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lán hǎi zhàn lüè Blue Ocean Strategy
zuòzhě: jīn wěi càn W. Chan Kimděng
   wèile xún qiú chí jiǔ dehuò xìng de zēngzhǎngwǎng wǎng duì shǒu zhēn fēng xiāng duì jìng zhēng men wéi jìng zhēng yōu shì 'ér zhànwéi shì chǎng fèn 'é 'ér zhànwéi shí xiàn chā huà 'ér zhàn
   rán 'ér zài qián guò yōng de chǎn shì chǎng zhōngyìng pèng yìng de jìng zhēng zhǐ néng lìng xiàn xuè xīng de hóng hǎi jìng zhēng liè de zhī shì chǎng kōng jiān zhōngbìng duì shǒu zhēng qiǎng suō jiǎn de rùn 'ézài zhè běn shū zhōngzuò zhě duì suǒ shú zhī de qiē zhàn lüè chéng gōng de dìng chū tiǎo zhàn men rèn wéiliú lián hóng hǎi de jìng zhēng zhī zhōngjiāng yuè lái yuè nán chuàng zào wèi lái de huò xìng zēngzhǎng
   zuò zhě duì kuà 100 duō niánshè 30 duō chǎn de 150 zhàn lüè xíng dòng de yán jiū chūyào yíng míng tiān néng kào duì shǒu jìng zhēngér shì yào kāi chuànglán hǎi”, yùn hán páng qiú de xīn shì chǎng kōng jiān zǒu shàng zēngzhǎng zhī zhè zhǒng bèi chēng wéijià zhí chuàng xīnde zhàn lüè xíng dòng néng gòu wéi mǎi fāng chuàng zào jià zhí de fēi yuèshǐ chè shuǎi tuō jìng zhēng duì shǒubìng jiāng xīn de qiú shì fàng chū lái
  《 lán hǎi zhàn lüèwéi shuǎi tuō jìng zhēng gōng liǎo tào tǒng xìng de fāng zài zhè běn diān chuán tǒng zhàn lüè wéi de zhù zuò zhōngzuò zhě zhǎn shì liǎo tào jīng guò shí jiàn zhèng míng de fēn kuàng jià gōng gōng chéng gōng kāi chuàng duó lán hǎitōng guò duì zhǒng chǎn zhōng wéi shù zhòng duō de zhàn lüè xíng dòng de fēn zuò zhě hái chū liǎo chéng gōng zhì dìng zhí xíng lán hǎi zhàn lüè de liù xiàng yuán zhè xiē yuán gào gāi chóngjiàn shì chǎng biān jièzhù zhòng quán chāo yuè xiàn yòu qiúzūn xún de zhàn lüè shùn zhì zhàng 'ài bìng zhàn lüè de zhí xíng jiàn chéng zhàn lüè de fēn。 
  
   zhě
   qián yán
   zhì xiè
   fēn lán hǎi zhàn lüè
   zhāng kāi chuàng lán hǎi
   'èr zhāng fēn gōng kuàng jià
   'èr fēn zhì dìng lán hǎi zhàn lüè
   sān zhāng chóngjiàn shì chǎng biān jiè
   zhāng zhù zhòng quán 'ér fēi shù
   zhāng chāo yuè xiàn yòu qiú
   liù zhāng zūn xún de zhàn lüè shùn
   sān fēn zhí xíng lán hǎi zhàn lüè
   zhāng guān jiàn zhì zhàng 'ài
   zhāng jiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè de fēn
   jiǔ zhāng jié lùn lán hǎi zhàn lüè de chí xìng gēngxīn
   kāi chuàng lán hǎi de shǐ shì gài lǎn
   'èrchóng jiàn zhù de zhàn lüè guān diǎn
   sān jià zhí chuàng xīn de shì chǎng dòng tài
   zhù shì
   cān kǎo wén xiàn
   zuò zhě jiǎn jiè


  Blue Ocean Strategy is a business strategy book first published in 2005 and written by W. Chan Kim and Renée Mauborgne of The Blue Ocean Strategy Institute at INSEAD. The book illustrates what the authors believe is the high growth and profits an organization can generate by creating new demand in an uncontested market space, or a "Blue Ocean", than by competing head-to-head with other suppliers for known customers in an existing industry.
  
  Book layout and highlight
  
  The book is divided into three parts: The first part presents key concepts of blue ocean strategy, including Value Innovation — the simultaneous pursuit of differentiation and low cost — and key analytical tools and frameworks such as the strategy canvas, the four actions framework and the eliminate-reduce-raise-create grid. The second part describes the four principles of blue ocean strategy formulation: how to create uncontested market space by reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand and getting the strategic sequence right. These four formulation principles address how an organization can create blue oceans by looking across the six conventional boundaries of competition (Six Paths Framework), reduce their planning risk by following the four steps of visualizing strategy, create new demand by unlocking the three tiers of noncustomers and launch a commercially-viable blue ocean idea by aligning unprecedented utility of an offering with strategic pricing and target costing and by overcoming adoption hurdles. The book uses many examples across industries to demonstrate how to break out of traditional competitive (structuralist) strategic thinking and to grow demand and profits for the company and the industry by using blue ocean (reconstructionist) strategic thinking. The third and final part describes the two key implementation principles of blue ocean strategy including tipping point leadership and fair process. These implementation principles are essential for leaders to overcome the four key organizational hurdles that can prevent even the best strategies from being executed. The four key hurdles comprise the cognitive, resource, motivational and political hurdles that prevent people involved in strategy execution from understanding the need to break from status quo, finding the resources to implement the new strategic shift, keeping your people committed to implementing the new strategy, and from overcoming the powerful vested interests that may block the change.
  
  In the book the authors draw the attention of their readers towards the correlation of success stories across industries and the formulation of strategies that provide a solid base create unconventional success — a strategy termed as “Blue Ocean Strategy”. Unlike the “Red Ocean Strategy”, the conventional approach to business of beating competition derived from the military organization, the “Blue Ocean Strategy” tries to align innovation with utility, price and cost positions. The book mocks at the phenomena of conventional choice between product/service differentiation and lower cost, but rather suggests that both differentiation and lower costs are achievable simultaneously.
  
  The authors ask readers “What is the best unit of analysis of profitable growth? Company? Industry?” — a fundamental question without which any strategy for profitable growth is not worthwhile. The authors justify with original and practical ideas that neither the company nor the industry is the best unit of analysis of profitable growth; rather it is the strategic move that creates “Blue Ocean” and sustained high performance. The book examines the experience of companies in areas as diverse as watches, wine, cement, computers, automobiles, textiles, coffee makers, airlines, retailers, and even the circus, to answer this fundamental question and builds upon the argument about “Value Innovation” being the cornerstone of a blue ocean strategy. Value Innovation is necessarily the alignment of innovation with utility, price and cost positions. This creates uncontested market space and makes competition irrelevant. The following section discusses the concept behind the book in detail.
  
   Concept
  Cirque du Soleil - an example of creating a new market space, by blending opera and ballet with the circus format while eliminating star performer and animal
  
  The metaphor of red and blue oceans describes the market universe.
  
  Red Oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here companies try to outperform their rivals to grab a greater share of product or service demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities or niche, and cutthroat competition turns the ocean bloody. Hence, the term red oceans.
  
  Blue oceans, in contrast, denote all the industries not in existence today—the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over. There is ample opportunity for growth that is both profitable and rapid. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set. Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.
  
  The corner-stone of Blue Ocean Strategy is 'Value Innovation'. A blue ocean is created when a company achieves value innovation that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market. The authors criticize Michael Porter's idea that successful businesses are either low-cost providers or niche-players. Instead, they propose finding value that crosses conventional market segmentation and offering value and lower cost.
  
  Educator Charles W. L. Hill proposed this idea in 1988 and claimed that Porter's model was flawed because differentiation can be a means for firms to achieve low cost. He proposed that a combination of differentiation and low cost might be necessary for firms to achieve a sustainable competitive advantage.
  
  Many others have proposed similar strategies. For example, Swedish educators Jonas Ridderstråle and Kjell Nordström in their 1999 book Funky Business follow a similar line of reasoning. For example, "competing factors" in Blue Ocean Strategy are similar to the definition of "finite and infinite dimensions" in Funky Business. Just as Blue Ocean Strategy claims that a Red Ocean Strategy does not guarantee success, Funky Business explained that "Competitive Strategy is the route to nowhere". Funky Business argues that firms need to create "Sensational Strategies". Just like Blue Ocean Strategy, a Sensational Strategy is about "playing a different game" according to Ridderstrale and Nordstrom. Ridderstrale and Nordstrom also claim that the aim of companies is to create temporary monopolies. Kim and Mauborgne explain that the aim of companies is to create blue oceans, that will eventually turn red. This is the same idea expressed in the form of an analogy. Ridderstråle and Nordström also claimed in 1999 that "in the slow-growth 1990s overcapacity is the norm in most businesses". Kim and Mauborgne claim that blue ocean strategy makes sense in a world where supply exceeds demand.
  
   Preceding work
  
  The contents of the book are based on research and a series of Harvard Business Review articles as well as academic articles on various dimensions of the topic.
  
  Kim and Mauborgne studied about one hundred fifty positions made from 1880-2000 in more than thirty industries and closely examined the relevant business players in each . They analyzed the winning business players as well as the less successful competitors. Studied industries included hotels, cinemas, retail stores, airlines, energy, computers, broadcasting, construction, automotive and steel. They searched for convergence among the more and less successful players. Divergence across the two groups was also studied to discover the common factors leading to strong growth and the key differences separating those winners from the mere survivors and the losers. Kim and Mauborgne defined a consistent and common pattern across all the seemingly idiosyncratic success stories and first called it value innovation, and then Blue Ocean Strategy.
  
  Research results were first published in 1997 in a Harvard Business Review article by Kim and Mauborgne titled "Value Innovation: The Strategic Logic of High Growth". The ideas, tools and frameworks were tested and refined over the years in corporate practice in Europe, the United States and Asia and presented in the following eight additional articles, before being published in the form of a book in 2005.
  
   * 1997. "Value Innovation - The Strategic Logic of High Growth". Harvard Business Review 75, January–February, 103-112.
   * 1998. Procedural Justice, Strategic Decision Making and the Knowledge Economy." Strategic Management Journal, April.
   * 1999. "Creating New Market Space." Harvard Business Review 77, January–February, 83-93.
   * 1999. "Strategy, Value Innovation, and the Knowledge Economy." Sloan Management Review 40, no.3, Spring.
   * 2000. "Knowing a Winning Business Idea When You See One." Harvard Business Review 78, September–October, 129-141.
   * 2002. "Charting Your Company's Future." Harvard Business Review 80, June, 76-85.
   * 2003. "Tipping Point Leadership." Harvard Business Review 81, April, 60-69.
   * 2004. "Blue Ocean Strategy." Harvard Business Review, October, 76-85.
  
  The name "Blue Ocean Strategy" was introduced in the Harvard Business Review article published in October 2004. The book builds on and extends the work presented in these articles by providing a narrative arc that draws all these ideas together to offer a unified framework for creating and capturing blue oceans.
  
