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Path 1: Look Across縱觀全局 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競(jìng)爭(zhēng)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難以置信的 five times greater than that of its nearest competitor.

What are the alternative非傳統(tǒng)的/不同尋常的 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★縱觀 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★重疊, 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 悖論

彭bo社除了發(fā)明實(shí)時(shí)交易看板系統(tǒng)方便投資人做投資，還"倒逼"這些富人投資消費(fèi)，在他們的產(chǎn)品上

出售高端商品、訂制服務(wù)、以及各類資產(chǎn)信息提供服務(wù)。

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.

通過(guò)將焦點(diǎn)從購(gòu)買者向用戶上游轉(zhuǎn)移，彭博社創(chuàng)造了一個(gè)與該行業(yè)以前所未見(jiàn)的價(jià)值曲線。交易

員和分析師在其公司內(nèi)行使其權(quán)力，迫使IT經(jīng)理購(gòu)買彭bo終端。

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?