-Three Characteristics of a Good Strategy：-

An effective blue ocean strategy like [yellow tail]’s has three complementary★互補的?

qualities: 【focus,divergence與眾不同的, and a compelling吸引人的 tagline標(biāo)語】.?

-（★★★complimentary免費的/贊美的）

-Focus：-

-Divergence：-

When a company’s strategy is formed reactively反應(yīng)性地 as it tries to?

keep up with the competition, it loses its uniqueness.

-Compelling Tagline標(biāo)語:-

A good strategy has a clear-cut and compelling tagline. “The speed of a

plane at the price of a car—whenever you need it.” That’s the tagline of

Southwest Airlines, or at least it could be.

A good tagline must not only deliver a clear message but also?

advertise an offering truthfully, or else customers will lose trust and

interest.?

-

In fact, a good way to test the effectiveness and strength of a

strategy is to look at whether it contains a strong and authentic tagline.

--Reading the Value Curves：--

-A Blue Ocean Strategy-

--A Company Caught in the Red Ocean：--

-Overdelivery過度交付 without Payback：-

-Strategic Contradictions★矛盾：-

These are areas where a company is offering a high level on one competing?

factor while ignoring others that support that factor.?

--An Internally Driven Company：--

===PART TWO Formulating★構(gòu)想 Blue Ocean Strategy===

--CHAPTER 3：Reconstruct Market Boundaries--

These six assumptions, on which most companies hypnotically build their?

strategies, keep companies trapped competing in red oceans：

-

1.Define their industry similarly and focus on being the best within it

-

2.Look at their industries through the lens鏡頭 of generally accepted strategic

groups (such as luxury automobiles, economy cars, and family

vehicles), and strive to stand out in the strategic group they play in

-

3.Focus on the same buyer group, be it the purchaser (as in the office

equipment industry), the user (as in the clothing industry), or the

influencer (as in the pharmaceutical industry)

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4.Define the scope of the products and services offered by their industry

similarly

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5.Accept their industry’s functional or emotional orientation

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6.Focus on the same point in time—and often on current competitive

threats—in formulating strategy

-

The more that companies share this conventional wisdom about how they

compete, the greater the competitive convergence among them.