   Subsequent work
  
   * 2009. "How Strategy Shapes Structure." Harvard Business Review, September, p73-80.
  
  In this latest HBR article, Kim and Mauborgne present the importance of alignment across the value, profit and people propositions regardless of whether one takes the structuralist (traditional competitive) or the reconstructionist (blue ocean) approach to strategy.
  
   Blue Ocean Strategy vs. competition based strategie
  
  Kim and Mauborgne argue that traditional competition-based strategies (red ocean strategies) while necessary, are not sufficient to sustain high performance. Companies need to go beyond competing. To seize new profit and growth opportunities they also need to create blue oceans.
  
  The authors argue that competition based strategies assume that an industry’s structural conditions are given and that firms are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism. To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Here, grabbing a bigger share of the market is seen as a zero-sum game in which one company’s gain is achieved at another company’s loss. Hence, competition, the supply side of the equation, becomes the defining variable of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive cost or differentiation position. Because the total profit level of the industry is also determined exogenously by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth. They focus on dividing up the red ocean, where growth is increasingly limited.
  
  Blue ocean strategy, on the other hand, is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. This is what the authors call “reconstructionist view”. Assuming that structure and market boundaries exist only in managers’ minds, practitioners who hold this view do not let existing market structures limit their thinking. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation—that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost. As market structure is changed by breaking the value/cost tradeoff, so are the rules of the game. Competition in the old game is therefore rendered irrelevant. By expanding the demand side of the economy new wealth is created. Such a strategy therefore allows firms to largely play a non–zero-sum game, with high payoff possibilities.
  
   Tools and framework
  
  Blue Ocean Strategy has introduced a number of practical tools, methodologies and frameworks to formulate and execute blue ocean strategies, attempting to make creation of blue oceans a systematic, repeatable process. Some of these are listed below:
  
  Summary of Blue Ocean Strategy Frameworks, Tools and Methodologie
  For blue ocean strategy formulation
  
   * The Strategy Canva
   * The initial litmus test for BOS: focus, divergence, compelling tagline
   * The Four Actions Framework
   * Eliminate-Reduce-Raise-Create Grid
   * The Six Paths Framework
   * Buyer Utility Map
   * Buyer Experience Cycle
   * Price Corridor of the Mass model
   * Four Steps of Visualizing Strategy Proce
   * Pioneer-Migrator-Settler Map
   * Three Tiers of Noncustomers Framework
   * The Sequence of Blue Ocean Strategy
  
  For blue ocean strategy execution
  
   * Tipping Point Leadership
   * Four Key Organizational Hurdles:
   o Riding the "Electric Sewer" to break the Cognitive Hurdle
   o Redirecting from cold spots to hot spots and horse trading to overcome the Resource Hurdle
   o Placing Kingpins in a Fishbowl and atomize the change to jump over the Motivational Hurdle
   o Leverage your angels and consigliere to overcome the Political Hurdle
   * 3 E principles of Fair Process: engagement, explanation, clarity of expectation
  
   Criticism
  
  While Kim and Mauborgne propose approaches to finding uncontested market space, at the present there are few, if any, success stories of companies that applied their theories in advance. This hole in their data persists despite the publication of Value Innovation concepts since 1997. Hence, a critical question is whether this book and its related ideas are descriptive rather than prescriptive. The authors present many examples of successful innovations, and then explain from their Blue Ocean perspective - essentially interpreting success through their lenses.
  
  The research process followed by the authors has been criticized[by whom?] on several grounds. Criticisms include claims that no control group was used, that there is no way to know how many companies using a Blue Ocean Strategy failed and the theory is thus unfalsifiable, that a deductive process was not followed, and that the examples in the book were selected to "tell a winning story."
  
  Brand and communication are taken for granted and do not represent a key for success. Kim and Maubourgne take the marketing of a value innovation as a given, assuming the marketing success will come as a matter of course.
  
  It is argued[by whom?] that rather than a theory, Blue Ocean Strategy is an extremely successful attempt to brand a set of already existing concepts and frameworks with a highly "sticky" idea. The blue ocean/red ocean analogy is a powerful and memorable metaphor, which is responsible for its popularity. This metaphor can be powerful enough to stimulate people to action. However, the concepts behind the Blue Ocean Strategy (such as the competing factors, the consumer cycle, non-customers, etc.) are not new. Many of these tools are also used by Six Sigma practitioners and proposed by other management theorists.
  
