Blue Ocean Strategy for Project X

7BU015
Paul Lambert - 2059393
Sustainable Strategic Management
Table of Contents

1.0 Introduction ...................................................................................................................................... 2

2.0 Current Strategy Canvas ................................................................................................................... 4

3.0 Four Actions Analysis ........................................................................................................................ 7

4.0 New Strategy Canvas ...................................................................................................................... 10

5.0 Commercial Viability ....................................................................................................................... 14

6.0 Value Chain ..................................................................................................................................... 16

7.0 Conclusion....................................................................................................................................... 19

8.0 References ...................................................................................................................................... 20

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1.0 Introduction

Project X is a globally recognised speciality lubricant manufacturer, who operate across all industrial
sectors, and offers a broad product portfolio including oils, greases, pastes and bonded coatings. Each
industry has a market manager, and their team who have global market responsibility for that
industry. This industry team give further sales development support to countries where Project X has
a physical presence. While the global sales support team support the countries where Project X has
distributors representing them but no physical presence in country. Project X has a reputation as a
supplier of speciality lubricants, with close links between themselves and Original Equipment
Manufacturers (OEM), Project X have positioned themselves in such a way where they offer the
recommended lubricants for new and existing equipment, which gives them exclusive
recommendations as well as access to otherwise unattainable markets.

The lubricants industry is a heavily populated industry with suppliers fighting for their market share.
However, the top main competitors to Project X are listed below;

 Fuchs Lubrictech
 Total Lubricants
 BP
 Shell
 Mobil

The main purpose of all lubricants is to reduce or remove friction between mechanical components.
In achieving this reduction or removal, lubricants extend service life by reducing heat and the rate of
mechanical failures of machine components.

The global lubrication industry is worth approximately 157.6 Billion USD at the end of 2021 and is
predicted to rise to approximately 182.6 Billion USD by the end of 2028, a compound annual growth
rate (CAGR) of 3.0% (Lubricants Market Size, Share | Industry Report, 2021-2028, 2022). The
substantial portion of this is made up by the automotive sector, which accounts for 70.25 Billion USD
in 2018 with projected growth to 79.9 Billion USD by 2026 a CAGR of 1.58% (Automotive Lubricants
Market Size, 2022). However, despite being a supplier to the automotive industry directly and through

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tier one & tier two suppliers, Project X does not offer engine oils to automotive client’s which accounts
for a substantial proportion of the sectors turnover.

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2.0 Current Strategy Canvas

The strategy canvas is a tool, which serves two purposes. Firstly, to assist the firm in understanding
the current strategy of competing firms operating within the same industry. Secondly, to identify
action points required by the firm to help develop their new blue ocean strategy (Kim and Mauborgne,
2005). Below is the strategy canvas for the lubrication industry reflecting on Project X and its
competitors.

Industry Strategy Canvas

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8
Level of Offerings

Project X
Fuchs Lubritech
Total Competitive Factors
Mobil

Price

The lubricant industry can be a very price focused market because of this price is a dominating factor
for buyers when purchasing lubricants of all types. Key players in the lubricants industry offer similar
products to each other, so differentiating between Project X and its competitors is a key challenge.
Pricing in the lubricants industry is typically done unit (Litre, KG, pieces), and based on expected
volume consumption of the customer.

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Compliance

Depending on which industry lubricants are supplied too, they must meet certain industry
requirements. For instance, products supplied to the food industry whereby the lubricant could have
incidental contact with food produce, these products must be compliant with the NSF H1 standards
(Not all food grade lubricants are created equal - ROCOL, 2022). Products must also be assessed to
comply with different religious (Halal & Kosher) bodies and assessed for allergens. Further to this
standard, all manufacturing facilities of NSF H1 lubricants must comply to ISO 21469, which makes
companies comply with the save manufacture of NSF H1 lubricants.

Other compliances bodies below;

 American Gear Manufacturers Association (AGMA)

 Environmental Acceptable Lubricants (EAL) for the maritime industry, which assesses
the biodegradability of the lubricant
 General Vessel Permit for ships entering US waters
 Registration, Evaluation, Authorisation, and restriction of Chemicals (REACH) which is
an EU standard to assess the risks of chemicals manufactured in the European Union
(Knight, 2005)

Innovation

The lubrication industry is continuously evolving with companies creating new products to meet the
challenges of ever-changing demands on manufacturing equipment. Lubricant manufacturers are also
investing in joint research projects with customers & Original Equipment Manufacturers (OEM). The
aim of innovation in the industry, is to support all sectors by developing products that go beyond what
the customer assumed was the limit for lubrication (Total Energies UK, 2022).

