1、 1 外文翻译 原文 A Decision-Analytic Approach to Blue-Ocean Strategy Development Materia l S ource : Depart me nt of Econo mics a nd Manage me nt Author: Matthias G. Raith, Thorsten Staak, and Helge M. Wilker 1 Introduction The potential value created with a new product or service provided by a firm is gi
2、ven by the difference between its (monetary) benefit, in the view of the firms customers, and the unit production cost to the firm. To what extent this potential value can be exploited as a market opportunity depends on the firms success in obtaining a competitive advantage over other firms in the m
3、arket. In order to acquire a competitive advantage, a firm must outperform its rivals in value creation (cf. Besanko et al. 1). In order to enhance value creation, the firm has two generic options : It can raise the value for the customer, e. g., by differentiation of the products features, or it ca
4、n lower the costs for providing the product. However, as Porter (5, p. 18) points out, achieving cost leadership and differentiation are () usually inconsistent, because differentiation is usually costly. Therefore, the firm should view the two generic strategies as alternatives between which it mus
5、t make a choice, since otherwise it may become stuck in the middle, thereby sacrificing its competitive advantage. It appears somewhat surprising, though, that Porters view on the trade-off between differentiation and cost leadership is taken for granted in most of the literature on business strateg
6、y. From a decision-analytic perspective, it fails to acknowledge the multiple dimensions which typically characterize the bene fits of consuming and the costs of producing a product or service. Hence, it should seem quite natural to consider a firm differentiating its product in one aspect while sim
7、ultaneously reducing costs in another. Strategy selection then becomes a multi-attribute decision problem with important implications for market analysis. 2 Since the weights that consumers attach to the different attributes of a product depend on the consumer group that makes up the market, value c
8、reation can be influenced by shifting the market focus to other (potential) customers that not only place different weights on the attributes, but also value different attributes. Kim and Mauborgne 2 offer an innovative approach to strategy development along this line. At the core of their approach
9、is the realization that it is much more valuable for firms to focus their energy on finding or creating new, uncontested market space (a blue ocean) than to compete against incumbent firms on existing markets (blood-red oceans). The main instrument for finding blue oceans is a strategy canvas, a vis
10、ual depiction of strategies as value curves allowing the comparison and differentiation of industries and competitors. However, the strategy canvas, as presented by 4, seems useful mainly for ex-post diagnosis and explanation of successful blue-ocean strategies. For the strategy developer in the ex-
11、ante perspective it remains unclear how exactly a blue-ocean strategy is recognized among possible alternatives. This is particularly a problem in an entrepreneurial context, where an unencumbered start-up usually has a large space of strategy choices. In order to use the qualitative concept of the
12、strategy canvas for strategic planning, we consider the selection of a strategy profile as a multi-attribute decision problem. Within this framework the blue-ocean strategy can then be derived as the optimal choice. The decision-analytic approach allows the entrepreneur to quantitatively derive the