   Reference
  
   1. ^ Kim and Mauborgne. Blue Ocean Strategy. Harvard Business School Press. 2005.
   2. ^ a b "A conversation with W.Chan Kim and Renee Mauborgne". INSEAD. 2005. http://www.insead.edu/alumni/newsletter/February2005/Interview.pdf. Retrieved 2008-12-31.
   3. ^ "Value Innovation: The Strategic Logic of High Growth". Harvard Business Review (Boston: Harvard Business School Press): 103–112. January - February 1997.
   4. ^ "Blue Ocean Strategy". Harvard Business Review (Boston: Harvard Business School Press): 76–85. October 2004.
   5. ^ Towards the Blue Oceans. CEEMAN Interview with Professor Kim http://www.ceeman.org/ceeman/File/Interview%20with%20Prof.%20Chan%20Kim.pdf
   6. ^ Kim, Chan (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. p. 210. ISBN 1591396190.
   7. ^ Kim, Chan (2005). Blue Ocean Strategy. Boston: Harvard Business School Press. p. 211. ISBN 1591396190.
   8. ^ a b Pollard, Wayne E. (2005-12-01). "Blue Ocean Strategy's Fatal Flaw". CMO Magazine.
   9. ^ "Multiple Critiques of Blue Ocean Strategy". 2007. http://twoscenarios.typepad.com/maneuver_marketing_commun/blue_ocean_strategy/index.html. Retrieved 2007-07-19.
No. 2
   lán hǎi zhàn lüè (blueoceanstrategy)
lán hǎi zhàn lüè gài shù
   lán hǎi zhàn lüè ( blueoceanstrategy) shì yóuqián · jīn( w.chankim) niè( mauborgne) chū de
   lán hǎi zhàn lüè rèn wéi jiāo hóng hǎi děng jiē shòu liǎo shāng zhàn de xiàn zhì xìng yīn zài yòu xiàn de shàng qiú shèngquè fǒu rèn liǎo shāng shì jiè kāi chuàng xīn shì chǎng de néngyùn yòng lán hǎi zhàn lüèshì xiàn jiāng chāo yuè jìng zhēng duì shǒu xiàng mǎi fāng qiúkuà yuè xiàn yòu jìng zhēng biān jièjiāng tóng shì chǎng de mǎi fāng jià zhí yuán shāi xuǎn bìng zhòng xīn pái cóng gěi dìng jié gòu xià de dìng wèi xuǎn xiàng gǎi biàn shì chǎng jié gòu běn shēn zhuǎn biàn
   lán hǎi zhàn lüè xíng dòng( strategicmove) zuò wéi fēn dān wèizhàn lüè xíng dòng bāo hán kāipì shì chǎng de zhù yào xiàng suǒ shè de zhěng tào guǎn dòng zuò jué dìngzài yán jiū 1880 nián 2000 nián 30 duō chǎn 150 zhàn lüè xíng dòng de chǔ shàngzhǐ chū jià zhí chuàng xīn( valueinnovation) shì lán hǎi zhàn lüè de shíjià zhí chuàng xīn tiǎo zhàn liǎo jìng zhēng de chuán tǒng jiào tiáo jià zhí chéng běn de quán héng qǔshě guān ràng jiāng chuàng xīn xiào yòngjià chéng běn zhěng shì zhào xiàn yòu chǎn zuì jiā shí jiàn gǎn chāo duì shǒuér shì gǎi biàn chǎn jǐng kuàng chóngxīn shè dìng yóu guī shì miáo zhǔn xiàn yòu shì chǎnggāo duānhuò duān ér shì miàn xiàng qián zài qiú de mǎi fāng zhòng shì wèi fēn shì chǎng mǎn piān hǎoér shì bìng fēn shì chǎng zhěng qiú
   diǎn xíng de lán hǎi zhàn lüè shì tài yáng tuánzài chuán tǒng tuán shòu zhì dòng bǎo ”、“ míng xīng gōng fāng kǎn jiàjiā tíng jìng zhēng mǎi fāng kǎn jiàér wěi suō de zhōngcóng chuán tǒng de 'ér tóng guān zhòng zhuànxiàng chéng nián rén shāng jiè rén shì de xíng shì lái biǎo de qíng jié yǐn rén men gāo chuán tǒng shù bèi de mén piào lái xiǎng shòu zhè xiàng qián suǒ wèi jiàn de
lán hǎi zhàn lüè hóng hǎi zhàn lüè
  ràng men xiǎng xiàng xià , men zhěng shì chǎng xiǎng xiàng chéng hǎi yáng , zhè hǎi yáng yóu hóng hǎi yáng lán hǎi yáng chéng , hóng hǎi dài biǎo xiàn jīn cún zài de suǒ yòu chǎn , zhè shì men zhī de shì chǎng kōng jiānlán hǎi dài biǎo dāng jīn hái cún zài de chǎn , zhè jiù shì wèi zhī de shì chǎng kōng jiān me suǒ wèi de lán hǎi zhàn lüè jiù nán jiě liǎo , lán hǎi zhàn lüè shí jiù shì chāo yuè chuán tǒng chǎn jìng zhēngkāi chuàng quán xīn de shì chǎng de zhàn lüè jīn zhè xīn de jīng niàn , zhèng dào quán qiú gōng shāng jiè de guān zhù , yòu rén shèn zhì shuō , jiē xià lái de nián zhù dìng huì chéng wéi lán hǎi zhàn lüènián
  “ hóng hǎishì jìng zhēng duān liè de shì chǎngdànlán hǎi shì méi yòu jìng zhēng de lǐng ér shì tōng guò chā huà shǒu duàn dào de zhǎn xīn de shì chǎng lǐng zài zhè píng jiè chuàng xīn néng huò gèng kuài de zēng cháng gèng gāo de rùn
   lán hǎi zhàn lüè yào qiú chuán tǒng de xuè xīng jìng zhēng suǒ xíng chéng dehóng hǎi”, tuò zhǎn xīn de fēi jìng zhēng xìng de shì chǎng kōng jiān . yòu de , tōng cháng chéng shōu suō shì de jìng zhēng shì chǎng qiú tóng , lán hǎi zhàn lüè kǎo de shì chuàng zào qiú , jìng zhēng . men de biāo shì zài dāng qián de zhī shì chǎng kōng jiān de " hóng hǎi " jìng zhēng zhī wài , gòu zhù tǒng xìng , cāo zuò de lán hǎi zhàn lüè , bìng jiā zhí xíng . zhǐ yòu zhè yàng , cái néng míng zhì de fāng shì tuò zhǎn lán hǎi lǐng , tóng shí shí xiàn huì de zuì huà fēng xiǎn de zuì xiǎo huà . rèn jiā , lùn guī xiǎo , shì yòu de hángyè , hái shì xīn jìn gāi hángyè de , dōubù yìng , néng guò mào xiǎn .
   lán hǎi zhàn lüè qián zài zhōng guó bèi jièxué shù jiè shè tuán de guǎng fàn guān zhùzhù míng de zhí jīng rén yáng xiān shēng jiù lán hǎi zhàn lüè jié shí yìng yòng chū bǎn liǎo lán hǎi zhàn lüè shū jiǎn》, zhōng guó lián wǎng xié huì hái zhuān mén kāi bàn liǎo dìng bàn delán hǎi shā lóng”。
   yòng jiǎn dān de huà lái jiě shì : hóng hǎi jiù shì hóng de hǎifáng shā wǎng de fàn wéi zhī nèishuǐ zhì húnzhuóyíng yǎng pín dàn shì rén hěn duōzài zhè xiǎo juàn wéi zhī nèi néng chū wéirén réndōu jìng zhēng lièér xiāng duì lán hǎi jiù shì lán de hǎifáng shā wǎng zhī wài hǎi zhī shēn chùshuǐ zhì yíng yǎng dōuhěn hǎo hěn fēng fàn wéi xiāng dāng guǎng fànjìng zhēng de rén shǎolán hǎi jìng zhēng shèng zhě jiāng dào hóng hǎi duō duō de
gòu lán hǎi zhàn lüè
  gòu lán hǎi de zhàn lüè yào huí wèn
   xiē bèi chǎn rèn dìng wéi suǒ dāng rán de yuán yào chú
   zhè wèn chú chǎn zhōng jìng zhēng pān de yuán zhè xiē yuán jīng cháng bèi rèn wéi suǒ dāng ránsuī rán men zài yòu jià zhí
   xiē yuán de hán liàng yīnggāi bèi jiǎn shǎo dào chǎn biāo zhǔn zhī xià
   zhè wèn shǐ zuò chū jué dìngkàn kàn xiàn yòu chǎn pǐn huò shì fǒu zài gōng néng shàng shè guò tóuzhǐ wéi jìng bài jìng zhēng duì shǒu suǒ gěi chāo guò suǒ bìng rán zēng jiā chéng běn
   xiē yuán de hán liàng yīnggāi bèi zēng jiā dào chǎn biāo zhǔn zhī shàng
   zhè wèn shǐ jué chǎn zhōng xiāo fèi zhě zuò chū de tuǒ xié
   xiē chǎn cóng wèi yòu guò de yuán yào chuàng zào
   zhè wèn bāng zhù xiàn mǎi fāng jià zhí de quán xīn yuán quán chuàng zào xīn qiú gǎi biàn chǎn zhàn lüè dìng jià biāo zhǔn
lán hǎi zhàn lüè liù xiàng yuán
   lán hǎi zhàn lüè gòng chū liù xiàng yuán xiàng zhàn lüè zhì dìng yuán chóngjiàn shì chǎng biān jièzhù zhòng quán 'ér fēi shù chāo yuè xiàn yòu qiúzūn xún de zhàn lüè shùn liǎng xiàng zhàn lüè zhí xíng yuán guān jiàn zhì zhàng 'àijiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè de fēn
   lán hǎi zhàn lüè yuán zhī chóngjiàn shì chǎng biān jiè
   cóng yìng pèng yìng de jìng zhēng dào kāi chuàng lán hǎishǐ yòng liù tiáo jìng chóngjiàn shì chǎng biān jiè
  1、 chǎn kuà yuè chǎn kàn shì chǎng
   hóng hǎi wéirén yún yún wéi chǎn dìng jièbìng xīn chéng wéi zhōng zuì yōu
   lán hǎi guān diǎn jiā jǐn shēn chǎn duì shǒu jìng zhēngér qiě ( alternatives) chǎn pǐn huò de chǎn duì shǒu jìng zhēng
   shí běn diàn xìn yùn yíng shāng nttdocomo 1999 nián tuī chū i-mode shǒu jiàn shàng wǎngjiāng zhǐ shǐ yòng yīn de biàn wéi shǐ yòng yīn shù yīnyuè piàn xùnde
  2、 zhàn lüè tuánkuà yuè chǎn nèi tóng de zhàn lüè tuán kàn shì chǎng
   hóng hǎi wéishòu zhì guǎng wéi jiē shòu de zhàn lüè tuán gài niàn háo huá chējīng xíng chējiā tíng chē), bìng zài tuán zhōng qún xióng
   lán hǎi guān diǎn xiá zhǎi shì gǎo qīng chǔ shénme yīn jué dìng xuǎn gāo dàng dàng xiāo fèi pǐn de xuǎn
   shí xiàn měi jiàn shēn zhuān wéi xìng chú shē huá shè shīxiǎo xíng huà shè diǎnhuì yuán shǐ yòng xièměi zhōu sān měi bàn xiǎo shí wán chéngměi yuè zhǐ 30 měi yuán
  3、 mǎi fāng qún chóngxīn jiè dìng chǎn de mǎi fāng qún
