Blue_Ocean_Strategy

BlueOceanStrategyDongWEIOutlineI.IntroductionII.BasicAnalyticalToolsandFrameworksIII.FormulatingBOSIV.ExecutingBOSV.ConclusionI.Introduction:BOSvs.ROSRedOceanStrategy(ROS):basedoncompetition,andguidedbyPorter’sGenericStrategiesandFiveForcesModelBlueOceanStrategy(BOS):Anewword,butnotanewconception.Theonlywaytobeatthecompetitionistostopcompetingwitheachother.（韩）金、（美）莫博涅著，I.Introduction:BOSvs.ROS86%14%39%61%62%38%業務推動營收影響獲利影響新业务项目收入上的影响利润上的影响RedOceanProgrammeBlueOceanProgrammeTheProfitandGrowthConsequencesofCreatingBlueOceansI.Introduction:BOSvs.ROSTherisingimperativeofcreatingblueoceansValueinnovation:thecornerstoneofBOS.CostsValueInnovationBuyerValueThesimultaneousPursuitofDifferentiationandLowCostI.Introduction:BOSvs.ROSKeyDifferencesofBOSfromROS:ROSBOSCompeteinexistingmarketspaceCreateuncontestedmarketspaceBeatthecompetitionMakethecompetitionirrelevantExploitexistingdemandCreateandcapturenewdemandMakethevalue-costtrade-offBreakthevalue-costtrade-offAlignthewholesystemofafirm’sactivitieswithitsstrategicchoiceofdifferentiationorlowcostAlignthewholesystemofafirm’sactivitiesinpursuitofdifferentiationandlowcostII.BasicAnalyticalToolsandFrameworks1.Strategycanvas战略布局图2.Fouractionsframework四步动作框架3.“ERRC”grid––eliminate-reduce-raise-creategrid“剔除-减少-增加-创造”坐标格4.Casediscussion-CirqueduSoleil5.Conclusion1.StrategyCanvasThestrategycanvasisbothadiagnosticandanactionframeworkforbuildingacompellingblueoceanstrategy.Itcapturesthecurrentstateofplayintheknownmarketspace.Thisallowsyoutounderstand:wherethecompetitioniscurrentlyinvesting,thefactorstheindustrycurrentlycompetesoninproducts,service,anddelivery,andwhatcustomersreceivefromtheexistingcompetitiveofferingsonthemarket.E.g.U.S.wineindustry背景介绍：U.S.wineindustry美国葡萄酒消费量居世界第三位。然而这个价值200亿美元的产业竞争异常激烈。加州葡萄酒厂家统治国内市场，夺取了全美葡萄酒销售额的2/3。这些葡萄酒和进口葡萄酒针锋相对的竞争。后者来自法国、意大利、西班牙、智利、澳大利亚、阿根廷。再加上俄勒冈州、华盛顿州及纽约州的葡萄酒供给日益增加，加州又添了新成熟的葡萄园，市场上各类葡萄酒的数量呈爆炸性增长。然而美国消费者基数基本上停滞不前。从人均葡萄酒消费量来看，美国仍处于世界第31的位置上。激烈的竞争推动了产业合并。八家顶尖企业制造了全美75%的葡萄酒，而其他约1600家葡萄酒厂总共才生产剩余的25%。几个主要企业的支配地位使得他们可以对分销商施加影响，赢得货架空间，并能把数百万计的资金划入超标准的营销预算中。同时，全美的零售商和分销商之间也经历着合并，这提高了他们面对众多葡萄酒厂家的讨价还价的能力。为了抢占零售和分销位置，酒厂之间一片激战，令人叹为观止。那些实力弱、管理差的公司日益被挤得靠边站，葡萄酒业也开始面临降价的压力。背景介绍：U.S.wineindustry简而言之，美国的葡萄酒产业面临激烈的竞争，攀升的价格压力，零售和分销渠道的讨价还价能力日益增长。尽管可供消费者选择的品种众多，需求却并无增长。以常规战略思维来看，这个产业不怎么有吸引力。对战略家来说，关键问题是，如何冲破红海中的血腥竞争，彻底甩脱竞争，开拓并取得无人争抢的市场空间中的蓝海？