distribution of radically new offerings.
- Falling back into competitive thinking (red ocean traps) by focusing on beating rivals rather than creating new value.
- Underestimating the effort required for market education and adoption of truly novel products/services.
- Failing to protect new intellectual property effectively in newly created market spaces (MD03).
- Lack of leadership commitment and adequate funding for long-term, high-risk blue ocean initiatives.
- Ignoring the importance of a compelling pricing strategy for new value curves, leading to underpricing or overpricing.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Revenue from 'Blue Ocean' Products/Services | Percentage of total revenue derived from offerings launched into uncontested market space (not direct substitutes for existing products). | 10-15% of total revenue within 3-5 years |
| Non-Customer Conversion Rate | Number of previously unserved 'non-customers' (tier 1, 2, or 3) who adopt new Blue Ocean offerings, relative to total market potential identified. | 5-10% conversion of identified non-customers within target segments |
| Value Innovation Index | A composite score reflecting the degree of differentiation and utility delivered by new offerings, based on customer surveys and internal ERRC grid evaluations. | Achieve a score of 7+/10 on a proprietary index for new offerings |
| Intellectual Property (IP) Portfolio Uniqueness | Number of patents granted for truly novel concepts (not incremental improvements) related to new market space, and their strategic defensibility. | Increase unique patent filings by 15-20% annually for blue ocean projects |
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 Manufacture of measuring, testing, navigating and control equipment.
Capsule CRM
10,000+ customers worldwide • Includes Transpond marketing platform
CRM contact and interaction tracking gives growing teams visibility into customer sentiment and service history — reducing the risk of complaints escalating through missed follow-ups or inconsistent handling
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
CRM and NPS/CSAT tooling gives companies visibility into customer sentiment before it becomes a reputation event — and the infrastructure to respond with targeted, personalised messaging at scale
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.
Try HubSpot FreeAffiliate link — we may earn a commission at no cost to you.
Other strategy analyses for Manufacture of measuring, testing, navigating and control equipment
Also see: Blue Ocean Strategy Framework