   hóng hǎi wéizhǐ guān zhù dān mǎi fāng guān zhù zuì zhōng yòng
   lán hǎi guān diǎnmǎi fāng shì yóu gòu mǎi zhěshǐ yòng zhě shī jiā yǐng xiǎng zhě gòng tóng chéng de mǎi fāng liàn tiáo
   shí nuò nuò gōng shì jiā dǎo chǎng shāngjiāng dǎo zhù shè zhěng chuàng zào chū novolet zhù shè zhuāng zhìbiàn bìng rén suí shēn xié dài shǐ yòng
  4、 chǎn pǐn huò fàn wéikuà yuè xìng chǎn pǐn kàn shì chǎng
   hóng hǎi wéiléi tóng fāng shì wéi chǎn pǐn de fàn wéi dìng jiè
   lán hǎi guān diǎn xìng chǎn pǐn huò yùn hán zhe wèi jīng jué de qiújiǎn dān fāng shì fēn zài shǐ yòng chǎn pǐn zhī qiánzhī zhōngzhī hòu dōuyòu xiē yào
   shí běi gōng xiàn shì zhèng bìng fēi guān zhù gōng jiāo chē běn shēn jià 'ér shì wéi fèi yòngtōng guò shǐ yòng xiān wéi chē shēn gāo chē jià què jiàng wéi chéng běnchuàng zào liǎo shì zhèng de shuāng yíng
  5、 gōng néng qíng gǎn dǎo xiàngkuà yuè zhēn duì mài fāng de chǎn gōng néng qíng gǎn dǎo xiàng
   hóng hǎi wéijiē shòu xiàn yòu chǎn huà de gōng néng qíng gǎn dǎo xiàng
   lán hǎi guān diǎnshì chǎng diào chá fǎn kuì de wǎng wǎng shì chǎn jiào de jiēguǒ tiǎo zhàn xiàn yòu gōng néng qíng gǎn dǎo xiàng néng xiàn xīn kōng jiān guǒ zài qíng gǎn céng jìng zhēng fǒu chú xiē yuán shǐ zhī gōng néng huàfǎn zhī rán
   shí kuài měifà zhēn duì nán xìng xiāo 'àn yǐn liào děng qíng gǎn yuán dàishuǐ ”, zhuān zhù jiǎn shǐ lǐfà shí jiān jiǎn dào 10 fēn zhōngfèi yòng cóng 3000 jiàng dào 1000 yuán
  6、 shí jiānkuà yuè shí jiān cānyù zào wài cháo liú
   hóng hǎi wéizhì dìng zhàn lüè zhǐ guān zhù xiàn jiē duàn de jìng zhēng wēi xié
   lán hǎi guān diǎncóng shāng jiǎo dòng shù zhèng cháo liú gǎi biàn huò de jià zhí yǐng xiǎng shāng shì
   shí píng guǒ gōng tōng guò ipod itunes gōng zhèng bǎn yīnyuè xià zài gāo hǎi liàng yīn gāo yīn zhìdān xià zài fèi yòng( 0.99 měi yuán / shǒu)。
   lán hǎi zhàn lüè yuán zhī 'èrzhù zhòng quán 'ér fēi shù
   yǒng yuǎn yìng jiāng yǎn jīng wài bāo gěi bié rénwěi de zhàn lüè dòng chá shì zǒu céngtiǎo zhàn jìng zhēng biān jiè de jiēguǒ lán hǎi zhàn lüè jiàn huì zhì zhàn lüè jiāng jiā zài shì chǎng zhōng xiàn yòu zhàn lüè dìng wèi shì jué xíng shì biǎo xiàn chū láikāi zhì lèi rén yuán de chuàng zào xìng shì xiàn yǐn xiàng lán hǎi
   lán hǎi zhàn lüè yuán zhī sānchāo yuè xiàn yòu qiú
   tōng cháng wéi zēng jiā de shì chǎng fèn 'é bǎo liú tuò zhǎn xiàn yòu cháng cháng dǎo zhì gèng jīng wēi de shì chǎng fēnrán 'érwéi shǐ lán hǎi guī zuì huà yào fǎn dào 'ér xíng yìng zhǐ shì xiàn zhōng hái yào guān zhù fēi yào wèi tōng guò xìng huà fēn shì chǎng lái mǎn chā yìng xún zhǎo mǎi fāng gòng tóng diǎnjiāng fēi zhì zhī qiánjiāng gòng tóng diǎn zhì chā diǎn zhī qiánjiāng bìng fēn shì chǎng zhì duō céng fēn shì chǎng zhī qián
   fēi fēn wéi sān céng
   céng pái huái zài de shì chǎng biān jièsuí shí zhǔn bèi huàn chuán 'ér zǒu dezhǔn fēi ”。
   zhè xiēzhǔn fēi ”, zài zhǎo dào gèng hǎo de xuǎn qiánzhǐ shì zuì xiàn shǐ yòng xiàn yòu chǎn pǐn dàn yòu gèng hǎo xuǎn jiù huì huàn chuán 'ér zǒu zhēn duì shàng bān suǒ shì cóng de cānyīng guó prêtamanger kuài cān tīng guān zhù shàng bān cān de gòng tóng qiúkuài xīn xiānjiàn kāng gōng xīn xiān měi wèi de chéng pǐn sān míng zhìmiǎn chú cān wèijiāng gòu mǎi xíng wéi suō duǎn wéi 90 miǎoměi nián zài yīng guó shòu chū 2500 wàn zhǐ sān míng zhì
   'èr céng yòu huí shì chǎng de jué xíng fēi ”。
   yīn wéi shì chǎng xiàn yòu chǎn pǐn huò jiē shòu huò zhě chāo guò men de jīng chéng shòu néng 'ér shǐ yòng。 1964 nián gāo guǎng gào chuàng zào liǎojiē dào jiā ( streetfurniture)” gài niàn qián wài guǎng gào wéi gōng guǎng gào pái yùn shū gōng guǎng gàoguǎng gào chéng xiàn shí jiān hěn duǎn gāo shí dào quē shì zhōng xīn dìng guǎng gào fàng zhì diǎn shì chǎn shòu huān yíng de yuán yīnwèicǐ gāo tōng guò xiàng shì zhèng miǎn fèi gōng jiē dào jiā wéi xiū bǎo yǎngchū shòu guǎng gào kōng jiān huò gāo 40 de rùn shuài
   sān céng chǔyú yuǎn shì chǎng dewèi tàn zhī xíng fēi ”。
   chǎn nèi de tōng cháng cóng wèi zhè xiēwèi tàn zhī xíng fēi dìng wéi biāo zhè xiē rén de qiú cháng cháng bèi xiǎng dāng rán rèn wéi shǔ shì chǎng guǒ zhī dào men diū de lèi shù liàng zhī kěn dìng chī jīng chǐ zēng bái cóng lái bèi rèn wéi shì de shì 'érdāng zuì jìn kǒu qiāng chǎng shāng zhuóyǎn zhè zhǒng qiú shíshì chǎng suí zhī bào zhà bān péng zhàng
   lán hǎi zhàn lüè yuán zhī zūn xún de zhàn lüè shùn
   zūn xún de zhàn lüè shùn jiàn qiángjìng de shāng shìquè bǎo jiāng lán hǎi chuàng biàn wéi zhàn lüè zhí xíngcóng 'ér huò lán hǎi rùn de zhàn lüè shùn mǎi fāng xiào yòngjià chéng běnjiē shòu fēn wéi zhòu
   lán hǎi zhàn lüè yuán zhī guān jiàn zhì zhàng 'ài
   jīng men zhèng míng zhí xíng lán hǎi zhàn lüè de tiǎo zhàn shì yán jùn de men miàn duì sìchóng zhàng 'ài shì rèn zhī zhàng 'àichén xiàn zhuàng de zhìèr shì yòu xiàn de yuánzhí xíng zhàn lüè yào liàng yuánsān shì dòng zhàng 'àiquē yòu gànjìn de yuán gōng shì zhì zhèng zhì zhàng 'àilái qiáng zhě de fǎn duì,“ zài gōng zhōng hái méi yòu zhàn lái jiù bèi rén lüè dǎo liǎo”。
   lán hǎi zhàn lüè gēn wēi lián · dùn lǐng dǎo de niǔ yuē jǐng chá 20 shì 90 nián dài biàn chū liǎo yǐn bào diǎn lǐng dǎo ( tippingpointleadership), lùn shì zài rèn zhì zhōngdāng shù liàng dào lín jiè guī de rén men xìn xīn néng liàng gǎn rǎn liǎo zhěng zhì 'ér xíng dòng lái shí xiàn chuàng shígēn běn xìng biàn huà jiù huì shēng zhì biàn lùn zhuǎn biàn zhòng wéi diǎn tóngyǐn bào diǎn lǐng dǎo rèn wéi zhuǎn biàn zhòng jiù yào liàng zhōng duān jiù shì duì zhì yòu chāo fán yǐng xiǎng de rénxíng wéi huó dòng zhī shàng
   lán hǎi zhàn lüè yuán zhī liùjiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè de fēn
   zhí xíng lán hǎi zhàn lüè zuì zhōng yào qiú zhù zuì gēn běn de xíng dòng chǔ zhì céng yuán gōng de tài xíng wéi chuàng zào zhǒng chōng mǎn xìn rèn zhōng chéng de wén huà lái rén men rèn tóng zhàn lüèdāng rén men bèi yào qiú zǒu chū guàn fàn wéi gǎi biàn gōng zuò fāng shì shíkǒng huāng qíng biàn huì zēngzhǎng men huì cāi zhè zhǒng biàn huà bèi hòu zhēn zhèng yóu shì shénme
   yuán gōng gāo céng yuè yuǎn jiù yuè róng cānyù zhàn lüè chuàng jiàn jiù yuè chuài chuài 'ān kǎo céng xiǎng gǎn shòujiāng xīn zhàn lüè yìng sài jiù huì yǐn fǎn gǎn qíng yào xiǎng zài céng jiàn xìn rèn zhōng chéng yuán zuò yào jiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè de fēn yào jiè zhùgōng píng guò chénglái zhì dìng zhí xíng zhàn lüè
  “ gōng píng guò chénglái yuán shè huì xué jiā duì xīn xué de yán jiū men yán jiū què rènrén men jǐn zài jiēguǒ běn shēn zài chǎn shēng jiēguǒ de guò chéng gōng zhèngdāng chéng gōng zhèng shí shīrén men duì jiēguǒ de mǎn zhī chí jiù shàng shēng
   yòu sān yīn wéi gōng píng guò chéng dìng zhè jiù shì sān e yuán yāo qǐng cānyù( engagement) jiě shì yuán wěi( explanation) míng què wàng( clarityofexpectation), yāo qǐng cānyù biǎo yǔn biǎo jiàn fǎn biǎo guǎn céng de zūn zhòngjiě shì yuán wěi ràng suǒ yòu de xiāng guān rén děng liǎo jiě zuì zhōng de zhàn lüè jué wèihé zhì dìngmíng què wàng shì qīng jiǎng shù xīn de yóu guī píng jià chéng jiā
   shí xiàn gōng píng guò chéng de guān jiàn zài xīn de biāo wàng rènér zài rén men shì fǒu qīng chǔ jiě liǎo menwéi rào gōng píng guò chéng de yuán zhì lán hǎi zhàn lüè de zhì dìng kāi shǐ jiù jiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè chuàng jiàn de fēnjiù néng gòu jiāng zhèng zhì yóu shuō piān tǎn jiǎn shǎo dào zuì shǐ rén men zhōng jīng zhí xíng zhàn lüè
guān lán hǎi zhàn lüè shū
  zhōng wén bǎn běn
   zuò  zhě:( hánjīn,( měi niè zhù
   chū bǎn shèshāng yìn shū guǎn
   chū bǎn shí jiān: 2005-5-1
     shù: 264
   kāi  běn: 16
   zhǐ  zhāngjiāo bǎn zhǐ
  ISBN: 9787100044523
   bāo  zhuāngpíng zhuāng