Technical Services

Lubrication companies will offer additional technical services in addition to the sales of their
lubricants. The aim of these services is to support the customer in maximising the performance of the
lubricant, while maintaining their equipment integrity and reliability. These services can take different
forms, as detailed below;

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  Lubricant sampling and analysis – to enable the customer to understand the condition of their
lubricants to extract the maximum life and performance out of the product
 Failure mode analysis – Assisting customers to understand why their mechanical components
have failed. Support is then provided to the customer to improve the reliability of their
equipment (HAMBLETON, 2005)
 Lubrication surveys – Detailing all lubrication points on a customer’s site and making lubricant
recommendations for each component based on its influencing factors (speed, temperature,
load, ambient media)
 Mechanical services – Repairs of large gears as seen in industries such as the cement industry.
These repairs, extend the life of gears and improve asset reliability (Our Service for Open Gears
| FUCHS LUBRITECH, 2022)

Digitalisation

With the rapidly changing world of industry, lubricant suppliers are developing products and services
to meet the challenges of industry 4.0. Utilizing the Information of Technology (IOT) and cloud
computing, companies are collaborating with partners to develop sensors to monitor, measure and
report on condition of their lubricants in real time, enabling the customers to make condition-based
changes as opposed to time-based changes (Ghouat, Haddout and Benhadou, 2021). This will increase
overall equipment efficiency (OEE) and reduce the total cost of ownership (TCO) of the equipment.

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3.0 Four Actions Analysis

The four-action analysis is vital in creating a blue ocean strategy. When a firm uses the four-action
analysis framework alongside the industry strategy canvas, it can gain critical insights for development
of their firm. The four-action analysis gives them the opportunity to evaluate the areas of the
operation and industry to develop a new strategic canvas. The framework assists in identifying which
elements from their business should be eliminated, reduced, raised and what are the new
opportunities to create unique products or services for the end user (Kim and Mauborgne, 2005). In
this four-action analysis we evaluate Project X to reconstruct their blue ocean strategy.

3.1 Raise

There are two areas of the strategy canvas to raise for Project X. This will be to create true value in
Project X’s total package and provide buyers with value innovation. In raising these competitive factors
Project X will be achieving levels the industry has not previously seen and create additional value for
the buyer (Kim and Mauborgne, 2022). The competitive factors for Project X to raise are Technical
Services and Digitalisation. Project X will enhance the technical services it already offers, Project X will
develop additional services with links to Digitalisation.

With the push towards industry 4.0, Project X will develop its service offering by creating a portfolio
of service partnerships with industry specific experts to offer services beyond just lubrication. As well
as developing a comprehensive approach towards lubrication and asset integrity. These service
partnerships will enhance the image of Project X, showing a clear desire to offer best in class service
to its customers while moving ahead of its competition in this area. Utilising industry experts will also
share the cost burden in development of the service portfolio between Project X and the service
partners. These partnerships will look to use digital functions to monitor machine when in operation,
translate the data received and present it on a relevant dashboard for the customer to use and
maintain their machine functions of which lubrication is vital.

Project X will continue to evolve its online lubrication management platform, while also incorporating
new modules to visualise data. Using the developed partnerships and the knowledge within Project X
research and development centres globally, Project X and partners will develop sensor technology and
will move to develop enhanced services for online oil condition monitoring systems. Technical service

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engineers at Project X will carefully select these sensors, to realise the customer critical data to
maintain performance and asset reliability.

3.2 Creation

The competitive factor Project X will create as part of their blue ocean strategy is sustainability. By the
processes used in sourcing raw materials (base oils, additives, thickeners), the lubricant industry has
a direct and significant impact on the environment. The major consequence of the oil industry is
pollution, with pollution being directly associated with all aspects of production, distribution, and end
user usage of oil-based products (Mariano and La Rovere, 2017). The objective of Project X will be to
reduce its own footprint and handprint to achieve carbon neutrality by 2030. The footprint of a
business is the environmental & social consequences of its actions that it needs to continue. However,
the handprint is the environment & social changes the firm influences on its customers by its own
actions (Footprints and Handprints: The Ripple Effects of our Presence | Trim Tab, 2022).