13、optimal market strategy from the preceding market analysis. Moreover, sensitivity analysis allows one to test the robustness of the strategy with respect to changes in the relevance of strategy factors and their values. In addition, the quantification of the strategy canvas enables one to assess its
14、 impact on the market potential of different customer groups. 2 The Strategy Canvas: A Qualitative Tool for Ex-post Strategy Diagnosis The strategy canvas, as developed by Kim and Mauborgne 4, depicts strategies as value curves allowing the comparison and differentiation of industries and competitor
15、s. As an example, Fig. 1 shows the strategy canvas for the U. S. wine industry in the late 1990s, and illustrates the strategy followed by Australian wine maker Casella Wines in entering the U.S. beverage market. A Decision-Analytic Approach to Blue-Ocean Strategy Development 3 Fig. 1. U.S. wine ind
16、ustry in the late 1990s (cf. 4, 32) The strategic factors that the industry competes on and invests in are displayed on the horizontal axis in Fig. 1. The vertical axis shows the offering level buyers receive for each strategy factor. Thus, strategic factors can be viewed as attributes of the produc
17、ts or services being offered. Competitors are judged on the level of their offerings to the customer in each factor and may be sorted into strategic groups, which are defined by equal or similar offering levels in each strategy factor. The result is a set of value curves for competing strategic grou
18、ps in a given industry. Fig. 1 shows two major strategic groups within the US wine industry. One group of firms competes on premium wines, investing heavily in strategic factors that allow them to differentiate their products. The other group offers budget wines, competing with low-value products th
19、at are also cheaper. In order to obtain a competitive advantage in this industry, a firm would have to offer a product with a higher value curve at overall lower unit production costs. The more competitive (blood red) the market is, the more difficult this is to achieve. Kim and Mauborgne 2, 4, ther
20、efore, suggest to shift the market focus to alternative customers, who place less weight on the competitive strategy factors under consideration, while valuing other (new) strategy factors more strongly. As a consequence, investments can be reduced or eliminated altogether for strategy factors of lo
21、wer importance, while relevant strategy factors can be expanded and new ones created. In Fig. 1 the multi-dimensional strategy profile (value curve) for Casella Wines new product yellow tail illustrates the contrast to the two dominating strategic groups. By shifting the customer focus to non-wine d
22、rinkers, 4 more interested in easy drinking, ease of se-lection as well as fun and adventure than traditional wine drinkers, Casella Wines was able to reduce costs in less valued strategic factors, which were of high relevance for the traditional wine market. The multi-dimensional strategy profile,
23、thus, allows strategy developers to achieve both cost reductions as well as product differentiation at the same time. This is the essence of value innovation (cf. 3), driven by consumer preferences rather than technology. 3 The Strategy Canvas: A Quantitative Tool for Ex-ante Strategy Development Th