   suǒ shǔ fēn lèi shū >> guǎn >> zhàn lüè guǎn
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   biān ji tuī jiàn
  《 lán hǎi zhàn lüè shū 2005 nián 2 yuè yóu shāng xué yuàn chū bǎn shè chū bǎn hòuzài shì jiè fàn wéi nèi yǐn de fǎn xiǎngxiān hòu huò liǎo“《 huá 'ěr jiē bàochàng xiāo shū”、“ měi guó quán guó chàng xiāo shū”、“ quán qiú chàng xiāo shūde chēng hào jīn wéi zhǐ jīng bèi wéi 25 zhǒng wén liǎo shāng xué yuàn chū bǎn shè yòu shǐ lái chū shòu guó bǎn quán de zuò zhě W. qiánjīn niè 'ōu zhōu gōng shāng guǎn xué yuàn (INSEAD) zhù míng jiào shòu shì jiè jīng lùn tán de huì yuánjīn jiào shòu hái shì 'ōu méng de wèn chéng yuánbìng dān rèn 'ōu zhōuměi guó zhōu xiē kuà guó gōng de dǒng shì huì chéng yuán huò wèn。《 lán hǎi zhàn lüè shū shì liǎng wèi zuò zhě shí 15 niánshōu kuà bǎi nián shàng de liào 'ér chū de chéng guǒgāi shū de diān xìng xiǎng zài hěn chéng shàng fǎn yìng liǎo zài dāng jīn de shāng xiàn shí jìng zhēng tài shì xiàquán qiú de jiè duì xún qiú xīn de zhàn lüè shǒu duàn shí xiàn huò xìng zēngzhǎng de qiáng liè wàngwéi zhǐ chū liǎo tiáo tōng xiàng wèi lái zēngzhǎng rùn de xīn 。“ lán hǎi zhàn lüèyào qiú shì xiàn cóng shì chǎng de gōngjǐ fāng xiàng qiú fāngcóng guān zhù bìng chāo jìng zhēng duì shǒu de suǒ zuò suǒ wéizhuànxiàng wéi mǎi fāng gōng jià zhí de fēi yuètōng guò kuà yuè xiàn yòu jìng zhēng biān jiè kàn shì chǎng jiāng tóng shì chǎng de mǎi fāng jià zhí yuán shāi xuǎn chóngxīn pái jiù yòu néng chóngjiàn shì chǎng chǎn biān jièkāi de qián zài qiúcóng 'ér bǎi tuōhóng hǎi”, zhī shì chǎng kōng jiān de xuè xīng jìng zhēngkāi chuànglán hǎi”, xīn de shì chǎng kōng jiāntōng guò zēng jiā chuàng zào xiàn yòu chǎn wèi gōng de mǒu xiē jià zhí yuán bìng chú jiǎn shǎo chǎn xiàn yòu de mǒu xiē jià zhí yuán jiù yòu néng tóng shí zhuī qiúchā huàchéng běn lǐng xiān”, jiào de chéng běn wéi mǎi fāng gōng jià zhí shàng de 。“ lán hǎi zhàn lüè jǐn shì yòng shāng zhàn lüè de cèhuà shí shī néng gòu zhèng gōng gòng zhèng mén guī huá shí shī zhàn lüè chuàng xīnzài lán hǎi zhàn lüèzhè běn shū de lùn shù zhōngyòu xiāng dāng fēn shù liào lái yuán duì zhèng gōng gòng mén de guān chá yán jiūyīn xīn jiā zhèng jiāng lán hǎi zhàn lüè qièshí yìng yòng dào gōng gòng mén de zhàn lüè xīn shàng dào liǎo xīn jiā zǒng de gāo zhòng shì。“ lán hǎi zhàn lüède xiǎng fēngmǐ shì jièzài jīn nián 5 yuè 'ěr gài jiā xíng dewēi ruǎn fēng huì”( yóu 'ěr . gài měi nián yāo qǐng quán měi zuì de 50 jiā de CEOs dào de zhái huìshàng niè jiào shòu yìng yāo xiàng yùhuì zhě jiǎng shù lán hǎi zhàn lüè ”。 jīn jiào shòu jiāng jīn nián 11 yuè zài niǔ yuē lín kěn zhōng xīn xíng decái nián huì zuò kāi yǎn jiǎngxiàng dào huì de 850 míng CEOs xuān jiǎng lán hǎi zhàn lüè ”, zhè xiē CEOs zhōng bāo kuò suǒ yòu de cái 500 qiáng de lǎo zǒngzhè liǎng huì shì quán měi jiè zuì yǐng xiǎng de liǎng xiàng huó dòng
   guò lán hǎi zhàn lüè hòu duì jìng zhēng de kàn jiāng wán quán gǎi biànzuò zhě lìng rén xìn xiàng men zhǎn shì liǎo gāi zhuī qiú chuàng zào xìng 'ér shì duì kàng xìng de zhàn lüè fāng dān dān shì men qiáng diào jià zhí chuàng xīn kǎo xiāng guān zhě zhè liǎng diǎn jiù shǐ zhè běn shū chéng wéi guǎn zhě shāng xué yuàn xué shēng de shūhéng héng chǎn chē gōng zǒng cái jiān shǒu zhí xíng guān luò · 'ēn
   zhè běn shū yuè jià zhí gāo yán jiū liǎo cóng shǒu biǎo táo jiǔ shuǐ dào diàn nǎo chē shèn zhì zhōng zhòng duō de jīng yànzhào liàng liǎo wèi lái zhàn lüè de zhǎn zhī héng héng Swatch tuán dǒng shì huì zhù · hǎi
   xiàng yíng mén gōng gòng mén de suǒ yòu zhù guǎn tuī jiàn lán hǎi zhàn lüè 》。 zhǎn shì liǎo bǎi tuō xiàn zhuàngchuàng zào chéng gōng de wèi lái zhàn lüèbìng chéng běn jiāng kuài zhí xíng jǐn lìng rén 'ěr xīn gōng liǎo shí yòng zhǐ nánhéng héng luò shān jǐng chá cháng qián niǔ yuē shì jǐng chá cháng wēi lián · dùn
   zuò zhě chū de zhàn lüè jǐn xīn yíng ér qiě qièshí xíng men de gōng yùn yòng liǎo zhè xiē zhàn lüèchéng guǒ zhuó zhù men wéi yíng wèi lái miáo huì chū tiáo guǒ gǎn de xīn 。  héng héng nuò wēi lián bǎo xiǎn tuán shǒu zhí xíng guān · nuò 'ěr
   nèi róng jiǎn jiè
   wèile xún qiú chí jiǔ dehuò xìng de zēngzhǎngwǎng wǎng duì shǒu zhēn fēng xiāng duì jìng zhēng men wéi jìng zhēng yōu shì 'ér zhànwéi shì chǎng fèn 'é 'ér zhànwéi shí xiàn chā huà 'ér zhàn
   rán 'ér zài qián guò yōng de chǎn shì chǎng zhōngyìng pèng yìng de jìng zhēng zhǐ néng lìng xiàn xuè xīng dehóng hǎi”, jìng zhēng liè de zhī shì chǎng kōng jiān zhōngbìng duì shǒu zhēng qiǎng suō jiǎn de rùn 'ézài zhè běn shū zhōngzuò zhě duì suǒ shú zhī de qiē zhàn lüè chéng gōng de dìng chū tiǎo zhàn men rèn wéiliú lián hóng hǎi de jìng zhēng zhī zhōngjiāng yuè lái yuè nán chuàng zào wèi lái de huò xìng zēngzhǎng
   zuò zhě duì kuà 100 duō niánshè 30 duō chǎn de 150 zhàn lüè xíng dòng de yán jiū chūyào yíng míng tiān néng kào duì shǒu jìng zhēngér shì yào kāi chuànglán hǎi”, yùn hán páng qiú de xīn shì chǎng kōng jiān zǒu shàng zēngzhǎng zhī zhè zhǒng bèi chēng wéijià zhí chuàng xīnde zhàn lüè xíng dòng néng gòu wéi mǎi fāng chuàng zào jià zhí de fēi yuèshǐ chè shuǎi tuō jìng zhēng duì shǒubìng jiāng xīn de qiú shì fàng chū lái
  《 lán hǎi zhàn lüèwéi shuǎi tuō jìng zhēng gōng liǎo tào tǒng xìng de fāng zài zhè běn diān chuán tǒng zhàn lüè wéi de zhù zuò zhōngzuò zhě zhǎn shì liǎo tào jīng guò shí jiàn zhèng míng de fēn kuàng jià gōng gōng chéng gōng kāi chuàng duó lán hǎitōng guò duì zhǒng chǎn zhōng wéi shù zhòng duō de zhàn lüè xíng dòng de fēn zuò zhě hái chū liǎo chéng gōng zhì dìng zhí xíng lán hǎi zhàn lüè de liù xiàng yuán zhè xiē yuán gào gāi chóngjiàn shì chǎng biān jièzhù zhòng quán chāo yuè xiàn yòu qiúzūn xún de zhàn lüè shùn zhì zhàng 'ài bìng zhàn lüè de zhí xíng jiàn chéng zhàn lüè de fēn
   běn shū 2005 nián 2 yuè yóu shāng xué yuàn chū bǎn shè chū bǎn láizài shì jiè fàn wéi nèi yǐn liǎo de fǎn xiǎngxiān hòu huò liǎo“《 huá 'ěr jiē bàochàng xiāo shū”、“ quán měi chàng xiāo shū”、“ quán qiú chàng xiāo shūde chēng hào jīn wéi zhǐ jīng bèi chéng 24 zhǒng yán liǎo shāng xué yuàn chū bǎn shè yòu shǐ lái chū shòu guó bǎn quán de
   zuò zhě jiǎn jiè
  W qián · jīn shì 'ōu zhōu gōng shāng guǎn xué yuàn (INSEAD) shì dùn xún tuán ·D. hēng sēn zhàn lüè guó guǎn jiào jiào shòuzài jiā 'ōu zhōu gōng shāng guǎn xué yuàn zhī qián céng shì xiē gēn xué shāng xué yuàn de jiào shòu shì 'ōu zhōuměi guó zhōu xiē kuà guó gōng de dǒng shì huì chéng yuán huò wèn shì shì jiè jīng lùn tán de huì yuán 'ōu méng de wèn chéng yuán
   · niè shì 'ōu zhōu gōng shāng guǎn xué yuàn de jié chū xué zhězhàn lüè guǎn xué jiào shòu shì shì jiè jīng lùn tán de huì yuán
   jīn niè zuò wéi zuò huǒ bànzàiguǎn xué huì kān》、《 guǎn xué》、《 zhì xué》、《 zhàn lüè guǎn kān》、《 xíng zhèng guǎn xué kān》、《 guó shāng yán jiū kān》、《 shāng píng lùn》、《 lóng guǎn píng lùnděng zhuān kān shàng gòng tóng biǎo liǎo wéi shù zhòng duō de yòu guān zhàn lüè kuà guó gōng guǎn de wén zhāng men zài shāng píng lùnshàng biǎo de wén zhāng chéng wéi quán qiú chàng xiāo wén zhāngxiān hòu chóngyìn liǎo 50 wàn fèn men hái wéijīn róng shí bào》、《 huá 'ěr jiē bào》、《 huá 'ěr jiē bào 'ōu zhōu bǎn》、《 zhōu huá 'ěr jiē bào》、《 niǔ yuē shí bào》、《 nán huá zǎo bàoděng bào zhǐ zhuàn xiě wén zhāng men céng huò yóu guó shāng xué huì 'āi 'ěr · hǎi 'ēn niàn jīn bān de 'āi 'ěr · hǎi 'ēn jiǎng biǎo zhāng men zài guó shāng lǐng de zuì jiā yuán chuàng xìng lùn wénjīn jiào shòu niè jiào shòu dōushì jià zhí chuàng xīn wǎng luò (ValueInnovationNetwork, VIN) de zào zhězhè wǎng luò shì yóu jià zhí chuàng xīn liè gǎn niàn de shí jiàn zhě chéng de quán qiú shè tuán men shì shè zài xīn jiā de jià zhí chuàng xīn xíng dòng (ValueInnovationActionTank, VIAT) de dǒng shì huì chéng yuán
  
