「释义」
红海陷阱指管理者在开拓市场时存在陷入植根于自己心智模式的六大突出主观臆断，从而阻碍公司开辟新市场。
W.钱·金和合作者将领导者的心智模式分为6种，分别是：以顾客为中心、利基战略、技术创新、创造性破坏、差异化战略和低成本战略，并将其统称为“红海陷阱”。领导者只有跳出这些红海陷阱，才能拥抱前所未知、无人争夺、潜力广阔的新市场。

「应用场景」
我们在研究和讨论中遇到了植根于管理者心智模式中的6大突出主观臆断，将之定义为红海陷阱。“红海”指公司陷入残酷市场争夺战的狭小空间，红海中的陷阱让管理者止锚不前，无法驶入蓝海，无法拥抱前所未知、无人争夺、潜力广阔的新市场空间。

In our research and discussions, we’ve encountered six especially salient assumptions built into managers’ mental models. We have come to think of them as red ocean Traps, because they effectively anchor managers in red oceans—crowded market spaces where companies engage in bloody competition for market share—and prevent them from entering blue oceans, previously unknown and uncontested market spaces with ample potential.

红海陷阱呈现的方式，并非坏战略或错战略，它们都发挥了重要作用。顾客导向能改善产品和服务，而技术创新是市场发展和经济增长的关键推动力；类似地，差异化或低成本是有效的竞争战略。但这些方法却都不是开辟市场的正确之道。如果用它们来推动投资巨大的市场开辟项目，可能会投资血本无归，以失败告终。

The approaches or strategies presented as the red ocean Traps are not wrong or bad. They all serve important purposes. A customer focus, for example, can improve products and services, and technology innovation is a key input for market development and economic growth. Likewise, differentiation or low cost is an effective competitive strategy. What these approaches are not, however, is the path to successful market-creating strategies. And when they drive market-creating efforts that involve big investments, they may result in new businesses that don’t earn back those investments and that ultimately fail. 

《红海陷阱》
W.钱·金和勒妮·莫博涅
2015年3月刊
“Red Ocean Traps”
by W. Chan Kim and Renee Mauborgne