Blue Ocean Strategy - 05

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Path 1: Look Across纵观全局 Alternative Industries

Rarely do sellers think consciously about how their

customers make trade-offs across alternative industries. 

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A shift in price, a change in model, even a new ad campaign can elicit引出 a 

tremendous response from rivals竞争者 within an industry, but the same actions 

in an alternative industry usually go unnoticed.

By offering the best of commercial travel and private jets and eliminating

and reducing everything else, NetJets opened up a multibillion-dollar blue

ocean wherein customers get the convenience and speed of a private jet

with a low fixed cost and the lower variable cost of first-and business-class

commercial airline travel. 

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And the competition? Now,

nearly thirty years later, NetJets’ share of the blue ocean it unlocked still

stands a staggering难以置信的 five times greater than that of its nearest competitor.

What are the alternative非传统的/不同寻常的 industries to your industry? 

Why do customers trade across them? 

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By focusing on the key factors that lead buyers to trade

across alternative industries and eliminating or reducing everything else,

you can create a blue ocean of new market space.

-Path 2: Look Across★纵观 Strategic Groups within Industries-

Strategic groups can generally be ranked in a rough hierarchical order

built on two dimensions: price and performance性能. Each jump in price tends

to bring a corresponding jump in some dimensions of performance.

-Path 3: Look Across the Chain of Buyers-

There is a chain of “buyers” who are directly or indirectly involved in the buying 

decision. The purchasers who pay for the product or service may differ from the actual 

users, and in some cases there are important influencers as well. Although these three

groups may overlap★重叠, they often differ. When they do, they frequently hold

different definitions of value. 

Challenging an industry’s conventional wisdom about which buyer group

to target can lead to the discovery of a new blue ocean. 

By looking across buyer groups, companies can gain new insights into how to 

redesign their value curves to focus on a previously overlooked set of buyers.

When markets are active, traders and analysts must make rapid decisions. 

Every second counts.

★★★paradox 悖论

彭bo社除了发明实时交易看板系统方便投资人做投资，还"倒逼"这些富人投资消费，在他们的产品上

出售高端商品、订制服务、以及各类资产信息提供服务。

By shifting its focus upstream from purchasers to users, Bloomberg

created a value curve that was radically★完全地 different from anything the 

industry had seen before. The traders and analysts wielded their power within their

firms to force IT managers to purchase Bloomberg terminals.

通过将焦点从购买者向用户上游转移，彭博社创造了一个与该行业以前所未见的价值曲线。交易

员和分析师在其公司内行使其权力，迫使IT经理购买彭bo终端。

Many industries afford similar opportunities to create blue oceans. By

questioning conventional definitions of who can and should be the target

buyer, companies can often see fundamentally new ways to unlock value.

What is the chain of buyers in your industry? Which buyer group does

your industry typically focus on? If you shifted the buyer group of your

industry, how could you unlock new value?