   zhě
   qián yán
   zhì xiè
   fēn lán hǎi zhàn lüè
   zhāng kāi chuàng lán hǎi
   'èr zhāng fēn gōng kuàng jià
   'èr fēn zhì dìng lán hǎi zhàn lüè
   sān zhāng chóngjiàn shì chǎng biān jiè
   zhāng zhù zhòng quán 'ér fēi shù
   zhāng chāo yuè xiàn yòu qiú
   liù zhāng zūn xún de zhàn lüè shùn
   sān fēn zhí xíng lán hǎi zhàn lüè
   zhāng guān jiàn zhì zhàng 'ài
   zhāng jiāng zhàn lüè zhí xíng jiàn chéng zhàn lüè de fēn
   jiǔ zhāng jié lùn lán hǎi zhàn lüè de chí xìng gēngxīn
   kāi chuàng lán hǎi de shǐ shì gài lǎn
   'èrchóng jiàn zhù de zhàn lüè guān diǎn
   sān jià zhí chuàng xīn de shì chǎng dòng tài
   zhù shì
   cān kǎo wén xiàn
   zuò zhě jiǎn jiè
   méi píng lùn
   jià zhí chuàng xīn héng héng lán hǎi zhàn lüè de shí
   lán hǎi zhàn lüè shū shì W. qián · jīnhán · nièměiliǎng wèi zuò zhě shí 15 niánshōu kuà bǎi nián shàng de liào 'ér chū de chéng guǒgāi shū de diān xìng xiǎng zài hěn chéng shàng fǎn yìng liǎo zài dāng jīn de shāng xiàn shí jìng zhēng tài shì xiàquán qiú de jiè duì xún qiú xīn de zhàn lüè shǒu duàn shí xiàn huò xìng zēngzhǎng de qiáng liè wàngwéi zhǐ chū liǎo tiáo tōng xiàng wèi lái zēngzhǎng rùn de xīn 。“ lán hǎi zhàn lüèyào qiú shì xiàn cóng shì chǎng de gōngjǐ fāng xiàng qiú fāngcóng guān zhù bìng chāo jìng zhēng duì shǒu de suǒ zuò suǒ wéizhuànxiàng wéi mǎi fāng gōng jià zhí de fēi yuètōng guò kuà yuè xiàn yòu jìng zhēng biān jiè kàn shì chǎng jiāng tóng shì chǎng de mǎi fāng jià zhí yuán shāi xuǎn chóngxīn pái jiù yòu néng chóngjiàn shì chǎng chǎn biān jièkāi de qián zài qiúcóng 'ér bǎi tuōhóng hǎi”, zhī shì chǎng kōng jiān de xuè xīng jìng zhēngkāi chuànglán hǎi”, xīn de shì chǎng kōng jiāntōng guò zēng jiā chuàng zào xiàn yòu chǎn wèi gōng de mǒu xiē jià zhí yuán bìng chú jiǎn shǎo chǎn xiàn yòu de mǒu xiē jià zhí yuán jiù yòu néng tóng shí zhuī qiúchā huàchéng běn lǐng xiān”, jiào de chéng běn wéi mǎi fāng gōng jià zhí shàng de shū zhōng dào de kuài měifà wéi yíng běn nán xìng shàng bān de yào tōng cháng yào xiǎo shí de lǐfà shí jiān suō duǎn dào shí fēn zhōngbìng xiāo yuē táiàn pǐn chá děng rǒng tóng shí zēng jiā liú tǒnghái wéi měi gōng tào xīn de máo jīn shū gāo wèi shēng chéng zhè yàng rén jūn lǐfà jià cóng 3000-5000 yuán jiàng dào 1000 yuánshǐ gāi fàwū zài gāo liú liàng de tóng shí jiāng měi lǐfà yuán de shōu gāo liǎo 50%。
   … ---- lái yuán jià zhí zhōng guó wǎng wáng
   zhǒng xīn de jià zhí fēn gōng
   zhí láidōu shì yòng 4P fēn gōng lái fēn yíng xiāo jīng wèn shèn zhì bāo kuò rén zhǎn qiú zhí zhè lèi wèn gǎn jué hěn hǎo yòngdàn shì zài liǎo lán hǎi zhàn lüèzhī hòu rán yòu zhǒng bié yòu fān dòng tiān de gǎn juézhè shì fēn shì de gèng hǎo de zhǒng gōng .
   zǒng de gǎn juéjiān chí jià zhí chuàng xīn wéi zhōng xīnduì jīng yíngshì chǎng yíng xiāo nǎi zhì men de shēng huó jìn xíng duì měi jià zhí yuán dezēng jiā jiǎn shǎo chú chuàng zàode jià zhí zài zào zài yòu xiàn de yuán xià chuàng zào gèng jià zhí
   què shí shì hěn gǎn xiè zhè běn shū dexiāng xìn yòu rén shuō de huà:“ yòu de shí hòu běn shū gǎi biàn rén de shēng”, zhī dào zhè běn shū huì huì gǎi biàn de shēngdàn jīng shēn shēn yǐng xiǎng liǎo de shēng huóhái yòu qiēbāo kuò xiǎng! ----- lái yuán jià zhí zhōng guó wǎng liú yíng bīn
  W. qián · jīn zhuān fǎnglán hǎi jiù shì chǎn chén guī / cǎi fǎng · zhuàn wén jīn cuò dāo
  “ yóu guī ”, zhè shì lán hǎi zhàn lüèzuò zhě W. qián · jīn jīng cháng jiǎng de huàshēn wéi 'ōu zhōu gōng shāng guǎn xué yuàn (INSEAD) shì dùn xún tuán ·D· hēng sēn zhàn lüè guó guǎn jiào jiào shòuqián · jīn xiàn zài bēn quán qiú dàolán hǎi”。 zuì jìnqián · jīn jiē shòu liǎoshù shāng shí dàide jiā zhuān fǎng
   xīn shāng xīn tiǎo zhàn
  《 shù shāng shí dài》: céng jīng zài yǎn jiǎng zhōng dào men de shāng huán jìng shēng liǎo de biàn huà xiē biàn huà gěi lǐng dǎo zhě dài lái liǎo de tiǎo zhàn wēi xié lián wǎngquán qiú huà
   qián · jīnmào shēng chǎn de quán qiú huà shù gēngxīn xìn chuán de jiā kuài shǐ shì chǎng de jiè xiàn duàn jiǎn shǎo xiāo shīcóng 'ér jiā liǎo quán qiú fàn wéi nèi jiān de jìng zhēngzài hěn duō chǎn zhōnggōngjǐ de zēngzhǎng chāo guò qiú de zēngzhǎng de biàn miàn lín chǎn pǐn tóng zhì huàjià zhàn rùn shuài jiàng shì chǎng wěi suō děng wèn tiǎo zhàn
  《 shù shāng shí dài》: kànzuì néng dài biǎo lán hǎi zhàn lüè de shì gōng de 'àn
   qián · jīnqǐng zhù lán hǎi zhàn lüè de fēn dān yuán shìgōng ”, ér shìzhàn lüè xíng dòng”。 men de yán jiū biǎo míngméi yòu cháng shèng shuāi de chǎn méi yòu yǒng bǎo zhuó yuè de ér xīn de rùn zēngzhǎng kōng jiānwǎng wǎng shì yóu jié chū de zhàn lüè xíng dòng kāi dezhè xiē chéng gōng de zhàn lüè xíng dòng bèi hòu de guī jiù shì lán hǎi zhàn lüèzài zhè fāng miàn,《 lán hǎi zhàn lüè shū jiè shào liǎo hěn duō jīng diǎn 'àn
  《 shù shāng shí dài》: fēn zhòng zǒng cái jiāng nán chūn céng jīng shuō guòchuàng xīn de dòng lái sān huì huì jiào huái 'èr huì jiào diān sān jiào zuò dòng chá shì fǒu tóng yòu shénme jiàn
   qián · jīnchuàng xīn fēn chéng liǎng lèi lèi jiù shì xióng xué pài suǒ miáo shù de suí de chuàng xīnzhè lèi chuàng xīn zài chǎn de gēngxīn de chéngzhǎng shàng huì dào hěn de zuò yòngdàn shì de qián shì tiān cái líng gǎnyīn yòu 'ǒu rán xìngsuí xìng zhì xìnglìng lèi chuàng xīn jiù shì men suǒ shuō de jià zhí chuàng xīn xué pài de chuàng xīn fāng tōng guò zhǎng kāi chuàng lán hǎi de guī tǒng jìn xíng chuàng xīn
  《 shù shāng shí dài》: lǐng dǎo shì hěn zhòng yào de huìyào xiǎng kāi chuàng lán hǎi shì chǎng, CEO yào shénme yàng xīn de lǐng dǎo zhìhuò zhě shuō zài lǐng dǎo shàng tiào chūhóng hǎi wéi
   qián · jīnzài lán hǎi zhàn lüè shū zhōng men zhuān mén tán dào liǎo lǐng dǎo de wèn men suǒ shuō deyǐn bào diǎn lǐng dǎo tán de jiù shì lǐng xiù yīnggāi yòu xiào yòng xiàn yòu yuán zhì zài rèn zhīyuán gōng dòng zhì zhèng zhì děng fāng miàn de zhàng 'ài shí xiàn zhàn lüè zhuǎn biàn
   shuí néng xiàn zhōng guó lán hǎi
  《 shù shāng shí dài》: hěn duō zhōng guó jiā chū,《 lán hǎi zhàn lüè miàn méi yòu zhōng guó 'àn rèn wéi xiē zhōng guó gōng chēng shàng lán hǎi 'àn
   qián · jīn jīng shuō guò lán hǎi zhàn lüè suǒ zhēn duì de shì jié chū de zhàn lüè xíng dòngér shì jiā gōng 。《 lán hǎi zhàn lüè shū de xiāng guān yán jiūzhuàn xiě jiǎn yàn shí 15 nián jiān men zhù yào 'ōu měi de 'àn wéi shí zhèng chǔjìn nián láizhōng guó de jīng shí yòu liǎo hěn de shēng duō chǎn dōuyòu liǎo cháng de zhǎnguó nèi shì chǎng péng xīng hěn duō kāi shǐ zǒu shàng guó huà de dào guān chá fēn zhōng guó zài zhè liè jìn chéng zhōng de zhàn lüè xíng dòngshì men zài xiàn jīn hòu de xiàng zhòng yào rèn men zài zhōng guó de yán rén rén shì jīng kāi shǐ zhuóshǒu jìn xíng zhè fāng miàn de gōng zuò
  《 shù shāng shí dài》: lán hǎi zhàn lüè qiáng diào de shì chóngjiàn yóu guī cháng guīdàn shì zhōu zài wéi shì shàng shàn cháng cháng guīduì zhōng guó jiā yòu shénme jiàn
   qián · jīnyóu zhōu guó jiā duō shǔ hòu zhǎn xíng guó jiā zhōu chū gǎn chāoxīn tàiwǎng wǎng zhù zhòng xué fǎngdàn shì zhōu xiàn yòu de yuán shí àn zhào dìng de guī suí zhe fāng hěn nán tuō yíng 'ér chū zhōu suǒ yào zuò deshǒu xiān shì bǎi tuō wèi zhào fǎng de wéi dìng shì lán hǎi zhàn lüè wéi gōng liǎo tào tǒng xìng de fāng gōng yǐn dǎo zǒu chū cháng guī de wéi fāng shìshǐ chuàng xīn jǐn jǐn shì yóu miào xiǎng chéng de jiēguǒér chéng wéi tǒng de zhí xíng de guò chéng
   lán hǎi chuàng xīn de
  《 shù shāng shí dài》:“ lán hǎi zhàn lüèxiàn zài chéng wéi jīhū suǒ yòu zhōng guó CEO zuì cháng jiǎng de huìzài kàn láiduì zhōng guó huǒ de lán hǎi shí jiàn yòu shénme xǐng de fāng
   qián · jīn shǒu xiān yào rèn shí dàolán hǎi de kāi chuàng shì jià zhí de chuàng xīnér jǐn jǐn shì shù de chuàng xīntóng shí hái yìng rèn shí dào lán hǎi zhàn lüè yào qiú xié diào quán tǒng de huó dòngjià zhí chuàng xīn jǐn jǐn shì zài chǎn pǐn de céng miàn shàngér yīnggāi guàn chuān chǎn pǐnliú chéngrén yuán děng huán jié zhōng