As Project X reduces its handprint on its customers this will be having a direct and significant reduction
on its customers footprint. Project X will achieve this by supporting their customers move from low
performance lubricants to high performance energy efficient lubricants. Mineral oils by their nature,
have a high co-efficient of friction and this has a direct impact on the ageing and therefore the lifetime
of the product. Supporting customers change to energy efficient synthetic oils will extend lubricant
lifetime by a factor of 3-5 times (Synthetic Oil Explained | Synthetic vs. Conventional Oil |Machinery
Lubrication, 2022). A by-product of the transition to synthetic oils, is the reduction in waste oil
generation. This reduction in waste oil, will reduce the volume of oil been disposed of and remove the
risks of this oil been disposed of incorrectly this reduction will also be to a factor of 3-5 times. Research
suggests that just one litre of waste oil can contaminate up to one million litres of water and can have
a devastating environmental impact (The Impact of Oil on The Environment, 2022).

In creating a new competitive factor, Project X will develop as an energy consulting provider.
Collaborating with its customers, to identify assets on their sites, which consume substantial amounts
of electricity. Project X believe that when making the change from mineral oils to synthetic oils, energy
savings of up to 6% are achievable. Project X will create an energy management process and reporting
system, whereby they use machine specific data to determine energy consumption before the change
of oil from mineral to synthetic, and after the change. This will give the customer quantified savings
based on their application specifics and has a direct impact on the handprint of Project X.

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This brings multiple benefits to our customers, the monetary saving from the reduction in energy
consumption, with a direct link to reduction in carbon trading scheme (CTS) payments which had risen
to €61 per tonne of CO2 in August 2021 (Carbon price rises above €60 to set new record, 2022). The
carbon trading scheme is a vital tool used by governments and economic unions such as the European
Union to combat climate change and reduce greenhouse emissions (EU Emissions Trading System (EU
ETS), 2022). A clear example of this is with the cement industry. The cement industry produced an
estimated 4281 mega tonnes of cement in 2020, with a CO2 intensity of 0.59 tonnes CO2 per tonne of
Cement (Cement – Analysis - IEA, 2022). This means the cement industry globally emitted an
estimated 2.525 billion tonnes of CO2, meaning a 6% reduction would prevent approximately 151.5
million tonnes of CO2 from entering the earth’s atmosphere, and eliminate potential CTS payments of
up to €9.2 billion per annum, as well as the savings created through using less energy.

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4.0 New Strategy Canvas

Below is the revised strategy canvas Project X reflecting the blue ocean strategy. The new strategy
canvas reflects the four-action analysis conducted on Project X and will explain the areas raised &
created.

New Strategy Canvas

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8
Level of Offerings

Competitive Factors

Price

Project X are positioned as a premium supplier of lubricants. They offer unique products with
extensive product development, continued research & development, because of these reasons
Project X can be identified as Differentiation when using Michael Porters Competitive Strategies
Model (O'SHAUGHNESSY, 1996). Because of this Project X uses a value selling approach, to
differentiate from the price of their products by volume (litres, kilograms, pieces). This value selling
approach, aims to differentiate Project X products from its competitors via different parameters
including Total Cost of Ownership (TCO), Overall Equipment Efficiency (OEE) and other sustainability
measures.

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Compliance

Compliance will remain at the forefront of Project X’s thinking. Developing lubricants which are both
environmentally acceptable and of high performance. Project X will also work to be ahead of the curve
on compliance related topics such as MOSH (Mineral Oil Saturated Hydrocarbons) and MOAH (Mineral
Oil Aromatic Hydrocarbons) which while currently unregulated, both can pose health risks if ingested
due to their accumulation in the liver and/or lymphoid system which can cause long term health risks
(What are MOSH and MOAH? - Golden Agri-Resources, 2022). Project X will continue to understand
these risks and making the changes to their processes to eliminate the risks of these substances
entering their products and then latterly the food chain.

Innovation

Project X already hold a strong position in the lubrication industry for their research & development.
The position has been achieved and maintained over many years, due to the high number of industry
standard test facilities, and several test rigs Project X built which are application specific. The firm will
continue to invest in newest generation test facilities and with the changing face of industry develop
its own test equipment to meet OEM and customer requirements.

As part of Project X’s sustainability focus, raw material innovation will be critical. Moving away from
raw materials with large environmental impacts, to more sustainably sourced materials such as Hydro
Lubricants which use water as a functional element of the lubricant (Hydro Lubricants: water-based
lubricants for industrial applications, 2022).

Quality

Project X already has very high-quality standards which forms part of their brand image. This
reputation for high quality and performance will continue following the changes to the strategy
canvas. With the drive creation of the new sustainability competitive factor, Project X will develop
new strategic partnerships with suppliers to maintain these standards when developing and selecting
new raw materials and suppliers.