24、e strategy canvas, as conceived by Kim and Mauborgne 4 is an elegant qualitative and didactic tool for understanding and explaining, ex-post, the strategic deviation of high performers from traditional market incumbents in creating value. However, ex-post it is easy to argue that a firms deviating s
25、trategy must have been better than those of its competitors, knowing that the firm turned out to be successful. In contrast, a strategy developer, e. g. an entrepreneur analyzing his or her entry into the market, ex-ante, usually has a range of strategy alternatives for the new venture. The task in
26、this case is to find the optimal strategy, given the observed strategies of competitors. If strategy curves are viewed as bundles of offerings for relevant strategy factors, the optimal strategy becomes the solution to a multi-attribute decision problem. We, therefore, propose to interpret the strat
27、egy canvas as a quantitative assessment of strategy profiles. In Fig. 1 we interpret the different strategy factors as attributes of the offered products, which are valued and also weighted differently by customers. The vertical axis would then measure the benefit of the attribute, as perceived by c
28、ustomers. In addition, the individual attributes of the product, i. e. the strategy factors for the firm, must be weighted according to their importance to the customer, in order to assess the overall value of a strategy profile (for the customer) and, thus, to allow meaningful comparisons between s
29、trategy alternatives. By using standard multi-attribute rating methods or conjoint analysis, strategy alternatives (represented by value curves in the strategy canvas) can be quantified and ranked according to their overall values. 5 Both the valuation and the weighting of strategy factors from the
30、customers perspective are subjective. However, by interpreting the strategy canvas as a multi-attribute characterization of the firms strategy alternatives, one can employ sensitivity analyses in order to test the robustness of the firms decision, i.e. its selection of a strategy alternative. In com
31、peting in value creation, one can see how the firm benefits from shifting its market focus. As new customers place positive value on new attributes, previous attributes decrease in importance. In Fig. 1 the value curves of competitors remain the same, but the strategic factors they are focused on re
32、ceive less weight. As a consequence, the existing strategies of competitors decline in overall value. As market competitors lose their bite, the ocean in which the strategy-developing firm is swimming becomes more blue. 4 Conclusion The multi-attribute nature of the strategy canvas overcomes the one
33、-dimensional, either-or decision over generic strategies, thus providing a more differentiated perspective of value creation. Value innovation is induced by adding new strategy factors which enable the innovator to deliver higher value than existing competitors, while offsetting costs by eliminating
34、 other factors which are not valued by customers. Yet, the strategy canvas in its basic form is a descriptive tool useful mainly for an ex-post characterization of successful market strategies. By expanding the qualitative concept of the strategy canvas for the quantitative measurement of consumers
35、preferences, we showed how the strategy developer can perform ex-ante comparisons of strategy alternatives to select an optimal strategy. Uncertainties introduced by the subjective valuation and scoring methods can be minimized by using sensitivity analysis to test the robustness of the final select
