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Winning by not competing! This international best seller upends traditional thinking with principles and tools to make the competition irrelevant.
In an audiobook that challenges everything you thought you knew, W. Chan Kim and Renee Mauborgne assert that tomorrow's leading companies will succeed, not by battling their rivals for market share in the bloody "red ocean" of a shrinking profit pool, but by creating "blue oceans" of untapped new market spaces ripe for growth.
Based on a study of 150 strategic moves, spanning more than 100 years and 30 industries, they provide a systematic approach that every company can use to render rivals obsolete and unleash new demand:
Reconstruct market boundaries
Focus on the big picture
Reach beyond existing demand
Get the strategic sequence right
Overcome organizational hurdles
Build execution into strategy
In an audiobook that challenges everything you thought you knew, W. Chan Kim and Renee Mauborgne assert that tomorrow's leading companies will succeed, not by battling their rivals for market share in the bloody "red ocean" of a shrinking profit pool, but by creating "blue oceans" of untapped new market spaces ripe for growth.
Based on a study of 150 strategic moves, spanning more than 100 years and 30 industries, they provide a systematic approach that every company can use to render rivals obsolete and unleash new demand:
Reconstruct market boundaries
Focus on the big picture
Reach beyond existing demand
Get the strategic sequence right
Overcome organizational hurdles
Build execution into strategy
From Publishers Weekly
Kim and Mauborgne's blue ocean metaphor elegantly summarizes their vision of the kind of expanding, competitor-free markets that innovative companies can navigate. Unlike "red oceans," which are well explored and crowded with competitors, "blue oceans" represent "untapped market space" and the "opportunity for highly profitable growth." The only reason more big companies don't set sail for them, they suggest, is that "the dominant focus of strategy work over the past twenty-five years has been on competition-based red ocean strategies"-i.e., finding new ways to cut costs and grow revenue by taking away market share from the competition. With this groundbreaking book, Kim and Mauborgne-both professors at France's INSEAD, the second largest business school in the world-aim to repair that bias. Using dozens of examples-from Southwest Airlines and the Cirque du Soleil to Curves and Starbucks-they present the tools and frameworks they've developed specifically for the task of analyzing blue oceans. They urge companies to "value innovation" that focuses on "utility, price, and cost positions," to "create and capture new demand" and to "focus on the big picture, not the numbers." And while their heavyweight analytical tools may be of real use only to serious strategy planners, their overall vision will inspire entrepreneurs of all stripes, and most of their ideas are presented in a direct, jargon-free manner. Theirs is not the typical business management book's vague call to action; it is a precise, actionable plan for changing the way companies do business with one resounding piece of advice: swim for open waters.
Copyright Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --このテキストは、 ハードカバー 版に関連付けられています。
Copyright Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --このテキストは、 ハードカバー 版に関連付けられています。
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12 人中、10人の方が、｢このレビューが参考になった｣と投票しています。
形式:ハードカバー
是非読んでみたいと思っていた本です。
激しい競争で多くの企業がお互い自分の身を削っている既存ビジネス分野、Red Oceanとは違い、まだ競争もあまりない新しい市場を作り自分なりのビジネスが可能なBlue Oceanを目指そうとこの本は言っています。そのBlue Oceanへの道を開くためのHINTが必ず得られると思います。※最近は多くの大手企業がこの本の社内勉強会を進めているそうです。
激しい競争で多くの企業がお互い自分の身を削っている既存ビジネス分野、Red Oceanとは違い、まだ競争もあまりない新しい市場を作り自分なりのビジネスが可能なBlue Oceanを目指そうとこの本は言っています。そのBlue Oceanへの道を開くためのHINTが必ず得られると思います。※最近は多くの大手企業がこの本の社内勉強会を進めているそうです。
2 人中、2人の方が、｢このレビューが参考になった｣と投票しています。
形式:CD
(1)原書、(2)日本語訳、(3)オーディオ・ブックの3点セットで、ビジネス英語の聞き取り・発音と表現力のブラッシュアップに活用できます。i-podにアップロードし、通勤時間を有効利用することも可能。日本語版にざっと目を通してから、オーディオ・ブックを聞くことにより、集中力も理解力も高まります。内容については、ご自分でどうぞ。
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