Technical Services

Project X will form several technical partnerships with industry experts to bring additional value to
their customers. This value will provide Project X’s expertise in lubrication, accompanied by the
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partners expert knowledge in their specific area. Continuing to develop these partnerships, to become
the exclusive recommendation by the partners for lubrication solutions for their customers, which
further expands Project X’s reach into business which may as of now not be engaged with.

Further development of Project X’s own in house technical services. Generating standards for these
services and ensuring through the Technical Service Managers (TSM) that these standards are
delivered on a global scale, to create uniformity across the different business units. The uniformity
will enable greater flexibility in the business and enable Technical Service Engineers (TSE) the ability
to move between business units seamlessly and without disruption for the customer.

Digitalisation

Digitalisation is going to be key to managing lubrication in the future, understanding machine &
component condition, and lubricating based on this information as opposed to the traditional view of
time-based lubrication. Traditional time-based lubrication has been part of preventative maintenance
plans for several years, this practice premeditates lubrication based on operating time, or a calendar
anniversary (day, week, month). However, the moved to condition-based lubrication will save both
engineer time and increase overall equipment efficiency (Move from Time- to Condition-Based
Lubrication - Efficient Plant, 2022).

The condition-based lubrication strategy lends itself to digitisation. For operators understanding the
condition of their machine & its components is critical to maintaining their equipment and meeting
production demands. Working with sensor technology companies Project X will develop digital
software to gather and interpret the data and provide alerts or instructions to engineers based on
this. These sensors will be able to measure oil condition, to determine the age and performance of
oils, and vibration and ultrasound to determine the condition of elements such as bearings. Additional
to this, Project X will develop automatic lubricating equipment that can operate based on the data it
receives from these sensors, applying the correct amount of lubricant based on the condition and
requirements of the component (Condition-based Lubrication with LUBExpert, 2022).

Sustainability

Project X will begin the phase out of mineral oil-based products and move exclusively to synthetic
based lubricants, this change will directly affect both the footprint & handprint of Project X. While also
bringing the discussed benefits directly to the customer. For Project X sustainability will not just be
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about the products they make and supply, but also how they act. As part of the new competitive
factor, Project X will review other areas of the business, and amend its operations to become a more
sustainable business. Areas which will be considered;

 Renewable energy solutions for powering their buildings

 Elimination of single-use plastics
 Move to electric vehicles for all employees who have company vehicles
 Move to sustainably sourced raw materials

These business changes as part of the creation of the sustainability competitive factor, will set Project
X off as a leader in its industry for sustainability. Bringing new value innovation to their customers.

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5.0 Commercial Viability

The report now focuses on the commercial viability of Project X. To ascertain this, I am using three
parts of the six paths framework. Which helps to generate and communicate a clear and concise
strategy for the firm (Kim and Mauborgne, 2005). The areas to where Project X will focus its efforts
and diverge from their competitors are below. These areas are linked, as the focus on innovation will
support the divergence towards being the most sustainable lubricants manufacturer on the market.

5.1 Focus

Project X will focus on innovation of fresh solutions, to support its activities towards becoming the
most sustainable lubricants manufacturer on the market. This innovation will take the form of new
formulas and the creation and use of new sustainable and environmentally acceptable base oils,
additives, thickeners and solids which are used in the formulation of lubricants. Using unique non-
toxic materials to provide high quality, high performance sustainable products. Further exploring the
use of natural resources in production of lubricants and understanding the benefits of these could
bring to the firm.

Innovation will not just focus on products but also structural & manufacturing processes and
improving the efficiency of these process for making lubricants. The implementation of efficiency
improvements will improve product availability and delivery as well as financial benefits to the firm
by reducing the operational costs and increasing its gross profit.

5.2 Divergence

The drive towards sustainability will separate Project X from its competitors in the short, medium and
long term. The change in business philosophy from low-price, high-volume mineral oil-based
lubricants to a high-price, low-volume synthetic oils future will be the driver. This change in industry
outlook towards sustainable manufacturing processes will help to position Project X in a prime
industry position.

This divergence from the industry will create a unique area for Project X to operate, whereby they
become the industry leaders in energy efficient sustainable lubricants, and how lubricant performance
influences energy consumption & emissions. Project X will begin to influence manufacturers of

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machinery, to use these high-performance products and delivery of energy efficient machinery for the
industry there serve.

