The global phenomenon, embraced by business worldwide and now published in more than 40 languages.
This international bestseller challenges everything you thought you knew about the requirements for strategic success.
Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future.
In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renee Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"—untapped new market spaces ripe for growth. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade.
Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future.
W. Chan Kim is the Co-Director of the INSEAD Blue Ocean Strategy Institute and a Chair Professor of Strategy and International Management at INSEAD. His book Blue Ocean Strategy, co-authored with Renée Mauborgne, has sold 3.6 million copies and is recognized as one of the most iconic and impactful strategy books ever written. It is being published in a record-breaking 44 languages and is a bestseller across five continents.
Kim is ranked in the top 3 management gurus in the world in the Thinkers50 listing of the World’s Top Management Gurus. He was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and was named among the world's top 5 best business school professors by MBA Rankings. He also received the Nobels Colloquia Prize for Leadership on Business and Economic Thinking. He is a Fellow of the World Economic Forum and an advisory member for the European Union. He also serves as an advisor to several countries.
這本是最近相當熱門的企管書。書中提到的主要觀念是,企業需要不斷開創創新的無人市場(藍海),而不僅僅在原有的圈子裡去和同業做慘烈廝殺(紅海)。兩位作者觀察、追蹤了150個企業案例,發現沒有能永遠優秀的產業,同時也沒有永遠優秀的企業。能夠勝出的企業,關鍵在於是否能...
評分也许一个小摊小贩也正在实施蓝海战略。 因为去除书中看似学术的东西(如战略布局图、战略分析元素等)后,再看本书,其实它就是讲的一句话:从更宏观的角度看待市场,既要看到现有顾客也要看到非顾客,然后他们作为整体考虑,把握他们的需求共同点,并设法满足之。而以后的蓝海...
評分 評分http://i.mop.com/VClife/blog/2007/05/22/4239230.html 一次在杭州开会,中午吃饭的同座是做医疗广告网站的创业者,和他聊得过程中,他不断地表明自己开创的是一片蓝海。当时,虽然没有读过这本书,但是我知道他说的蓝海是指未开发的市场需求。而且,他作的行业我曾经关注过...
評分守住红海比寻找蓝海更重要 大企业如何做红海? 蓝海战略并非是大企业的最佳法则,越来越多的优秀企业家意识到,保持红海中的竞争力更为必要。可以将德鲁克的话反过来引用:“不是基于审美和道德,而是因为经济上的原因。” “小企业才做蓝海呢。”一名大企业的高管在饭桌上...
等,寫REVIEW
评分全麵分析自己企業的優劣勢,然後做齣一個戰略麯綫,增強那部分、減弱那部分,已獲得新的産品或服務形態,取得優勢進入藍海。
评分一般
评分對Michael Porter大作的很好的補充。的確多數公司十分在意自己的市場份額,十分在意顧客滿意度,導緻瞭對於在已有市場和顧客群中的紅海過度競爭: 用更低的成本提供更好的産品。不可否認很多公司在紅海中有巨大的競爭優勢以緻始終處於不敗之地,但遊到藍海中也仍是個很好的方嚮。 核心觀點其實和Michael Porter有些神似,競爭優勢一定來源於做瞭一係列與眾不同的事情。但一些概念還是很反常識的,比如先定價再定成本,不要細分顧客群而是閤並顧客群,low cost和differentiation並非相互排斥等等。值得一讀。
评分對Michael Porter大作的很好的補充。的確多數公司十分在意自己的市場份額,十分在意顧客滿意度,導緻瞭對於在已有市場和顧客群中的紅海過度競爭: 用更低的成本提供更好的産品。不可否認很多公司在紅海中有巨大的競爭優勢以緻始終處於不敗之地,但遊到藍海中也仍是個很好的方嚮。 核心觀點其實和Michael Porter有些神似,競爭優勢一定來源於做瞭一係列與眾不同的事情。但一些概念還是很反常識的,比如先定價再定成本,不要細分顧客群而是閤並顧客群,low cost和differentiation並非相互排斥等等。值得一讀。
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