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什么是蓝海战略?

The Explainer: Blue Ocean Strategy

In 1984, Guy Laliberté co-founded Cirque Du Soleil.
1984年 盖伊·拉里伯特参与创办了太阳马戏团
Soon, Cirque was bringing in revenues
不久 太阳马戏团就实现了
that incumbents, like Ringling Brothers,
像润林兄弟这些老牌马戏团
had taken more than a century to attain,
经过一个多世纪才能取得的收入
even though the circus business was in long term decline.
即使马戏团行业的生意长期处于衰落中
How did Cirque thrive in such a dismal environment?
太阳马戏团是怎样在糟糕的市场中成功的呢?
The answer can be found in the theory
W·钱·金和勒妮·莫博涅教授最早提出了一个概念
that the business universe consists of two kinds of markets, red oceans and blue oceans,
商业世界由红海和蓝海两种市场组成
a concept pioneered by inset professors, W Chan Kim and Renée Mauborgne.
我们可以在这个理论中找到答案
Red oceans represent existing industries and markets
红海指现有的行业和市场
where industry boundaries and the rules of competition are well-defined.
行业界限和竞争规则清晰明确
Companies strive to outperform rivals
企业努力超越竞争对手
and grab a bigger share of existing demand.
并且在现有需求中抢占更大份额
As the space gets crowded,
随着空间越来越窄
fierce competition turns the water bloody.
激烈的竞争让海水变得血红
Competitive or market competing strategy is
市场竞争策略是关于
about how to occupy red oceans.
如何占领红海市场
By contrast, blue ocean, or market creating strategy,
相反的 蓝海 或者说市场创造策略
is about how to create and capture unknown markets
是关于怎样去创造和抓住未知市场
where demand is created rather than fought over.
去创造需求而不是争抢需求
In some cases, this spawns entirely new industries,
在某些情况下 这催生了全新的产业
but most blue oceans emerge
但当一家公司
when a company alters the boundaries of an existing industry
改变现有行业的界限时 蓝海才会出现
as when Cirque du Soleil blurred the line between circus and theater.
就像太阳马戏团模糊了马戏和戏剧之间的界限
Cirque made the acts more artistic and sophisticated,
让表演更富有艺术性且精致成熟
attracting a whole new group of customers,
吸引了一批全新顾客
adults who are prepared to pay premium ticket prices
这些顾客愿意将花在戏剧和歌剧上的钱
that they would for the theater or the opera.
用来购买马戏团的高价门票
Cirque also eliminated several elements of the traditional circus,
太阳马戏团也淘汰了一些传统元素
like costly animal acts and star performers.
比如高昂的动物表演和明星演员
Cirque invented a new and profitable market space
太阳马戏团创造了利润丰厚的新市场
without making the typical trade-off between value and cost.
而不是在价值和成本之间进行一贯的利弊权衡
Cirque pursued both differentiation and low cost,
太阳马戏团追求差异化和低成本
in what Kim and Mauborgne called value innovation.
金和莫博涅称之为价值创新
The simultaneous pursuit of value and cost
同时追求价值和成本是
is the logic of Blue Ocean strategy.
蓝海战略的逻辑所在
Based on their study of more than 30 industries,
基于他们对30多个行业的研究
companies that can create blue oceans
可以创造蓝海的公司
usually reap the benefits for 10 to 15 years,
能够获利10-15年
because they are hard for rivals to copy.
因为竞争对手很难复制他们的战略
To realize blue ocean potential, like Cirque did,
为了像太阳马戏团一样实现蓝海潜能
companies should chart a strategic course,
企业应该制定好战略计划
past traditional industry boundaries
越过传统行业界限
to create new market space.
去创造更多的市场空间
[WAVES]
[海浪声]

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视频概述

从太阳马戏团的成功出发,探索蓝海战略的潜力。在市场竞争如此激烈的今天,怎样才能取得成功呢?蓝海战略或许能给你答案!

听录译者

收集自网络

翻译译者

pumpkin

审核员

审核员HJ

视频来源

https://www.youtube.com/watch?v=sYdaa02CS5E

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