5.3 Tagline

“Removing the friction of change, to a greener more sustainable future”

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6.0 Value Chain

Value chain analysis is used to support the decision-making process that effect the firm’s competitive
position and profitability. This analysis helps high performing firms understand their resources. These
can be separated into primary activities & secondary activities (Ensign, 2001). Primary & secondary
activities can be described as below.

Primary – Activities that directly add value to customers in the supply of products, such as sales.
distribution & production

Secondary – Support activities are the areas of the business not linked to provision of product to
customers but add value to the primary activities

(Fearne, Garcia Martinez and Dent, 2012)

When completing the value chain analysis for Project X the first stage is to identify the method of
thinking, supply chain thinking or, value chain thinking. With the strategic canvas of Project X, it can
be identified as a value chain thinking firm. This is identifiable in across the four areas of value chain

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thinking, objectives, material flow, information, relationships (Fearne, Garcia Martinez and Dent,
2012).

Objectives - The various products and services that Project X offer as part of their value selling
approach

Material flow - Project X have a huge focus on quality of their products, services, and partnerships.
With demand the main driver over, using all available capacity. This improves material flow

Information – Sharing of information both internally and external with service partners are seen to
generate competitive advantage in the market

Relationships - The relationships it fosters are collaborative both internally and with externally expert
service providers, Sharing resources and risk to generate shared benefits

(Fearne, Garcia Martinez and Dent, 2012)

The second stage of value chain analysis is to identify what type of value chain the firm sits with in. In
the case of Project X, it is easily identifiable as a manufacturing by the processes and structures it
operates (Haderberg and Rieple, 2008). This value chain is then split to identify the previously
mentioned primary and support activities. These primary and support activities and how they
successfully interact is vital to providing the firm with the competitive advantage within their chosen
industry, when the business activities are understood, and the competitive advantages are identified,
this forms the basis of the firm’s strategy discipline (O'Shannassy, 2008). An additional result of value
chain analysis is identification of assets that are available to the firm. These will not just be physical
assets, but also financial, human, intellectual, and reputational assets. Decisions can then be made on
how best to deploy these assets to support the current and future activities.

With the decisions made by Project X and their focus on becoming the leaders in sustainable
lubrication, it can use value chain analysis to identify the resources it needs to realise this target.
Firstly, there must be significant investment, to develop the technology and raw material sources to
produce such sustainable products. Product design and development will be central as a primary
activity to these new developments. However, it is not possible for this activity to realise the goal with
out support activities, In this instance multiple support activities are required. Development of new
products and services, requires financial support and planning which comes from headquarter
functions. Further to this, procurement must be involved, to develop new suppliers, source new
equipment and plan material orders. Without these support activities, the aim of Project X to create
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sustainable lubricants would not be possible to achieve. Support activities can also function as bridges
to other primary activities with Project X. With the development of the new products, procurement
will influence both product design and supply. This is because procurement must make sure that
products and suppliers are selected, and materials are delivered on time to meet the development
deadlines as set out in the planning activities. These bridge creations will be used to identify and create
Project X’s competitive advantage, this could be termed as ‘Calibration.’ Below are the primary
activities and their linked supporting activities;

Product Design and Development - Procurement, Finance & Planning, HR, and Technology

Supply - Procurement, Finance & Planning

Operations - Procurement, Finance & Planning and HR

Marketing & Sales - Procurement, Finance & Planning and HR

After sales & Service - Procurement, Finance & Planning and Technology

What we learn from this, is that strong procurement and financial leadership underpin all primary
activities for Project X, with other support activities playing smaller but significant roles in the value
chain. Further to this, no matter how good the business primary functions are, without staunch
support activities true value is extremely hard to deliver.

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7.0 Conclusion

This assignment began with an overview of Project X and its current operations. Followed by an outline
of the major players within the industry and a financial overview of the lubricants industry. It then
continued to evaluate the current industry strategy canvas with Project X’s position within the industry
judged against its competition.

Then using a four-action analysis, the study identified the areas for Project X to raise and create as
part of their blue ocean strategy. These areas analysed to provide depth to these arguments, and a
new strategy canvas that has was created for Project X. The report then turns to the areas of the
strategy canvas that Project X will give increased focus to innovation in the lubricants it will diverge
away from the rest of the lubricants industry to drive sustainability and create buyer value in this
sector. A new tagline was developed for Project X “Removing the friction of change to a green future.”
This tagline uses the main purpose of lubricants in removing or reducing friction, and Project X new
sustainable future goal.

The report continues to understand the value chain of the business, and which primary and support
activities Project X use to manage their business. Further to this it explores how these primary and
support activities work in tandem to bring value to Project X’s customers and stake holders.

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