蓝色星球的生命能源分析blue-ocean-strategy

BlueOceanStrategyW.ChanKimandReneeMaubourgneEditedbyChitchaiP.GJI,[e-mail](BOS)CreatingBlueOceanAnalyticalToolsandFrameworks2.FormulatingBlueOceanStrategyReconstructMarketBoundariesFocusonBigPictureReachBeyondExistingDemandGetStrategicSequenceRight3.ExecutingBlueOceanStrategyOvercomeKeyOrganizationHurdlesBuildExecutionintoStrategyConclusionGJI,[e-mail](BOS)CreatingBlueOceanAnalyticalToolsandFrameworks2.FormulatingBlueOceanStrategyReconstructMarketBoundariesFocusonBigPictureReachBeyondExistingDemandGetStrategicSequenceRight3.ExecutingBlueOceanStrategyOvercomeKeyOrganizationHurdlesBuildExecutionintoStrategyConclusion1.BlueOceanStrategy(BOS)GJI,[e-mail]4CreatingBlueOceanNewMarketSpaceTheContinuingCreationofBlueOceansTheImpactandImperativeofCratingBlueOceansFromCompanyandIndustrytoStrategicMoveValueInnovation:TheCornerstoneofBOSTheSixPrinciplesofBOSGJI,[e-mail]6ValueInnovation:TheCornerstoneofBOSCostsBuyerValueValueInnovationTheSimultaneousPursuitofDifferentiationandLowCostGJI,[e-mail]nStrategyCompeteinexistingmarketspaceBeatthecompetitionExploitexistingdemandMakethevalue-costtrade-offAlignthewholesystemofafirm’sactivitieswithitsstrategicchoicesofdifferentiationorlowcostFocusesonadaptingtoexternaltrendsastheyoccurCreateuncontestedmarketspaceMakethecompetitionirrelevantCreateandcaptureuntappeddemandBreakthevalue-costtrade-offAlignthewholesystemofafirm’sactivitiesinpursuitofdifferentiationandlowcostParticipatesinshapingexternaltrendsovertimeBlueOceanStrategyGJI,[e-mail]8TheSixPrinciplesofBOSExecutionPrinciplesOvercomekeyorganizationhurdlesBuildexecutionintostrategyRiskFactorEachPrincipleAttenuates↓Organizationrisk↓ManagementriskFormulatingPrinciplesReconstructmarketboundariesFocusonthebigpicture,notthenumbersReachbeyondexistingdemandGetthestrategicsequencerightRiskFactorEachPrincipleAttenuates↓Searchrisk↓Planningrisk↓Scalerisk↓BusinessmodelriskGJI,[e-mail]9AnalyticalToolsandFrameworksStrategyCanvasFourActionsFrameworkEliminate-Reduce-Raise-CreateGridThreeCharacteristicsofaGoodStrategyGJI,[e-mail]10StrategyCanvasUSWineIndustryinthelate1990sHighPriceLowPremiumWinesBudgetWinesWinerangeWinecomplexityVineyardprestigeAgingqualityAbove-the-linemarketingUseofenologicalterminologyanddistinctionsinwinecommunicationGJI,[e-mail]11FourActionsFrameworkREDUCEWhichfactorsshouldbereducedwellbelowtheindustry’sstandards?CREATEWhichfactorsshouldbecreatedthattheindustryhasneveroffered?ELIMINATEWhichofthefactorsthattheindustrytakeforgrantedshouldbeeliminated?RAISEWhichfactorsshouldberaisedwellabovetheindustry’sstandard?ANewValueCurveGJI,[e-mail]12Eliminate-Reduce-Raise-CreateGridCaseStudy:YellowTailReduceWinecomplexityWinerangeVineyardprestigeCreateEasydrinkingEaseofselectionFunandadventureEliminateEnologicalTerminologyAgingqualitiesAbove-the-lineMarketingRaisePriceversusbudgetwinesRetailstoresinvolvementGJI,[e-mail]13ANewValueCurve–StrategyCanvasofYellowTailHighPriceEasydrinkingEaseofselectionLowPremiumWines[yellowtail]BudgetWinesFunandadventureWinerangeWinecomplexityVineyardprestigeAgingqualityAbove-the-linemarketingUseofenologicalterminologyanddistinctionsinwinecommunicationCREATEREDUCEELIMINATERAISEGJI,[e-mail]14StrategyCanvas:SouthwestAirlinesHighPriceMealsLoungesSeatingclasschoiceHubconnectivityFriendlyServiceSpeedFrequentPint-to-pointdepartureLowAverageAirlinesSouthwestAirlinesCarTransportGJI,[e-mail]15StrategyCanvas:CirqueduSoleilHighPriceStarperformersAnimalshowsMultipleshowarenaFunandhumorThrillandchallengeUniquevenueThemeLowRinglingBros.&Barnum&BaileyCirqueduSolielSmallerRegionalCircusesRefinedwatchingenvironmentMultipleProductionArtisticmusicanddanceAisleconcessionsGJI,[e-mail]16ThreeCharacteristicsofaGoodStrategyFocusDivergenceCompellingTaglineGJI,[e-mail](BOS)CreatingBlueOceanAnalyticalToolsandFrameworks2.FormulatingBlueOceanStrategyReconstructMarketBoundariesFocusonBigPictureReachBeyondExistingDemandGetStrategicSequenceRight3.ExecutingBlueOceanStrategyOvercomeKeyOrganizationHurdlesBuildExecutionintoStrategyConclusion2.FormulatingBlueOceanStrategyGJI,[e-mail]18ReconstructMarketBoundariesPath1:LookAcrossAlternativeIndustriesPath2:LookAcrossStrategicGroupswithinIndustriesPath3:LookAcrossChainofBuyersPath4:LookAcrossComplementaryProductsandServiceOfferingsPath5:LookAcrossFunctionalorEmotionalAppealtoBuyersPath6:LookAcrossTimeGJI,[e-mail]19StrategyCanvas:NetJetsPath1:AlternativeIndustryHighPrice(fixedpurchase+variablepriceperflight)Needforcustomertomanageaircraft(AircraftM&A)DeadheadcostsSpeedoftotaltraveltimeEaseoftravel(include.Check-in,customs,etc.FlexibilityandreliabilityIn-flightserviceLowPrivateJetCorporatetravelNetJet’sValueCurveCommercialAirlinesFirstandBusiness-Classes