佳能

哪些人可以成为或应该成为目标买方群体?行业有其传统定义。然而,通过对这一定义提出质疑,公司往往能找到全新的方式来释放价值。

试想一下,传统复印机制造商是如何揣测办公产品采购经理心理的?制造商认为,采购经理希望买到容量大、耐用、复印速度快而且不需要经常维修的复印机。

日本企业佳能(Canon)并没有遵从传统的行业逻辑,它将复印机行业的目标顾客从企业采购商转向了用户,开创了小型桌面复印机行业。借助小型易用的桌面打印机,佳能开创了新市场空间,因为它关注的是能够笼络大量非顾客(使用复印机的秘书)的关键竞争元素。

Blue Ocean Strategic Moves

Blue ocean strategy is based on over decade-long study of more than 150 strategic moves spanning more than 30 industries over 100 years. The research of W. Chan Kim and Renée Mauborgne focused on discovering the common factors that lead to the creation of blue oceans and the key differences that separate those winners from the mere survivors and those adrift in the red ocean.The database and research have continued to expand and grow over the last ten years since the first edition of the book was published and the strategic moves we studied depict similar patterns, whether blue oceans were created in for-profit industries, non-profit organizations, or the public sector.

Here are a few examples of blue ocean strategic moves from a variety of different industries and sectors. Select from the icons below to learn more.

Bloomberg Financial News Case Study
Canon Blue Ocean Strategy Case Study
Cemex Blue Ocean Strategy Case Study
Cirque du Soleil Blue Ocean Strategy Case Study
Curves Blue Ocean Strategy Case Study
Ford Model T Blue Ocean Strategy Case Study
iTunes Blue Ocean Strategy Case Study
JCDeaux Blue Ocean Strategy Case Study
NetJets Blue Ocean Strategy Case Study
Novo Nordisk Blue Ocean Strategy Case Study
New York Police Department Blue Ocean Strategy Case Study
Peirce College Blue Ocean Strategy Case Study
Philips Blue Ocean Strategy Case Study
QBHouse Blue Ocean Strategy Case Study
Quicken Blue Ocean Strategy Case Study
Polo Ralph Lauren Blue Ocean Strategy Case Study
Viagra Blue Ocean Strategy Case Study
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