蓝海战略行动

Quicken

Intuit created a blue ocean with its Quicken financial software package by looking across substitute industries and reconstructing boundaries across them.

To sort out their personal finances people can buy and install a financial software package, hire a CPA, or simply use pencil and paper. The software, the CPA, and the pencil are largely substitutes for each other. They have very different forms but serve the same function: helping people manage their financial affairs.

Instead of benchmarking the competition, Intuit created a blue ocean by looking to the pencil as the chief alternative to personal financial software to develop Quicken software. Intuit focused on bringing out both the decisive advantages that financial software had over the pencil – speed and accuracy; and the decisive advantages that the pencil had over software – simplicity of use and low price – and eliminated or reduced everything else.

With Quicken’s user-friendly interface resembling the familiar checkbook, it was faster and more accurate than the pencil, yet almost as simple to use. The program eliminated the accounting jargon and the sophisticated features traditional financial software offered, offering only the few basic functions that most customers use.

The product was so simple, easy to use, fun and productive that buyers fell in love with it. Moreover, simplifying the software cut costs. Neither the pencil nor other software packages could compete.
Today, more than thirty years on, Quicken still remains the number-one-selling personal financial software. Microsoft tried for years to dislodge Intuit’s value innovation, but after nearly thirty years of efforts and investment, it finally threw in the towel and ceased operations of its contender, Microsoft Money, in 2009.

蓝海战略以长达十年的研究为基础,研究涉及一百多年历史、30多个产业中的150个战略行动。W·钱·金和勒妮·莫博涅专注于找寻开创蓝海的背后的共同因素以及优胜企业与勉强生存及在红海中沉浮的企业之间的关键区别。

自本书第一次出版后十年来,数据库和研究持续扩大和增长。我们所研究的战略行动都勾绘出相似的规律,无论其蓝​海是由营利性产业、非营利性组织还是公共部门所开创的。

这里是一些为各类产业和部门中蓝海战略行动的实例。请选择以下图标了解更多。

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