  《 shù shāng shí dài》:《 lán hǎi zhàn lüèzhōng yòu guān jiàn de gōng ,“ chú - jiǎn shǎo - zēng jiā - chuàng zàozuò biāo dàn shìxiàn shí zhōng hěn duō rén zhǐ zhù zhòng zēng jiā chuàng zào”, hěn nán chú - jiǎn shǎo”, duì yòu shénme xǐng
   qián · jīn lán hǎi zhàn lüè yào qiú chā huàchéng běn lǐng xiānzhī jiān de quán héng qǔshěyào xiǎng jiào de chéng běn gōng gèng gāo de jià zhí cóng chú jiǎn shǎo zhuóshǒu xiē jìng zhēng zhōng suǒ zhù zhòng 'ér bìng bùwèi mǎi fāng zhòng gōng jié chū xiào yòng de yuán jiù yīnggāi chú huò jiǎn shǎo tóu jiàng chéng běnzhǐ yòu zài chǔ shàng zēng jiā chuàng zào cái néng zǒu shàng tiáo bié chuán tǒngchā huàzhàn lüè de lán hǎi zhī
  《 shù shāng shí dài》: zài zhí xíng lán hǎi zhàn lüè zhōng zhì zhàng 'ài néng shì zuì nán de sān xīng diàn de zhàn lüè hěn lán hǎidàn de zhì néng què hěn hóng hǎiyòu diǎn xiàng děng sēn yán de jūn shì zhìduì zěn me kàn
   qián · jīn zài zhí xíng zhàn lüè de guò chéng zhōnghuì cǎi yòng shì wén huà de fāng shìnéng fǒu chéng gōng shí xiàn zhàn lüè zhuǎn biàn de yuán gōng de tài xíng wéi shì hěn zhòng yào de yīn zài lán hǎi zhàn lüè shū zhōng men tán dào degōng píng guò chéngyǐn bào diǎn lǐng dǎo ”, dōushì lán hǎi zhàn lüè de yòu chéng fēn men wéi gǎi jìn zhí xíng néng gōng liǎo de fāng jìng
  《 shù shāng shí dài》: zài kàn láishénme yàng de zhàn lüè xíng wéi bìng shì zhēn zhèng de lán hǎi chuàng xīn
   qián · jīnzài kāi chuàng lán hǎi zhōng cún zài de shìyòu xiē rén jiǎn dān qiē xīn chǎn pǐnxīn shù dàngchéng lán hǎiér shí shàngxīn chǎn pǐn néng zhǐ shì hóng hǎi chǎn pǐn de yán shēn shù chuàng xīn néng kāi shì chǎngzhǐ yòu jià zhí chuàng xīn wéi shíkuà yuè xiàn yòu de shì chǎng biān jièjiāng jìng zhēng yuán chóngxīn shāi xuǎn cái yòu néng kāi chuàng huò xìng zēngzhǎng de lán hǎi kōng jiān
lán hǎi zhàn lüèshū zhāi
  kuà yuè xìng chǎn pǐn xiàng
   chǎn pǐn hěn shǎo huì zài " zhēn kōng " zhōng shǐ yòngzài duō shù qíng kuàng xià men de jià zhí shòu dào chǎn pǐn de yǐng xiǎngdàn shì zài duō shù chǎn zhōngxiāng jìng zhēng de dōubù yuē 'ér tóng xiàn chǎn shēn de chǎn pǐn xiàng diàn yǐng yuàn wéi duì xiǎng kàn diàn yǐng de lái shuōwéi xiǎo hái zhǎo dào lín shí bǎo shì fǒu fāng biànpiányídào liǎo diàn yǐng yuàn wài tíng chē shì fǒu fāng biàn yǐng xiǎng dào rén men duì wài chū kàn diàn yǐng de zhù guān jiàrán 'érzhè xiē kàn diàn yǐng de chāo yuè liǎo yǐng yuàn de chuán tǒng biān jièhěn shǎo yòu yǐng yuàn jīng yíng zhě huì kǎo rén men wéi hái zhǎo lín shí bǎo yòu duō nánduō guìshí shàng men yīnggāi kǎo zhè diǎnyīn wéi yǐng xiǎng dào shì chǎng duì men shēng de qiúxiǎng xiàng xià jiā yǐng yuàn dài tuō 'ér gèng hǎo ?!
   xìng de chǎn pǐn zhōng cháng cháng yùn cáng zhe wèi jīng jué de qiúguān jiàn zài gǎo qīng mǎi fāng zài xuǎn chǎn pǐn huò shí dōuzài xún qiú xiē shénme jiǎn dān de bàn jiù shì kǎo xià rén men zài shǐ yòng de chǎn pǐn zhī qiánzhī zhōngzhī hòu dōuyòu xiē yàorén men kàn diàn yǐng qiánxiān yào gěi hái zhǎo hǎo lín shí kānhù rénjìn yǐng yuàn qián yào zhǎo chē wèi tíng chēcāo zuò tǒng hèyìng yòng ruǎn jiàn yào gēn diàn nǎo yìng jiàn pèi lái cái néng yòngzài háng kōng zhōng miàn yùn shì háng bān hòu de shìdàn duì lái shuō shì chéng de fēn e
   zài xiǎng xiǎng běi měi chē gōng gōng (NABI, xià jiǎn chēng běi ) zhè jiā xiōng de chē shēng chǎn shāng jìng de yuán yùn yòng dào jià zhí 10 měi yuán de gōng jiāo chē shàngzhè chǎn de zhù yào shì chǎn quán shǔ shì zhèng de gōng jiāo gōng zhè xiē gōng zài zhù yào chéng zhèn gōng dìng xiàn de gōng jiāo
   àn zhào bèi rén men jiē shòu de chǎn jìng zhēng guī shēng chǎn shāng men zhēng xiāng gōng zuì gòu mǎi jiàshè guò shíjiāo huò yán chízhì liàng xiàzài yào xiǎng gěi chē zēng jiā xiē xuǎn pèi zhìjià jiù huì gāo lìng rén shéyīn wéi zhěng chǎn zǒu dedōu shì zhū jiào de chéng běn xiànér běi duì zhè xiē zuò dōubù wéi ránshì zhèng gòu mǎi de chēpíng jūn yào yùn yíng 12 nián shì wèishénme chē shēng chǎn shāng zhǐ zhù zhòng chē de chū shǐ gòu mǎi jià ? dāng běi chóngxīn gòu xiǎng shì chǎng shíjiù huò liǎo zhěng chǎn lüè liǎo de shì
   běi xiànduì shì zhèng lái shuōchéng běn zuì gāo de yuán shì zhěng chǎn zhí jìng de chē běn shēn de jià ér shì gòu mǎi chē hòu de huā fèi chē zài 12 nián yùn yíng nèi de bǎo yǎng wéi shēng liǎo jiāo tōng shì yào wéi xiūrán yóu yào xiāo hàoyīn wéi chē zhòng liàng hěn duō jiàn sǔn kuài yào jīng cháng gēnghuànhái yào duì chē shēn cǎi fáng xìng bǎo yǎng cuò shī miǎn shēng xiùděng děngzhè xiē duì shì zhèng lái shuō cái shì zuì gāo de chéng běn yīn 。。 wàisuí zhe rén men yào qiú shì zhèng bǎo zhàng kōng de qīng jiéyán fēi huán bǎo xíng gōng gòng jiāo tōng de dài jià kāi shǐ xiǎn xiàn chū láirán 'érsuī rán zhè xiē chéng běn dài jià yuǎn yuǎn chāo guò chē de chū shǐ jià chǎn réng rán lüè zhè xiē chōng xìng de bǎo yǎng wéi huó dòng chē de shòu mìng zhōu chéng běn
   běi rèn shí dàogōng jiāo chē bìng dìng shì jià huò pǐn huà de chǎn zhǐ guò shì yīn wéi chē shēng chǎn shāng jìng xiāng jià chū shòu chēcái zào chéng liǎo chǎn de xiàn zhuàngběi tōng guò guān zhù xiē chōng xìng huó dòngzhǎo chū zhěng de jiě jué fāng 'àncóng 'ér chuàng zào liǎo chǎn qián suǒ wèi jiàn de zhǒng chē chē bān lái shuō shì gāng zhì dechén zhòng shēng xiùchū liǎo jiāo tōng shì hòu wéi xiūyīn wéi cāo zòng pán dōuyào gēnghuànběi cǎi yòng xiān wéi zhì zào chēzhè zhǒng zuò wèi shí niǎo xiān wéi de chē huì shēng xiù jiǎn shǎo liǎo fáng xìng bǎo yǎng suǒ de chéng běn xiān wéi zhì chéng de chē dào chē sǔn huài huò chē huò gēnghuàn zhěng cāo zòng pánér zhǐ huǐ huài de fēn qiē xià láiyòng xīn de xiān wéi cái liào tián chōngzhè shǐ chē wéi xiū gèng kuàigèng piányí gèng róng tóng shí xiān wéi zhòng liàng qīng ( gāng cái qīng 30%~ 35% ) jiǎn shǎo liǎo yóu hào wěi pái fàngshǐ chē gèng huán bǎo yào qiúlìng wàijiào chē de zhòng liàng qīng hái lìng běi shǐ yòng jiào de yǐn qíng gèng shǎo de chē zhóucóng 'ér jiàng liǎo zhì zào chéng běn jiā liǎo chē nèi de kōng jiān
   zhè yàngběi chuàng zào liǎo tiáo chǎn de píng jūn xiàn xiāng jiǒng de jià zhí xiàn 3-3 suǒ shìtōng guò yòng zhòng liàng qīng de xiān wéi zhì zào chēběi chú huò xiǎn zhù jiǎn shǎo liǎo fáng xiùbǎo yǎngyóu hào yòu guān de xiàng chéng běnjiēguǒ shìjìn guǎn běi chē de chū shǐ shòu jià yào chǎn píng jūn jià gāoduì shì zhèng lái shuō zhōu nèi de chéng běn què jiào chǎng jiā de chē wěi pái fàng jiǎn shǎo duōcóng 'ér shǐ běi chē de huán bǎo xìng gāo chǎn píng jūn huán bǎo biāo zhǔnlìng wàiběi chē de jiào gāo jià shǐ gōng chuàng zào chǎn qián suǒ wèi yòu de yuán xiàn dài měi xué fēng de shè fāng biàn chéng de cuò shī jiàng chē mén chù de tái jiēbiàn chéng shàng chēchē shàng shè gèng duō de zuò wèishǐ gèng duō de chéng zhàn zài chē shàngzhè qiēdōu zēng jiā liǎo duì gōng jiāo chē de qiúwéi shì zhèng dài lái gèng duō shōu běi gǎi biàn liǎo shì zhèng dāng duì yòu guān gōng jiāo chē de shōu chéng běn de yòu wéi fāng shì chē zhěng shòu mìng zhōu de chéng běnwéi mǎi fāng -- zài zhè zhōng bāo kuò shì zhèng zuò wéi zhōng duān yòng de chéng -- chuàng zào liǎo jié chū de jià zhí
   chū suǒ liàoshì zhèng chéng huān zhè zhǒng xīn xíng chē 1993 nián wèn shì láiběi duó liǎo měi guó shì chǎng de 20%, hěn kuài jiù chéng wèiyòu shí wèn dǐng shì chǎng fèn 'ézēngchánglǜ rùn shuài guànjūn de qiáng shì zǒng shè zài xiōng de běi kāi chuàng liǎo piàn lán hǎijiāng měi guó shì chǎng nèi de jìng zhēng shuǎi zài nǎo hòuchuàng zào liǎo shēnshì zhèng dāng shì mín de sān yíng shōu dào de dìng dān lěi 10 měi yuánbìng 2002 nián 10 yuè bèijīng xué jiā qíng bào 》 (EconomistIntelligenceUnit) píng wéi shì jiè 30 chéng gōng zhī
