Blue Ocean Strategy - 12
===CHAPTER 6:Get the Strategic Sequence Right===
-Testing for Exceptional Utility：-
Bleeding-edge前沿的 technology is not equivalent to bleeding-edge utility for buyers.
★★★
Unless the technology makes buyers’ lives dramatically simpler,
more convenient, more productive, less risky, or more fun and fashionable,
it will not attract the masses no matter how many awards it wins.
-
【Value innovation is not the same as technology innovation.】
--The Six Stages of the Buyer Experience Cycle：--
-The Six Utility Levers：-
Where are the greatest blocks to utility across the buyer experience cycle
for your customers and noncustomers? Does your offering effectively
eliminate these blocks? If it does not, chances are your offering is
innovation for innovation’s sake or a revision★修订 of existing offerings.
-From Exceptional Utility to Strategic Pricing:-
★★★
The cost and risk of developing an innovative idea are borne★承担 by the
initiator创新者, not the follower.
-
Once ideas are out there, knowledge naturally spills over to other firms.
-
Intel,can exclude other semiconductor chipmakers from using
its manufacturing facilities through property ownership laws.
-
The Asian barbershop QB House, cannot exclude someone from walking
into any of its shops, studying its layout, atmosphere, and haircutting
routine, and mimicking模仿 its innovative barbershop concept.
This 【lack of excludability】 reinforces the risk of free-riding.
-
Like the creative concepts of Pret A Manger or JCDecaux, many of the most
powerful blue ocean ideas have tremendous value but in themselves consist
of no new technological discoveries. As a result they are neither patentable专利性
nor excludable and hence are vulnerable易受于... to imitation.
All this means that the strategic price you set for your offering must not
only attract buyers in large numbers but also help you to 【retain保持 them】.
Given the high potential for free riding, an offering’s reputation must be earned on
day one, because brand building increasingly relies heavily on word-of-mouth
recommendations spreading rapidly through our networked society.
鉴于存在高度的搭便车潜力，一个产品或服务的声誉必须在第一天就赢得，因为品牌建设越
来越依赖于口碑推荐在我们网络社会中快速传播。
-
Companies must therefore start with an offer that buyers can’t refuse and
must keep it that way to 【discourage any free-riding imitations】.
-Step 1: Identify the Price Corridor of the Target Mass-
-Step 2: Specify a Level within the Price Corridor:-
Companies would be wise to pursue mid-to lower-boundary strategic pricing
from the start if any of the following apply:
1.Their blue ocean offering has high fixed costs and marginal variable costs.
2.The attractiveness of the blue ocean offering depends heavily on network externalities.
3.The cost structure behind the blue ocean offering benefits from steep★急剧升降的/陡峭的
economies of scale and scope. In these cases, volume brings with it
significant cost advantages, something that makes pricing for volume
even more key.
