In the Blue Ocean Strategy, Prof. Kim and Professor Mobone divided the "competition" into two parts and divided the "Red Sea" and "Blue Ocean" ingenuity. The so-called Red Sea refers to the competition between the two sides in the existing market space, in the process of constantly reducing prices or cutting costs, the two sides battle into a sea of blood. The Blue Ocean Strategy is an enterprise that creates a market space that no one competes for, surpasses the scope of competitive ideas, opens new market demands, explores new market spaces, and gains new profit margins through value innovation. To win tomorrow, companies cannot compete with rivals because in the fiercely competitive known market space, competing with rivals for increasingly shrinking profits can only be difficult to achieve profitable growth, and creating a “blue sea” can enable companies to Completely shake off the competition
Hand and release new demands.
The advent of the Swatch watch restored the loss of the Swiss watch and saved the Swiss brand. The core is that it is based on the Blue Ocean. Different from other watches, Swatch is positioned as a fashion table, targeting young people full of youthful vitality. It uses "your second watch" as a broad appeal, emphasizing that it can be used as accessories constantly changing and never decline in the tide of change. Since 1984, Swatch has designed an ingenious name for each watch, with more personalized colors and a more enthusiastic market response. Even one or two models will be the target of collectors chasing every year.
The search for a blue ocean without competition requires sharp-mindedness, broad-mindedness, thinking about what others have not thought and doing what others have not done. Chen Daorong, chairman of Huayi Group, had done amazing things. When he visited Europe a few years ago, he saw a lot of wind turbines that were rarely seen in China. At that time, he thought: At present, domestic electricity consumption is tight, and energy consumption Very serious, and the wind is an inexhaustible resource, and this resource is not polluted. After returning from Europe, Chen Daorong asked local experts on wind testing. He ran the Chinese Academy of Electric Power, ran the Shenyang University, and ran the Ministry of Defense. All the experts related to wind power testing and mechanical research paid a visit. A group of experts was set up to test wind speeds specifically throughout the country. With large investment, slow recovery, and few talents, wind power generation is too far away for Wenzhou businessmen who are accustomed to traditional industries. However, Chen Daorong has his own considerations. If he succeeds, he is the first in Wenzhou. Private entrepreneurs who invest in wind power generate “first” direct performance without competition, and he turned his attention to the future.
The Jews said: "To seize good things, no matter how insignificant it is, reach out and grab it, and don't let it slip." When others kill a Red Sea, Wenzhou businessmen rely on the keen sense of the market, based on market demand, constantly Looking for market gaps or market gaps, and freely walking in the blue sea of low competition, we have achieved extraordinary wealth.
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