   zhī xiāng ràng men kàn kàn yīng guó de diàn chá chǎn jìn guǎn duì yīng guó wén huà lái shuō xiāng dāng zhòng yàodàn xiāo shòu 'é què píng píng rùn shuài suō jiǎnzhí dào fēi diàn gōng tuī chū kuǎn diàn biàn hóng hǎi wéi lán hǎizhè zhǒng qíng kuàng cái yòu liǎo gǎi biàntōng guò kǎo xìng chǎn pǐn fēi rèn shí dào yīng guó rén chá shí zuì guān jiàn de yīn shì diàn běn shēnér shì zhǔ de shuǐ zhè xiàng chōng xìng chǎn pǐnwèn shì lái shuǐ zhōng de shuǐ jiǎnsuí zhe shuǐ duàn zhǔ kāi de shuǐ jiǎn yuè jié yuè hòubìng kāi shǐ hùn xīn de chá zhōnglěng jìng de yīng guó rén chá qián tōng cháng chá chílāo bān zhuō xiē lìng rén dǎo wèi kǒu de shuǐ jiǎnér duì chá lái shuōshuǐ zhì wèn men guānzhè shì lìng chǎn -- gōng gòng gōng shuǐ de wèn tōng guò kǎo gāi pái yōu jiě nánwéi gōng zhěng jiě jué fāng 'ànfēi shuǐ zhì wèn kàn chéng de huìjiēguǒ shìfēi chuàng zhì liǎo zhǒng chá zuǐ chù dài guò zhuāng zhìdàoshuǐ shí néng yòu xiào jié zhù shuǐ jiǎnshuǐ jiǎn jiù huì yóu zài hǎo de chá zhōng liǎosuí zhe rén men kāi shǐ yòng xīn shì guò chá dài jiù zhěng chǎn chóngxīn zǒu shàng liǎo qiángjìng zēngzhǎng de guǐ dào
   xiàng zhè yàng tōng guò zūn xún jìng de yuán kāi chuàng lán hǎi de 'àn hái yòu duō shū yīnyuè gōng (Borders) nuò (Barnes&Noble) chāo lián suǒ shū diàn chóngxīn dìng liǎo men suǒ gōng de fàn wéi men suǒ shòu chǎn pǐn cóng shū zhuǎn huàn wéi yuè de zhī shí de tàn suǒtōng guò zēng jiā yuè shìzhī shí fēng de shòu shū rén yuán fēi chuàng zào liǎo zhǒng shì yuè xué de huán jìngzài dào liù nián de shí jiān nuò chéng wéi měi guó liǎng jiā zuì de lián suǒ shū diàn yōng yòu 1070 jiā chāo shū diànwéi jīng tuán (VirginEntertainment) de chāo xíng diàn yīnyuè chàngpiān xiàngdiàn nǎo yóu shēng yīn xiǎng shè bèi huì zài quán fāng wèi mǎn de qiúdài sēn gōng (Dyson) tōng guò qiǎo miào shè chén chú liǎo gòu mǎi gēnghuàn chén dài de chéng běn fánjié kāng gōng (Zeneca) de (Salick) ái zhèng zhōng xīn 'ái zhèng huàn zhě suǒ de zhì liáo huì zǒng zài yán xiàzhè yàngbìng rén jiù yòng cóng zhuān mén zhì liáo zhōng xīn zǒu dào lìng wèitā men suǒ de měi xiàng fēn bié yuē shǐ yòng de chǎn pǐn huò de qián qián hòu hòu qīng chǔ ? zài shǐ yòng zhī qiánzhī hòuzhī zhōng dōushì zěn yàng zhǒng zhuàng kuàng ? néng zhǎo chū xiē lìng fán nǎo de nán chù ? tōng guò gōng xìng de chǎn pǐn lái chú zhè xiē nán chù ?
  《 lán hǎi zhàn lüèpéi xùn chéng zhù yào nèi róng
   chū bǎn shèguó jiā xíng zhèng xué yuàn yīn xiàng chū bǎn shè
   chū bǎn : 2009 nián 6 yuè 5
   pán  shù: 7 pán VCD
  1. xuǎn xiǎo zhòng shì chǎng , míng què zhǐ wéi fēn rén
  2. xué huì xiàng wéi , huàn fāng xiàng jiù shì
  3. gǎi biàn jìng zhēng jié gòu , cóng qiǎng shì chǎng dào zuò shì chǎng
  4. kuà yuè jìng zhēng biān jiè , cháng duǎnchóngxīn
  5. jiǎn shǎo jìng zhēng duì shǒu , chuàng zào xīn pǐn lèixīn shì chǎng
  6. xiàn lán hǎi huì , suǒ dìng shàng wèi xiāo fèi de
  7. chǎn pǐn zhòng tóng , gōng chā huà jiě jué fāng 'àn
  8. gōng dào jià zhí , gěi chū fēi mǎi de yóu
  9. xún zhǎo chuàng xīn yuán quán , zhǎo dào chǎn pǐn chàng xiāo de yīn
  10. jiě dòng , zuò gòng yíngpíng děng jiāo huàn
  11. shè zhàn lüè , zhǎn xiàn dài fāng 'àn de jià zhí
  12. míng què jià zhí dìng wèi , yòu zēng yòu jiǎnyòu jiā yòu shān
  13. tiào chū shì chǎng kàn shì chǎng , cóng zhù liú shì chǎng dào zhù liú shì chǎng
  14. tiào chū jìng zhēng kàn jìng zhēng , lìng jìngcuò wèi jìng zhēng
  15. tiào chū chǎn pǐn kàn chǎn pǐn , cóng mài chǎn pǐn dào mài xiǎng
  16. tiào chū xiàn zài kàn wèi lái , wèi lái de zhù liú qún
  17. xué huì xìng gōu tōng , rénlìng rén xìn
  18. cóng tuī xiāo dào yíng xiāo , shí xiàn chǎn de shēng huàn dài
   gāo jiàn huá jiǎn jiè
   zhōng guó zuì shí de yíng xiāo zhàn lüè zhuān jiā guǎn zhuān jiā
   zhōng guó wéi shù duō de yòu guó huà jīng yàn de gāo zhí jīng rén
   zài zhōng guó huì gōng píng guǒ diàn nǎo gōng gōng zuò chāo guò 17 nián
   céng rèn zhōng guó huì gōng jué wěi yuán huì chéng yuánshǒu zhī shí guān CKO,
   zhù zǒng cáizhàn lüè guī huá zǒng jiānshì chǎng zǒng jiānhuá běi zǒng jīng
   xiàn rèn běi jīng huì zhì zhuó yuè guǎn xún gōng dǒng shì cháng
   duì wài jīng mào xué zuò jiào shòunán jīng xué zuò jiào shòu
   zhōng guó chuán méi xué gōng xué xué shìzhōng 'ōu guó gōng shāng xué yuàn EMBA
  “ jīng guān chá bào” 2002 nián zuì shòu zūn jìng jiā
  “ zhōng rén wǎng” 2004 nián zhōng guó shí yōu xiù shí zhàn xíng péi xùn shī
  “ zhōng guó jīng yíng bào” 2007 nián zhōng guó shí wén huà zhuān jiā
   zhōng huá zhí jiào shè 2008 niánshǒu jiè huáng yán péi zhí jiào guǎn zhuān jiā jiǎngshí jiā zhàn lüè guǎn zhuān jiā
   sān jièzhōng guó jié chū yíng xiāo jiǎngpíng wěicái pàn
  2006,2007CCTV“ nián zhù diào cházhuān jiā wěi yuán huì chéng yuán
  《 shì jiè jīng rén》,《 zhōng wài guǎn 》,《 xiāo shòu shì chǎng》,《 péi xùnděng zhì fēng miàn rén
  CCTV《 jué duì tiǎo zhàn》,《 12 yǎn shì》,《 shāng jiè míng jiācháng rèn jiā bīn
  CNBC, fèng huáng wèi shì nán diàn shì táishān dōng diàn shì tái zhuān jié jiā bīn
   jīng guān chá bàoběi jīng xuéhuá shāng míng rén tángjiā bīn
   zhōng yuán guó jiā jīng mào wěiláo dòng rén shì zhōng yāng dǎng xiàoběi jīng xué
   qīng huá xuéshàng hǎi jiāo tōng xuézhōng shān xué de xué duǎn xùn bān pìn jiào shòu
   chàng xiāo shū zhàn 'ér shèng》( 2000),《 xiào zhe kāi huì 》( 2006),《 2.0 shí dài de yíng shì》( 2007) zuò zhě
   chū bǎnshì chǎng yíng xiāo zhàn lüè chí zhǎnguāng pán( 1998)
  《 shì chǎng yíng xiāo zhàn lüèjìng zhēng yōu shì de chí zhǎnguāng pán( 2000)
  《 kuà guó gōng péi yǎng zhí jīng rénguāng pán( 2004)
  《 lǐng dǎo zhī dào》,《 lán hǎi zhī dào》,《 pǐn pái zhī dào》,《 chuàng xīn zhī dàoguāng pán( 2006)
kuàijì bǎi
    “ lán hǎi zhàn lüè zhù dìng chéng wéi 2005 nián quán qiú fàn wéi nèi guǎn jiè de guān jiàn
  “ hóng hǎishì jìng zhēng duān liè de shì chǎngdànlán hǎi shì méi yòu jìng zhēng de lǐng ér shì tōng guò chā huà shǒu duàn dào de zhǎn xīn de shì chǎng lǐng zài zhè píng jiè chuàng xīn néng huò gèng kuài de zēng cháng gèng gāo de rùn
   lán hǎi zhàn lüè yào qiú chuán tǒng de xuè xīng jìng zhēng suǒ xíng chéng de " hóng hǎi ", tuò zhǎn xīn de fēi jìng zhēng xìng de shì chǎng kōng jiān . yòu de , tōng cháng chéng shōu suō shì de jìng zhēng shì chǎng qiú tóng , lán hǎi zhàn lüè kǎo de shì chuàng zào qiú , jìng zhēng . men de biāo shì zài dāng qián de zhī shì chǎng kōng jiān de " hóng hǎi " jìng zhēng zhī wài , gòu zhù tǒng xìng , cāo zuò de lán hǎi zhàn lüè , bìng jiā zhí xíng . zhǐ yòu zhè yàng , cái néng míng zhì de fāng shì tuò zhǎn lán hǎi lǐng , tóng shí shí xiàn huì de zuì huà fēng xiǎn de zuì xiǎo huà . rèn jiā , lùn guī xiǎo , shì yòu de hángyè , hái shì xīn jìn gāi hángyè de , dōubù yìng , néng guò mào xiǎn .
   shénme shì lán hǎi zhàn lüè ? hěn duō rén bìng zhī dàoràng men xiǎng xiàng xià , men zhěng shì chǎng xiǎng xiàng chéng hǎi yáng , zhè hǎi yáng yóu hóng hǎi yáng lán hǎi yáng chéng , hóng hǎi dài biǎo xiàn jīn cún zài de suǒ yòu chǎn , zhè shì men zhī de shì chǎng kōng jiānlán hǎi dài biǎo dāng jīn hái cún zài de chǎn , zhè jiù shì wèi zhī de shì chǎng kōng jiān me suǒ wèi de lán hǎi zhàn lüè jiù nán jiě liǎo , lán hǎi zhàn lüè shí jiù shì chāo yuè chuán tǒng chǎn jìng zhēngkāi chuàng quán xīn de shì chǎng de zhàn lüè jīn zhè xīn de jīng niàn , zhèng dào quán qiú gōng shāng jiè de guān zhù , yòu rén shèn zhì shuō , jiē xià lái de nián zhù dìng huì chéng wéi " lán hǎi zhàn lüè " nián
yīngwénjièshì
  1. :  Blue Ocean Strategy
xiàngguāncí
lán hǎi guān diǎn zhōng guó lián wǎng xié huì hǎi wēi
bāo hán cí
jiě lán hǎi zhàn lüèlán hǎi zhàn lüè gài shù
gòu lán hǎi zhàn lüèlán hǎi zhàn lüè liù xiàng yuán
lán hǎi zhàn lüè hóng hǎi zhàn lüèlán hǎi kuì bài héng héng běn zhì : běn zhì lùn VS lán hǎi zhàn lüè
lán hǎi kuì bài běn zhì běn zhì lùn lán hǎi zhàn lüè