36、ion. References 1. David Besanko, David Dranove, Mark Shanley, and Scott Schaefer. Economics of strategy. J. Wiley & Sons, Hoboken, NJ, 4th edition, 2007. 2. W. Chan Kim and Ren ee Mauborgne. Blue ocean strategy. Harvard Business Review, 82(10):7684, October 2004. 6 3. W. Chan Kim and Ren ee Mauborg
37、ne. Value innovation. the strategic logic of high growth. Harvard Business Review, 82(7/8):172180, JulyAugust 2004. 4. W. Chan Kim and Ren ee Mauborgne. Blue ocean strategy : how to create uncontested market space and make the competition irrelevant.Harvard Business School Press, Boston, Mass., 2005
38、. 5. Michael E. Porter. Competitive advantage : creating and sustaining superior performance. Free Press, New York, 1985. 译文 判定 -分析法促进蓝海战略的发展 资料来源 : 经济管理部门 作者： Matthias G. Raith, Thorsten Staak, and Helge M. Wilker 1 论文简介 潜在的价值创造新产品或者服务的公司所提供的区别是货币利益，公司的客户和单位生产成本所提供的利益。这种潜在的价值在很大程度上可以开拓一个新市场，但取决公司在市
39、场上是否能超越其它公司而获得竞争优势，一个公司必须在要比其竞争对手创造更多 的价值。 (比较 Besanko 和其他观点 1). 为了提高创造价值，公司有两种途径：它可以通过差异化产品的功能提高价值，或者降低成本为客户提供产品。然而，正如波特 (5, p. 18)所指出的，“实现成本的领先和差异化 通常是不一致的，因为差异化是很昂贵的”。因此，公司必须准备两种基本战略替代它做出选择，否则会“卡在中间 ” ，从而牺牲其竞争优势。 然而令人惊讶的是，波特的观点差异化和低成本理所当然被认为是最具有领导的商业策略。从判定 -分析法的角度看，它不承认这个多维空间即低成本生产产品或者服务为顾客提 高利益。
40、因此，它应该看起来很自然地考虑公司的产品在某方面的分化 ,同时降低了成本。战略选择后来成为一个多属性决策问题的市场分析有着重要的意义。消费者在不同属性的产品依赖消费者团体 ,弥补了市场 ,创造价值 ,会受到市场焦点转移到其他客户 (潜在客户 )不仅有不同地方的属性 ,而且不同属性的价值。 金教授和莫博涅教授 2的另一个创新的发展战略延续这种方法。为核心的7 方法就是公司为了实现更多的价值，将精力集中在找到或者创造一个新的，没有竞争的市场空间（“蓝海”）而不是目前激烈竞争上现有的市场（“红海”）。寻找蓝海的主要手段是 “战略布局图”，是一种描绘允许行业和竞争者比较和分化的战略价值曲线。 然而，战
41、略布局图，正如被提到的 4，似乎主要为事后诊断和解释蓝海成功的策略。该战略的开发者在预期观点仍然尚不清楚怎么样精确地认可蓝海战略是不可能被替代。在企业家的眼里这是一个特殊的问题，在一个没有阻碍的启动阶段通常有一个大空间的策略选择。为了利用概念性的战略布局图、战略选择，我们需要考虑一个战略剖面作为多属性决策问题。在这个框架内的蓝海战略可以导出最佳的选择。判定 -分析法允许企业家得到最优的市场策略进行定量分析来自之前的市场分析。另外 ，灵敏的分析可以测试策略的稳健性以及价值观的战略因素。此外，战略布局图的量化策略能够评估其在不同客户群体的潜在市场。 2 战略布局图：一种事后策略诊断定性工具 战略布
42、局图，被金教授和莫博涅教授 4所发展，描绘允许行业和竞争者比较和分化的战略价值曲线。作为一个例子，图 1 显示了美国酒业在 1990 年代后期的战略布局图，并阐明了策略，其次是澳大利亚的葡萄酒生产商 Casella 进入美国酒类市场。 判定 -分析的途径促进蓝海战略的发展 图 美国葡萄酒产业在 1990 年代后期（比较， 4,32） 8 在图 1 中的水平轴 表示的是工业竞争和投资，垂直轴显示的是买家提供的水平。因此，战略因素可以被看作属性的产品或服务。竞争对手正在判断客户提供的水平，可以看作是战略因素，这是由相同或者相似的各项策略提供的水平因素。其结果是一套价值曲线进行竞争战略集团给定的产业
43、。 图 1 显示的是美国葡萄酒产业两大战略集团。一个是竞争优质红酒，大力投资战略因素，让他们来区分他们的产品。另一组是提供预算的葡萄酒，竞争低增值的产品也更便宜。为了在这个行业获得竞争优势，公司不得不提供高价值的曲线综合降低单位成本的产品。越多的市场竞争（红海），就也越难实现 。 因此金教授和莫博涅教授 2， 4，建议把焦点转移到消费者市场，他们考虑较少的放在竞争上，而是更加重视（新的）战略因素。结果，可以减少或者消除投资战略因素的重要性，而相关的战略因素会被扩大和创造新的。在图 1的多元策略剖面策略（价值曲线） Casella 酒的新产品（黄色尾巴）说明两个战略群体的主要区别。以客户为中心，
44、与不饮酒者相比，更感兴趣的是“口感别具”，“容易选择”，和“乐趣和冒险”。比起传统的红酒， Casella 酒能减少成本战略因素。在多维的策略中，实现成本降低和产品差异化在同一时间内。这是价值 创新的本质（比较 3），被消费者偏爱而不是技术。 3 战略布局图 :一种事前定量发展策略 战略布局图，是由金教授和莫博涅教授 4构思的一种讲究定性和教学的工具来理解、解释，研究传统市场的执行者偏差策略来创造价值。然而，比起它的竞争对手公司事后很容易认为偏离战略必须是“更好的”，因为他们知道这家公司原来是成功的。 相反，一个战略的开发者，例如一个企业家分析他或她进入市场，事先通常都会有一系列战略选择应对新
45、的风险。在这种情况下，主要的任务是找到最优的策略，观察对手的战略。如果策略曲线被认为是一大堆的与策略相关 的因素，这最优的策略会成为解决多属性决策问题的办法。因此我们解释这个战略布局图是定量评价的策略。 在图 1 我们把不同的战略因素作为属性提供有价值的产品，并以客户的不同为权重。垂直轴测量的效益为顾客感知属性。此外，产品个体的属性，例如公司的战略因素必须根据不同顾客的重要性，以评估整体战略价值（为顾客），从而允许有意义的策略方案之间的比较。使用标准属性的方法或者联合分析、战略选择（即战略布局图的价值曲线）可被量化，主要依据是他们整体价值。 战略因素采取加权的评价来自顾客的主观观点。然而，通过
46、描述战略布局9 图最为公司 的战略选择，可以使用敏感性分析测试公司的决定是否鲁莽，也就是它的战略选择的挑选。 在竞争中创造价值，人们可以看到公司如何转变市场的焦点得到收益。作为新顾客价值的新属性，积极减少先前属性的重要性。在图 1 中的竞争者的价值曲线仍然保持不变，但是它们的战略因素集中在接收的较轻的重量上。结果，现有的战略竞争对手总体价值在下降。随着市场竞争对手激咬的减少，战略发展公司在海洋中游泳的水变的更蓝。 4 结论 战略布局图的性质是打破空间阻碍、非此即彼的决定，超越普通的战略，这样能提供更多的差异的价值创造。价值创新被说服为让新 的创新者提供比现有的竞争对手更高的价值，通过消除没有价值的顾客而减少成本得因素。至今，战略布局图被认为是一种主要的，有用的预先成功市场的战略。 通过扩展战略布局图的定性概念，消费者偏好的定量尺寸，我们应该显示战略开发者如何执行策略方案的选择，并从中选择最优的策略。不确定性主观评价和得分方法可以减少通过敏感性分析的最后选择的鲁莽性。