HighLowPremiumWinesBudgetWinesCase:U.S.WineIndustry’sstrategycanvas2.FourActionsFrameworksToreconstructbuyervalueelementsincraftinganewvaluecurve,wehavedevelopedthefouractionsframeworkTobreakthetrade-offbetweendifferentiationandlowcostandtocreateanewvaluecurve,therearefourkeyquestionstochallengeanindustry’sstrategiclogicandbusinessmodel:Whichofthefactorsthattheindustrytakesforgrantedshouldbeeliminated?Whichfactorsshouldbereducedwellbelowtheindustry’sstandard?Whichfactorsshouldberaisedwellabovetheindustry’sstandard?Whichfactorsshouldbecreatedthattheindustryhasneveroffered?2.FourActionsFrameworksANewValueCurveReduceWhichfactorsshouldbereducedwellbelowTheindustry’sstandard?CreateWhichfactorsshouldbecreatedthattheindustryhasneveroffered?RaiseWhichfactorsshouldberaisedwellabovetheindustry’sstandard?EliminateWhichofthefactorsthattheindustrytakesforgrantedshouldbeeliminated?3.ERRCGridBasedontheactionframeworkE.g.Thecaseof“YellowTail”Eliminate消除-Enologicalterminologyanddistinctions-Agingqualities-Above-the-linemarketingRaise提升-Pricevs.budgetwines-RetailstoreinvolvementReduce减少-Winecomplexity-Winerange-VineyardprestigeCreate创造-Easydrinking-Easeofselection-FunandadventureYellowTailPremiumWinesBudgetWinesYellowTailWine西南航空公司速度候机室友好服务频繁的点对点直航起飞班次低高汽车旅行餐饮价格一般航空公司可供选择的座舱等级中转枢纽西南航空美国西南航空是一家总部设在达拉斯的美国航空公司。在载客量上，它是世界第3大航空公司，在美国它的通航城市最多。与国内其他竞争对手相比它是以“打折航线”而闻名，从1973年开始它每年都赢利。山寨机的蓝海战略布局图和坐标格手机成为“日常消费品”最低的目标成本确保价格成为竞争力主攻农村及二、三级市场独特的个性价格质量目标客户群功能低高个性山寨机知识产权牌照普通手机营销售后服务4.CaseDiscussion-CirqueduSoleilWhatkindofservicedoesthetraditionalcircusprovide?StrategyCanvasofCirqueduSoleilticketpricemultiplepackagesaestheticsthemeuniquestageExcitement&thrillfun&humormulti-stagepeddlerAnimalperformancestaractordance&music玲玲马戏团太阳马戏团小型区域性马戏团4.ConclusionThreecharacteristicsofagoodstrategy:Focus重点突出Divergence另辟蹊径Compellingtagline令人信服的主题句III.FormulatingBOS1.ReconstructMarketBoundaries重建市场边界2.FocusontheBigPicture,NottheNumbers注重全局而非数字3.ReachBeyondExistingDemand超越现有需求4.GettheStrategicSequenceRight遵循合理的战略顺序1.ReconstructMarketBoundaries因为在红海竞争力看不到蓝海商机跳脱传统竞争思维，改变价值曲线根据自身的条件、重建市场边界，避免无谓的探索和搜寻，减少搜寻风险(SearchRisk)1.ReconstructMarketBoundariesThere’resixpathstoreconstructmarketboundaries:Path1:Lookacrossalternativeindustries跨越他择产业Path2:Lookacrossstrategicgroupswithinindustries跨越战略集团Path3:Lookacrossthechainofbuyers跨越买方链Path4:Lookacrosscomplementaryproductandserviceofferings跨越互补性产品和服务项目Path5:Lookacrossfunctionaloremotionalappealtobuyers跨越针对卖方的功能与情感导向Path6:Lookacrosstime跨越时间1.ReconstructMarketBoundariesConceivingnewmarketspacethroughthepaths.硬碰硬的竞争开创蓝海产业专注于产业内的对手跨越他择产业看市场e.g.NetJets战略集团专注于战略集团内部的竞争地位跨越产业内不同的战略集团看市场e.gCu